THE NATIONAL ISSUE

As they grow, our youth face many challenges—substance abuse,
delinquency, violence, school dropouts, and teen pregnancy.
Even if they are not directly involved in problem behaviors, they
know friends who are and they are affected by them. While experts agree that prevention is an effective tool for combating youth problems, most communities focus on treatment only after the behaviors are already apparent. In this country, the combined
costs of these problems exceed $200 billion every year in
lost productivity, health care, law enforcement, and treatment.

To view a complete chart of Community, Family, School, and Individual Risk Factors, click here (pdf file).

To see a copy of the Social Development Strategy Chart,
click here (pdf file).

COMMUNITIES THAT CARE —
A STRATEGIC APPROACH

Communities That Care is a national community-based system, through which business leaders, human service workers, elected officials, parents, and volunteers work together to identify risk factors within their own communities, evaluate protective factors that may already exist, and plan and carry out strategies that
address both. The shared vision and sense of purpose, coupled with programs that both enhance protective factors and prevent unhealthy behaviors blend to form strong, positive communities.
The Communities That Care model takes information from national scientific research, identifying risk factors that lead to health and behavior problems in youth and the protective factors that can help them deal with these influences. The Communities That Care model combines this knowledge with a public health approach. Using survey data specific to the Centre Region, a powerful base
of information is formed upon which specific prevention and intervention projects can be built.

THE CENTRE REGION APPROACH

Using the Communities That Care model, the Care Partnership, which focuses on the State College area, has spent the last five years surveying community members, collecting data, and developing programs to address the specific risks identified by that data. In addition, they have assessed existing programs for youth and focused planning on strengthening those programs that protect youth from the identified risks.

The Care Partnership has established or strengthened more than a dozen specific programs that address the issues as specifically identified by the youth of the Centre Region in recent school-based surveys. Communities That Care does not offer “quick-fix” programming but rather sustainable, community-wide change designed to be interwoven into the very fabric of our community.

WHAT MAKES THE CARE
PARTNERSHIP DIFFERENT?

It is important to note that many of the programs we support are based on proven, research-based initiatives and services. We know what initiatives work, and we are drawing upon that research to advance the development of programs in the Centre Region. When used within the context of our Region’s specific issues, the science will help us to guide our youth toward productive and happy adulthoods, thus strengthening our community for generations to come.

The Care Partnership strives for both effectiveness and efficiency, not adding another layer of bureaucracy but trying to work with other agencies to reduce duplication of services, to fill in gaps in services and programs, and to target resources. We are changing the way our community supports youth by empowering organizations to do what they do best.

HISTORY AND DEVELOPMENT OF
THE CARE PARTNERSHIP

The Care Partnership was formed in 1996 and was comprised of five committee members from various areas of the community: a representative from law enforcement, two county drug prevention specialists, an intervention specialist, and a parent volunteer.

The Partnership recognized a need to coordinate community prevention efforts for youth in the Centre Region and to have a coordinating organization to maintain data and a listing of the services available. The group was motivated by the mission of mobilizing all facets of our community to maintain a healthy, safe, and productive environment by facilitating the coordination of community resources that address alcohol, tobacco, and other drug issues; assess the data and behaviors that impact our community profile; recommend ways for the community to enhance their impact on the environment, and evaluate the effectiveness of the entire community’s efforts.

In 1999 the Care Partnership began to explore the Communities That Care model, which is aimed at reducing risk and increasing protective factors within a community. During that time, the Partnership saw a need to expand and to include other community members and human service agencies. As a result, a thirteen-member steering committee consisting of parents, law enforcement officials, district justices, a physician, health and human service providers, faith-based organizations, business owners, and other members of the community was formed and five members were sent to the Communities That Care key leader training. The committee assumed the responsibility of drafting the Communities That Care grant application, broadening participation in the Care Partnership and developing a community-wide strategy to support Centre Region youth.

ANTICIPATED OUTCOMES OF
COLLABORATIVE EFFORTS

•community ownership of youth issues
•increased awareness and understanding of issues
  facing school districts and communities
•more effective use of resources through collaborative
  planning
•a more integrated, seamless support network for
  children, youth, and families resulting in fewer young
  people falling through the cracks
•increased funding opportunities for districts and local
  agencies through grants
•use of research-based programs known to be effective

OBJECTIVES OF THE CARE PARTNERSHIP

•coordinate community resources that address health,
  safety, and other at-risk issues for our youth
•assess the data and behaviors that impact our
  community
•recommend ways for the community to enhance its
  impact on the environment
•evaluate the effectiveness of the entire community’s
  efforts
•establish priorities for action, using a database profile
  of community strengths and challenges
•define clear and measurable outcomes that can be
  tracked over time to show progress and ensure
  accountability
•identify gaps in the current response to priorities, select
  programs and strategies that have demonstrated
  effectiveness in filling identified gaps
•evaluate the effectiveness of the entire effort

CARE PARTNERSHIP LEADERSHIP

PREVENTION BOARD— Centre Region Communities that Care Prevention Board combines the strengths and talents of a diverse group of community leaders who are committed to implementing our mission of making our community a healthy and safe place for children and youth to thrive. The Prevention Board meets quarterly. Board members are asked to serve on one of four committees which focus on youth and families that foster the work of the Partnership. Board members are responsible for learning the CTC model, including the risk and protective factors for adolescent health and behavior problems, for publicizing the efforts, and for building community support. The board is responsible for assessment, planning, oversight, and evaluation.

OUTCOMES AND FUNDING COMMITTEE—The purpose of the Outcomes and Funding Committee is to identify and facilitate the acquisition of resources needed to strengthen and sustain Care Partnership’s infrastructure and initiatives. This purpose is fulfilled with a continuous commitment to evaluating Care Partnership’s effectiveness and maximizing resource utilization. The committee has two primary interrelated goals. The committee is responsible for identifying and procuring resources, including partners, investors, program supplies, and grant funding. The committee is also responsible for developing program outcome measurement tools, assessing Care Partnership’s outcome data, and marketing Care Partnership’s effectiveness. In addition, the committee is to serve as a central resource for domain activities and is responsible for communicating resource needs across domains and committees and to the Prevention Board. The ultimate intent is to sustain Care Partnership and institutionalize the Partnership’s goals and programming within the community.

Specific objectives include (1) Identify and secure resources, partners, and funding sources to strengthen and sustain the Care Partnership; (2) Identify and secure resources needed for Care Partnership programs, domains, and committees; (3) Educate Care Partnership members of the importance of evaluation and outcome measurement and its relevance to the sustainability of the Care Partnership; (4) Develop program evaluation tools and outcome measures to be utilized in grant applications and to measure program effectiveness, and to market the Care Partnership’s success to potential investors; and (5) Serve as a central resource for activities to foster communication within the board.

PUBLIC AWARENESS COMMITTEE—The goal of the Public Awareness Committee is to increase public understanding of the Care Partnership’s mission and value. Objectives will be developed in two categories—internal and external. The internal objectives will provide a framework for educating our member organizations about the Care Partnership and receiving feedback from these organizations as to their understanding of the Care Partnership’s mission and value. When activities related to the internal objectives are underway, we can shift our focus to external objectives. These objectives will provide a framework for reaching different segments of the larger community (parents, business leaders, county officials, etc.). The committee meets as needed.

ORGANIZATIONAL HEALTH COMMITTEE—The Organizational Health Committee gives direction to the recruitment, selection, and recognition of Prevention Board members. The Committee recommends to the Prevention Board the names of candidates for Care Partnership Key Leaders and Prevention Board members. The Committee communicates at least two times per year to review prospective candidates, evaluate participation, and schedule training, recognition or fellowship events. The committee meets as needed.

PROGRAM COMMITTEE - The role of the Program Committee is to identify and facilitate the implementation of programs and serve as gatekeepers for the ongoing needs of programs.

• Big Brothers Big Sisters

• McGruff House Program

• Summer Libraries

• Guiding Good Choices/Strengthening Families

• Neighborhood Gardens

• Rock Climbing Wall Program

• PATHS (Promoting Alternative Thinking Strategies—piloting 2008-2009)
   

KEY LEADERS—The Key Leader group is comprised of 9-11 community members who provide leadership and direction to Care Partnership and help to identify and recruit board members. They provide a foundation for long-term commitment, ideally for a minimum of 2-3 years. Meeting monthly to receive updates on projects, the Key Leaders provide consultation to the Community Prevention Board and assess the progress of the board in meeting its goals. They are responsible for being informed and involved in the Communities That Care process and contribute their vision of the future of the community and the role that Care Partnership plays in this future. Key Leaders are responsible for educating the community about risk and protective factor-focused prevention, making a commitment to support the programs, and keeping them in the public eye. Key Leaders are responsible for resolving any inter-agency issues that threaten the success of risk and protective factor-focused prevention.

KEY LEADER CHAIR AND CO-CHAIR—Chair and Co-Chair responsibilities include coordinating overall board and Key Leader activities, developing agendas, facilitating meetings, and working closely with Domain and Committee Chairs and Co-Chairs.

MOBILIZER—The Community Mobilizer works with Key Leaders and the Prevention Board in the leadership, grant administration, program monitoring, and coordination of all initiatves and projects. The Mobilizer maintains effective communication with youth and parent groups, school personnel, community-based organizations, family-based initiatives, police, business leaders, and other community representatives who play key roles in increasing protective factors and decreasing risk factors within our community. The Mobilizer plays a key role in ensuring good communication between the Centre Region CTC and the Care Partnership. Through networking and public awareness activities, the Mobilizer educates and builds community support for the concepts inherent in the CTC principles and community-based process. The Mobilizer works closely with all Key Leaders; when issues arise outside of Key Leader meetings, the Mobilizer will contact the appointed Co-Chair of the Prevention Board.

CARE PARTNERSHIP STRATEGIC PLAN (MS WORD download)

CARE PARTNERSHIP ORGANIZATIONAL CHART (pdf download)


 

A Strategic Approach

The Centre Region Approach

What Makes Us Different?

History and Development

Anticipated Outcomes

Objectives of Care Partnership

Leadership

Organizational Chart (pdf download)

Strategic Plan (pdf download)

105 Timber Ridge Road
State College, Pennsylvania  16801
A Centre County United Way Collaborative Effort
814-237-6191