Develop Goals, Objectives, Policy Options

Now that you have decided to move forward with a policy approach, this step will assist you in:

a) Creating the outcomes for your policy by establishing the directional goals and specific objectives.

b) Identifying the policy option(s) you will pursue based on the problem you have analysed.Before moving forward with developing your policy goals, objectives and options, this would be a critical time to bring together a group of stakeholders to work together on this project, if you haven’t already.

• Policy options are choices regarding the types of policies that can be put in place to address health issues. Decide which policy option might be most effective and how many options should be pursued over time.

Before moving forward with the developing your policy goals, objectives, and options, this would be a critical time to bring together a group of stakeholders to work together on this project, if you haven’t already.

Why a collaborative approach?

According to the Ohio State University College of Food, Agriculture and Environmental Sciences, there are advantages and disadvantages to participating in collaborative efforts.

The advantages of collaborating most frequently are: more effective and efficient delivery of programs, professional development, improved communication, elimination of duplication, increased use of programs, improved public image, better needs assessment, consistency of information and increased availability of resources.
Collaboration can open a vast complement of resources to the innovative administrator-new staff skills, knowledge, equipment and facilities, and services. These may be available at other agencies. Combining the resources of two or more agencies can help to deliver more services for the same money or the same services for less money. The economics of scale, fewer duplicate programs and improved cost-benefit ratios, will make the delivery of programs more effective and efficient. (Rossi 1982)

Staff members will grow professionally by meeting with colleagues from other agencies. They will be exposed to new methods and ideas that may benefit them. They may be made aware of new resources that are available and how to obtain them for their programs.
Improved communication between agencies will result in all partners providing more consistent and reliable information to the client. Shared information can mean increased use of programs and more public support. Agencies can share information about policy and legislative issues that effect their clientele groups. A better understanding of work done by others may help when directing clients who need critical information. Better communication between agencies will provide a better evaluation of the total impact of programs.

Coordinated needs assessment can be a benefit of collaboration. Service providers who work together can identify gaps in programs. They also can see critical widespread problems and rate issues for the most efficient use of available resources.

Some disadvantages of collaborations are: turf protection and mistrust, slow decision making, limited resources, diverted resources from priority issues, an assumed position contrary to policy and decreased level of cooperation among collaborators during a crisis.
Turf protection and mistrust are complex issues that must be overcome. If a collaborator doesn't trust his or her partners he or she will not be as open and receptive to new ideas. There will not he a willingness to share resources and burdens.

If the group must reach a consensus to act on an issue, it may take time. Many partners may not be able to go forward without approval of a higher authority or more study. Depending on how well the group communicates or how often it meets, decision by consensus could make acting on a problem slow and ineffective.

Due to limitations of resources, some groups who would be valuable partners are unable to cooperate. Devoting resources to a collaborative effort may take away from other high priority projects.
Sometimes a coalition may take a position that is inconsistent with the policy of one of its partners. This may cause the partner to be uncooperative, ineffective or to withdraw from the coalition.

During a crisis with a partner or the coalition, cooperation among members may decrease. Member organizations are sometimes faced with changes within their organization such as budget cuts, changes in administration or other short-term changes that affect their commitment.

Withdrawal of support by a key member or outside pressures from individuals or groups who disagree with or don't understand the coalition's purpose may cause a crisis. This may strain the partnership.

Working together in partnership has many benefits, regardless of the project.

Benefits of Partnering

• Direct more resources (human and financial) toward promoting cultural compentancy and productive, parent engagement.
• Broaden community support and strengthen the community’s trust in your program.
• Share forces of leaders, gatekeepers, and other influential people
• Share the knowledge, expertise, or credibility needed to bridge gaps in your overall program
• Provide increased access to the media to improve awareness of cultural compentancy and productive, parent engagement issues
• Eliminate duplication of effort
• Reach more people within your target population in greater numbers and with greater effectiveness
• Help achieve a bigger impact.

However, when trying to advance policy, there are specific and unique reasons why working with stakeholders can be fundamental to success.

• Decision-makers are often influenced by popular opinion – a large coalition or group of partners indicates strong and diverse support for the policy option being promoted.

• Some partners may not be in a position to “go public” on an issue, especially if the decision-maker for a policy is their employer or direct funder, however, they could support, from behind the scenes, others in the community in doing so.

• Some partners may have restrictions on their ability to participate in advocacy and lobbying efforts in support of policy change because of their Letters Patent or Charitable Status agreements.

• Influencing policies requires a diverse set of skills not often found in one individual, and perhaps not within one organization. Drawing on the resources of others will complement the efforts.

The first task in recruiting coalition members is to determine which groups should be represented on the coalition. Advocates should ensure that that all the representative groups and leaders agree with your purpose and are willing to commit their time and resources to your project. The interests groups represented on the coalition should be evaluated with regard to what they resources, expertise, or skills they can contribute to your cause.

Here are a few rules of thumb regarding the recruitment of coalition members:

• Recruit a mix of those who bring resources to the table, possess leadership and management skills, and will actually work to carry out the coalition’s effort.

• Be clear about what type of commitment you expect. Explain expectations of their time, tasks, resources, and activity level.

• Put your expectations in writing and be sure to follow up with potential members.

SOURCE: The US National Coalition for Promoting Physical Activity, in their “State Coalition Handbook”
http://www.ncppa.org/State%20Coalition%20Handbook%20Final.pdf

How to build and work with a collaborative group?
There are many resources and supports available on building partnerships and coalitions.

RECOMMENDED RESOURCES

• The Community Toolbox – “Creating a Coalition or Partnership” - http://ctb.ku.edu/tools/tk/en/tools_tk_1_13.jsp

• The Community Toolbox - Expanding and Maintaining Community Coalitions or Collaborative Partnerships - http://ctb.ku.edu/tools/tk/en/tools_tk_1_14.jsp

• Human Resources and Skills Development, Government of Canada – The Partnership Handbook
  http://www.hrsdc.gc.ca/...

• National Coalition Building Institute - http://www.ncbi.org/

• Ohio State University College of Food, Agriculture and Environmental Sciences- http://ohioline.osu.edu/lines/kids.html#COALI

• Organizing and Coalition Building: Increasing your Strength. PolicyLink. http://www.policylink.org/AdvocatingForChange/Organizing.pdf

Strategic Planning:
Strategic planning is a management tool used to assist organizations to:

• Focus its energy
• Ensure that members of the organization are working toward the same goal
• Assess and adjust the organization’s direction in response to a changing environment. 

It is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with focus on the future (adapted from Bryson’s Strategic Planning in Public and Nonprofit Organizaitons). 

View the Strategic Plan Outline

RECOMMENDED RESOURCES

• Action Without Borders connects people, organizations, and resources to help build a world where all people can live free and dignified lives. http://www.idealist.org/...

• Free Management Library has a variety of on-line assessments for non-profit organizations and links to approaches and programs to improve organizational effectiveness. http://www.managementhelp.org/org_eval/org_eval.htm

Establishing the Goal
A goal is a broad statement summarizing the ultimate direction or desired achievement of your policy The goal is likely already written as part of a broader strategy, for which policy change is one component.

When setting policy goals, consider:

• what aspect of the problem you want to address, and
• what your policy can realistically achieve over the short and long-term.

 Setting Policy Objectives
An objective is a brief statement specifying the desired impact or effect of a policy (i.e., how much of what should happen to whom by when). Most policies have one, or, at most, two to three goals, and multiple objectives. Objectives can be viewed as directions or building blocks towards the achievement of policy goals.  When developing policy objectives:

• Consider the specific policy components and time frame needed to meet your goals.
• Each objective should focus on one desired policy change or result.
• Remember that a comprehensive policy will entail multiple objectives (both long and short term).
• Objectives must be measurable so the impact of a policy can be evaluated.

Once you have drafted a set of goals and objectives, take a step back and ask:

• Are these goals and objectives consistent with how you/your group/organization define the problem?
• Are they consistent with what members of your group/organization want to do?
• Are they realistic, given the nature of the problem and the resources available?

The goals and objectives that you set now will become the benchmarks against which you evaluate progress. Step 8 will provide more details on Monitoring and Evaluating policies.

Possible policy options
Having set goals and objectives, consider what kind of a policy to pursue. Policy options are choices regarding the types of policies that can be put in place to address the health issues and problem identified. Decide which policy option might be most effective and how many options should be pursued over time.

In order to choose which kind of policy to pursue, first consider the degree of support for each policy option. Strong community support for a particular policy will make it more attractive to decision makers, thereby increasing its likelihood of implementation. Although it can be difficult to measure community support, interviewing a cross-section of people to get their views is one means. To increase support for the policy option, investigate how similar issues have been handled in other communities.

Selecting a Policy Option
The last decision in this step is to select the specific policy option(s) that will be the focus of the work from this point on. Considerations in making this decision include:

• Which option will best address the specific problem?
• Which option will have support of the community to pursue?
• Which option will attract stakeholders to participate?
• Which option needs to be in place before others?
• Which option fits best with the other programs, services, and supports
• Available to those who will be affected by the policy?
• Eliminate any options that have the potential to do harm or increase inequities.

You have identified your broad, directional goals and set specific objectives regarding what your policy outcomes will be. Policy options have been identified that will meet your objectives and address the problem you identified in Step 1. Move on to Step 4 to identify who the decision makers are in the policy process.

Source:
Adapted from the Physical Activity Resource Centre "Toolkit for Influencing Physical Activity"
http://www.ophea.net/parc/policy.cfm