The Community Tool Box

CORE TASKS:

SOME CTB SUPPORTS:

1. Identify indicators of success for the initiative.

• The group has specific agreed upon outcomes to guide the work of the initiative.
• There is a clear audience or identified stakeholders who care about the outcomes of the initiative.

• The group has identified the key questions of interest for each identified target audience.

CHAPTER 1: Our Model for Community Change and Improvement

Chapter 1, Section 7: Working Together for Healthier Communities: A Framework for Collaboration among Community Partnerships, Support Organizations, and Funders

Chapter 1, Section 8: Some Lessons Learned on Community Organization and Change

CHAPTER 2: Some Other Models for Promoting Community Health and Development

Chapter 2, Section 1: Developing a Logic Model or Theory of Change

Chapter 2, Section 4: Asset Development

CHAPTER 36: Introduction to Evaluation

Chapter 36, Section 5: Developing an Evaluation Plan

CHAPTER 38: Some Methods for Evaluating Comprehensive Community Initiatives

Chapter 38, Section 1: Measuring Success: Evaluating Comprehensive Community Initiatives

Chapter 38, Section 8: Conducting Interviews with Key Participants to Analyze Critical Events

Chapter 38, Section 9: Gathering and Using Community-Level Indicators

2. Specify reporting requirements about the activities and outcomes of the initiative.

• The group regularly communicates or reports the progress or status of the initiative internally to key leaders, members, & partners of the initiative.
• The group is responsible for regularly communicating or providing reports regarding the progress of the initiative to important external audiences.

• There are clear expectations & conditions for communicating or reporting the outcomes of the initiative to key stakeholders & target audiences.

CHAPTER 36: Introduction to Evaluation

Chapter 36, Section 1: A Framework for Program Evaluation: A Gateway to Tools

CHAPTER 43: Managing Finances

Chapter 43, Section 3: Handling Accounting

Chapter 43, Section 4: Establishing a Loan Program for Community Reinvestment

Chapter 43, Section 5: Setting up a Community Development Corporation

CHAPTER 46: Planning for Long-Term Institutionalization

Chapter 46, Section 15: Acquiring Public Funding

3. Use incentives and disincentives to encourage outstanding implementation of activities and improvement in outcomes.

• The group has clearly established consequences associated with the performance or actions of the group.
• There are clear consequences including incentives & disincentives associated with the attainment of the initiative's outcomes.
• The group has identified the appropriate conditions for which the use of incentives & disincentives would enhance the efforts of the initiative.
• The group has identified incentives or disincentives that are appropriate to be used by the initiative.
• The group has identified the appropriate level within the initiative to use incentives or disincentives.
• The rewards for the group are administered or supported by key stakeholders in positions of relative influence or authority for the initiative.
• The group has incentives & disincentives to support the work of the initiative at multiple levels of the initiative.
• The distribution or allocation of rewards is appropriate for the initiative’s current stage of development.
• There is a timeline or schedule associated with the distribution or allocation of the majority of incentives & disincentives related to the efforts of the initiative.
• The incentives or disincentives that are used matter to the group receiving the rewards.

• The distribution of identified incentives/disincentives is based on the attainment of the intended objectives.

CHAPTER 1: Our Model for Community Change and Improvement

Chapter 1, Section 5: Our Evaluation Model: Evaluating Comprehensive Community Initiatives

Chapter 1, Section 7: Working Together for Healthier Communities: A Framework for Collaboration among Community Partnerships, Support Organizations, and Funders

CHAPTER 3: Assessing Community Needs and Resources

Chapter 3, Section 17: Leading a Community Dialogue on Building a Healthy Community

CHAPTER 32: Providing Encouragement and Education

Chapter 32, Section 5: Reframing the Debate

CHAPTER 36: Introduction to Evaluation

Chapter 36, Section 1: A Framework for Program Evaluation: A Gateway to Tools

CHAPTER 38: Some Methods for Evaluating Comprehensive Community Initiatives

Chapter 38, Section 5: Constituent Survey of Outcomes: Ratings of Importance

4. Develop a system for documenting and providing feedback to monitor the activities and outcomes of the initiative.

• The group documents the activities (implementation of the intervention) or efforts of the initiative in addressing the issue.
• The group collects longer-term indicators or outcomes measures.
• The group, including both the staff & board members, regularly review the evaluation questions & documented data to assess the progress of the initiative.

• The group regularly shares & communicates data to key stakeholders & others with a stake in the initiative’s success.

CHAPTER 1: Our Model for Community Change and Improvement

Chapter 1, Section 5: Our Evaluation Model: Evaluating Comprehensive Community Initiatives

Chapter 1, Section 7: Working Together for Healthier Communities: A Framework for Collaboration among Community Partnerships, Support Organizations, and Funders

CHAPTER 2: Some Other Models for Promoting Community Health and Development

Chapter 2, Section 2: PRECEDE/PROCEED

Chapter 2, Section 3: Healthy Cities/Healthy Communities

CHAPTER 25: Changing Policies

Chapter 25, Section 1: Changing Policies: An Overview

CHAPTER 36: Introduction to Evaluation

Chapter 36, Section 5: Developing an Evaluation Plan

Chapter 36, Section 6: Participatory Evaluation

CHAPTER 38: Some Methods for Evaluating Comprehensive Community Initiatives

Chapter 38, Section 2: Gathering Information: Monitoring Your Progress

CHAPTER 40: Maintaining Quality Performance

Chapter 40, Section 1: Achieving and Maintaining Quality Performance

CHAPTER 45: Social Marketing of Successful Components of the Initiative

Chapter 45, Section 7: Supporting and Maintaining Behavior Change

5. Arrange celebrations and public recognition for those who bring about change and improvement.

• The group regularly celebrates the progress of the initiative in attaining anticipated outcomes.

• The group regularly provides formal recognition for stakeholders for their contribution towards progress in attaining outcomes.

CHAPTER 1: Our Model for Community Change and Improvement

Chapter 1, Section 7: Working Together for Healthier Communities: A Framework for Collaboration among Community Partnerships, Support Organizations, and Funders

CHAPTER 5: Choosing Strategies to Promote Community Health and Development

Chapter 5, Section 1: Strategies for Community Change and Improvement: An Overview

CHAPTER 41: Rewarding Accomplishments