Predicting intermediate outcomes for prevention coalitions: a developmental perspective

Florin, Paul; Mitchell, Roger E.; Stevenson, John F.; Klein, Ilene

doi:10.1016/s0149-7189(00)00022-7

Cited by 75 publications

(89 citation statements)

References 10 publications

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“…As with other models of partnership processes (Chinman et al 2004;Florin et al 2000;Hawkins et al 2002), we posit a partnership model in which local community teams proceed through a series of broad developmental phases (Livit and Wandersman 2004;Stevenson and Mitchell 2003). The first, organizational phase usually lasts for 6-8 months and involves partnership formation activities including recruiting key members, receiving training in the model, deciding on programming goals based on local needs and resources, and coalescing as a team.…”

Section: The Lifecycle Of Collaborationmentioning

confidence: 96%

“…dependent variables). For example, within-team factors of participation, leadership, task-focus, cohesion, and identity are related to indicators of early team success (Florin et al 2000;Gottlieb et al 1993;Kegler et al 1998;Greenberg et al 2007). Teams that lack effective leadership, are riddled with conflict, or lack motivation make ineffective decisions or show poor implementation (Emshoff et al 2003).…”

Section: Team-level Outcomesmentioning

confidence: 99%

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Community and Team Member Factors that Influence the Operations Phase of Local Prevention Teams: The PROSPER Project

et al. 2007

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This study examined the longitudinal predictors of quality of functioning of community prevention teams during the "operations" phase of team development. The 14 community teams were involved in a randomized-trial of a university-community partnership project, PROSPER, that implements evidence-based interventions intended to support positive youth development and reduce early substance use, as well as other problem behaviors. The study included a multi-informant approach to measurement of constructs, and included data from 137 team members, 59 human service agency directors and school administrators, 16 school principals, and 8 Prevention Coordinators (i.e. technical assistance providers). We examined how community demographics and social capital, team level characteristics, and team member attributes and attitudes are related to local team functioning across an 18-month period. Findings indicate that community demographics (poverty), social capital, team member attitudes towards prevention, and team members' views of the acceptability of teen alcohol use played a substantial role in predicting various indicators of the quality of team functioning 18 months later.

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Section: The Lifecycle Of Collaborationmentioning

confidence: 96%

Section: Team-level Outcomesmentioning

confidence: 99%

Community and Team Member Factors that Influence the Operations Phase of Local Prevention Teams: The PROSPER Project

et al. 2007

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“…Further, we hypothesize that these council features will most centrally influence council capacity to generate social capital. Indeed, evidence suggests that council features are related to council effectiveness indirectly via their effect on such intermediate outcomes (e.g., Crowley et al 2000;Florin et al 2000). However, few studies have examined multiple council features in tandem to investigate which, if any, are particularly important regarding councils' institutionalized change capacity.…”

Section: Features Of the Council Environmentmentioning

confidence: 99%

“Changing the Text”: Modeling Council Capacity to Produce Institutionalized Change

Allen

Javdani

Lehrner

et al. 2011

American J of Comm Psychol

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Collaboration is a ubiquitous approach to change, but is notoriously difficult and not definitively linked to desirable outcomes. Not surprisingly, the collaboration literature is replete with numerous facilitators and barriers to collaborative efforts. The current study aimed to develop a parsimonious model of factors influencing the success of collaborative efforts both internal and external to the council, including, (a) features of the council environment, (b) intermediate outcomes including the empowerment of members in the council context and the degree to which councils have generated social capital and (c) the extent to which collaborative efforts are occurring in a community context supportive of their aims. In particular, this study examines whether these factors affect the extent to which councils are positioned to achieve institutionalized change, or changes "in the text" that govern front line providers' (e.g., police, advocates) practices in the community response to intimate partner violence. Results suggest that perceived member empowerment, generation of social capital, and supportive community context are the most important predictors of the extent to which councils foster shifts in institutionalized change. Features of the council environment are only indirectly related to the degree to which institutionalized change is ultimately fostered as mediated by the generation of social capital. This suggests that the ability of members to act as change agents and the extent to which those in power support council efforts figure more prominently to facilitate or constrain council efforts than council functioning itself.

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“…While still a relatively new framework for assessing collaborative effectiveness, there is a growing body of evidence to suggest that effective collaboratives promote community member skills (Kelger et al 2007), system linkages (Provan et al 2005), and systems changes such as shifts in organizational policies and procedures (e.g., Clark et al 2010). Overall, these changes are critical, given the importance they play in promoting a healthy community (e.g., Florin et al 2000).…”

Section: Introductionmentioning

confidence: 99%

Examining Multi‐Sector Community Collaboratives as Vehicles for Building Organizational Capacity

Nowell

Foster-Fishman

2010

American J of Comm Psychol

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While community collaboratives have emerged as a prominent vehicle for fostering a more coordinated community response to complex issues, research to date suggests that the success of these efforts at achieving community/population-level improvements is mixed. As a result, researchers and practitioners are increasing their focus on the intermediate outcomes accomplished by these entities. The purpose of this study is to expand upon this examination of potential intermediate outcomes by investigating the ways in which collaboratives strengthen the capacity of the organizations who participate as members. Utilizing a mixed methods design, we present an empirically-based framework of organizational outcomes associated with participation in a community collaborative. The dimensions of this framework are validated based on quantitative findings from representatives of 614 different organizations and agencies nested within 51 different community collaboratives. This article then explores how the characteristics of organizations and their representatives relate to the nature and type of impacts associated with membership. Based on study findings, we argue that community collaboratives can be effective interventions for strengthening organizational capacity across all sectors in ways that can promote greater community resiliency.

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Predicting intermediate outcomes for prevention coalitions: a developmental perspective

Cited by 75 publications

References 10 publications

Community and Team Member Factors that Influence the Operations Phase of Local Prevention Teams: The PROSPER Project

Community and Team Member Factors that Influence the Operations Phase of Local Prevention Teams: The PROSPER Project

“Changing the Text”: Modeling Council Capacity to Produce Institutionalized Change

Examining Multi‐Sector Community Collaboratives as Vehicles for Building Organizational Capacity

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