Pennsylvania State University



Pottstown Trauma-informed Community-wide InitiativeTheory of Change NarrativeBACKGROUND: The impetus for developing a community-wide initiative to make Pottstown a trauma-informed community began with the PEAK discussions around how to best support our youngest residents. Supporting children ages 0-5 has been at the center of what PEAK does, primarily supporting ages 3-5 through Pre-K Counts. The work of PEAK started at the community level and has evolved to meet the needs of children and families. Yet, what we realized was that, in working to support the growth, development and learning of our young children, it became clear that many of our community’s children and their families face complex and multi-faceted barriers. These vary widely but include obstacles related to homelessness and transience, unemployment, substance abuse, and domestic violence. These individual, family and community-level problems have direct and long-term negative effects on our children’s ability to be healthy, happy and safe as they learn and grow. Our teachers from nursery school to high school report that they see more children with increasingly negative behaviors who are less able to self-regulate. This triggers negative short and long-term consequences such as suspension, to dropping out of school and delinquent to criminal behavior. The systems that are supposed to meet the needs of these children are fragmented and the families find them difficult to access and navigate effectively. Over time, Pottstown has seen a breakdown of community supports, particularly informal familial and neighborhood ones, to support our families and children at all stages of their lives.The PEAK initiative’s work with families, educators, health professionals and other social service supports increased our awareness of the impact of trauma in this community and how it affects a child’s ability to learn and thrive. We now recognize the importance of professional development and the need to build competence in early care and education staff through a trauma informed lens. As PEAK staff learned more about trauma-informed approaches and practice and the long-term detrimental effects of ACEs (adverse childhood experiences), it was clear that tackling the myriad barriers facing young children would need to be a community-level effort if we wanted to achieve transformational change in Pottstown. PEAK was the key initial player in the grass roots effort for this level of community-wide initiative planning, inviting stakeholders to the table and maintaining forward progress of the initiative. PEAK leadership convened a Steering Committee of practitioners, civic and agency leaders and funders to create a Theory of Change for this type of far-reaching work to make Pottstown a trauma-informed community. The Steering Committee came together over several months to create a vision statement for the community and a vision for the initiative. This process included the development of a Theory of Change for how to build such a wide-reaching community effort.We believe that an initiative to transform how our community, as a whole, understands and treats our young children, our most precious resource, is the best way to impact the number of ACES our young people experience and to fundamentally change the trajectory of their lives. We believe that not only is community-wide change possible in a place the size of Pottstown, but that such an initiative undertaken in a small but diverse community like Pottstown could provide a model that is quantifiable, scalable and replicable beyond our community. There is significant research available on the neuroscience of trauma and on the economic costs of the effects of ACES, from increased family disintegration, special education, drop out rates, and crime. This data makes a clear and compelling economic case to invest now to avoid long-term damage that erodes the fabric of our community and requires significantly more funds to repair. INITIATIVE THEORY OF CHANGEOur vision for Pottstown is a community whose culture promotes trauma-informed knowledge, awareness and practices and where residents access the supports, resources and relationships to achieve optimal social and emotional wellbeing. Our vision for this initiative is that a well-connected, comprehensive, research-based, trauma-informed system of services, education and training is in place and functioning in Pottstown. We believe that such an initiative is a critical step to achieving our long-term vision for our community. We believe that there are three critical long-term outcomes we would need to see in place in order to achieve our vision for the initiative. These three major outcomes are:The establishment of a comprehensive network of systems and organizations to support a trauma informed community. This outcome is based on the assumption that, with education, training and strong communication, we can create sufficient buy-in among formal and informal groups in Pottstown that this type of community-wide initiative can be successful here. Our goal is to strengthen existing bonds among groups and to build the connections among those that are currently disconnected in order to create a strong, well-connected system that would be our pool of engaged and committed individuals and entities through which trauma-informed education and training would take place to create a strong, trauma-informed community. This work begins and ends with an appreciation of the power of human relationships. We believe that there are strengths in the existing bonds in our community, both formal and informal, but that they need to be enhanced in some instances and re-established or built from scratch in others. Without a well-connected network of systems interacting with each other, sharing knowledge and providing more seamless services and supports to individuals and families, we cannot hope to achieve community-wide, lasting change. Trauma Informed Learning Community established and functioning. This outcome is based on the assumptions that trauma-informed practice and research is ever-evolving and that best practices and evidence-based efforts must be a hallmark of our efforts in order to be successful. As such, we believe that a critical component of this community-wide effort is to establish a training and research hub for our work. This includes an on-going initiative assessment process with a strong community feedback loop to ensure that the community informs all work. We will develop best practices based on the available research and evaluate, on an on-going basis, our processes as well as our successes and challenges. This information must be shared with the community to build momentum as well as to educate and engage individuals, families, agencies and systems.Well-established marketing and communication system in place. This outcome is predicated on the assumption that there cannot be community-level change in Pottstown without building a significant, and organized effort aimed at community outreach and communications. We will first identify the constituencies and best methods for reaching and engaging those constituencies. Next, communications and messaging will be developed that speaks to the unique needs, interests and perspectives of these diverse constituencies. Campaigns will then be designed to share information, educate and engage constituencies. Ultimately there will exist in Pottstown a communications and outreach system to share the information coming from the Trauma-Informed Learning Community so that Pottstown, as an entire community, raises its level of awareness and knowledge about the negative effects of ACEs. This increased level of knowledge is an essential step before we will see the type of behavioral changes that results in transformational change to a community’s culture. We hope to see a Pottstown culture that has integrated trauma informed practices that inform, educate and change behaviors of individuals, families, agencies, and neighborhoods to support our children and our adults, from one generation to the next. Based on the Steering Committee’s assumptions that these were the most critical outcomes that would need to be achieved in order to realize the initiative’s vision, the Steering Committee identified some of the initial preconditions that must be in place in order to build to these outcomes. The Steering Committee acknowledged that, before it could even begin to reach out to a broader group of experts to create the Task Force that would help build out the goals and the work of the initiative, the Steering Committee itself would need to become more educated about the complexities of trauma-informed practice. As a result of this Theory of Change process, the group came to the realization that one of its initial desired short-term outcomes was increased capacity of the Steering Committee to be trauma-informed generalists. This would be an opportunity to test some of the initial assumptions in the Theory of Change and to pilot some of the work of the Learning Community such as its trainings, and effective identification of foundation level knowledge and education necessary to build buy-in and motivation for change in a community.There is much more work to be done to articulate the goals and outcomes for the work of the initiative and this will happen organically as the Steering Committee reaches out to build the Task Force. The Task Force will create the infrastructure and mechanisms to collect feedback from the diverse constituencies that must be both the beneficiaries of the education and training but also the agents of community change.Some would say that Pottstown is a community in crisis. There is a sense of hopeless and despair and a frustration with the current trends in crime, in family disintegration, and in intergenerational disconnectedness. Yet others would see hope in our community’s tenacity to change and in the support base of caring individuals and agencies ready to be mobilized around a common goal. Regardless of your perspective, the need for change is now. We, as a community, can no longer sit back and hope that someone will come in to transform our community. If not us, then who? It is our community, our responsibility and our future!APPENDIX A. Additional Notes on Initiative Infrastructure DevelopmentExecutive Committee:Chair of Executive Committee: School District is fiscal agent so would be appropriate to chair Executive Committee (question about who might not feel represented if SD is chair? Transient population, those without children or dropouts-make sure they feel heard and represented)EC responsibilities:Has full understanding of grant and expectations/goals for trauma related workSets goals/ time lines for moving forwardDesired outcomes based on different benchmarksDeploys resources to support each sub committeeDevelops policy that will guide decision makingExecutive Committee Members – One representative from each of following organizations:Pottstown School District PEAK CoordinatorCreative Health ServicesMayor’s OfficePolice Dept.Pottstown Area Health & Wellness FoundationUnited Way Cluster of Religious CommunityEarly Childhood Representative Subcommittees: Chairs of each subcommittee are selected by the Executive Committee (with input from the full Task Force)Research/TrainingNetwork ManagementProfessional Development/coaching Representative - Marketing and Communications representative -Fiscal Management representativeChairman of each subcommittee recommends sub-committee membersQuestions about infrastructure in terms of chairing committees/ coordinating the different pieces of work: Do we need a network coordinator or a program coordinator? Need to have one person to funnel feedback through. Is one person enough? This may require money and the amount of work needed is determining factor. Who will chair each committee? Will this chair be paid, part-time person, etc.? Perhaps need to look at TCNs model and think about relying on volunteers to chair committees. How would we see this function? How can things be shifted in PEAK and other agencies that are interested in our work and how would we sell this? It was agreed that we sell to agencies working with particular populations and get a buy-in.Could we involve PMMC? Acknowledge that there are multiple layers and ways to create the network. Different for community at large, service providers, and those being served. Should we look at it this way: 1) If network for research, this is how we do it. 2) If network is for training, this is how we do it. Need to think about how to slice it.APPENDIX B. Additional Notes on Network DevelopmentOur Vision for the network = ArmyWhat type of network are we seeking? TCN, Chamber, Affinity Group?Assumptions in our overall network development: Everything assumes that agencies are willing to work together.PEAK sites have standard curriculum but are not the sameClients have instabilityHard to reach populations have buy inThe network must have a diverse cross section of peopleRationale and Assumptions for our Goals:Create awareness of initiative and building relationshipsRationale: What good is it if we don’t get the word out? ?Need to start to foster relationships. ?Assumptions:Committee organizations will lend their networksAssuming buy in from any organizationKeep in mind:Aiming for warm and personal invitations and not mass marketingLanguage matters even at this early stage, remember “block captain” example ID of organizations & networks in existence, community needs assessment.Rationale: This is one of the first steps in getting to the long-term goal of a comprehensive well connected network because we need to have a comprehensive understanding of the landscape if we are going to building something that is truly community-wide. ?If we miss organizations or groups in this early part of the process, we could be building something that will be rejected by certain constituencies or not have sufficient buy-in needed within key groups.Assumptions:In Pottstown we already have several networks of organizations working together that we can leverage for this initiative. ?(TCN, etc.) Keep in mind:Critical for all pieces to “sell” to the enlistment organization“So what if I’m a business person in town and am selling to high ACE score people?”“What’s in it for me?”Needs Assessment, not necessarily effective with the landline. ?Consider door to door, in person surveys, identify hubs in town, make it statistically significantID of key leaders in different systems/organizations who can be champions for initiativeRationale: They already have the trust of the people they serve. ?The message from that person will be easier to get the message out. ?Use of existing networks. ?Decision makers and authority. ?We lose out on people’s talent and time without boss buy in. ?These people already have trust of the people they serve and would be easier to get the message out through them instead of through a new person. ?They can have authority and can be decision makers for their organization. ?Need to have everyone from top to bottom of organization invested and buying in. Need to represent diversified populations and understand why they are doing it especially when they are selling it. ?Champions need to be sold first and then they need to sell it to base level service provider. Assumptions:They can invest time; organizational investmentThey can buy into a universal message/missionThey have a deeper interest in training, personal development, facilitation, and network expansion.Agencies will represent diversified populations.People that work for them are going to be willing to participate.Need for thorough training to know “why” we are doing it.Keep in mind:Identifying key leaders does not equate to connecting with and engaging the community. ?Those champions need the background, need to be sold, and then need to be able to sell it. ?What’s in it for them?Creation of core group to help build training, peer exchange, network development Rationale: Because we’ll be able to leverage the work of the other committees into the community. ?Assumptions:Different perspectives of community feedback. ?Receiving and delivering. ?Keep in mind:Feedback loop is very important. ?People are going to complain more likely than they are going to give a compliment.Is there a way to determine how many people are actually contacted?Community Feedback loop established for information sharing, feedback and assessmentsRationale: The feedback loop is very important and will give further direction. ?Could have an advisory committee of sorts made up of community members. ?Could provide quarterly report to all committees. ?Assumption: ?We can’t get feedback from everyone. ?Get different perspectives from different levels not just from the community – people receiving and people delivering. ?If we poll people, would need funding. ?Are we able to determine how many people were contacted? ?Was it a small number contacted? ?What is the base number? ?How many people were contacted in poll until they received one naysayer? ?Idea would be to read a sign and have a scanning mechanism you could scan with your phone to join.A. Glossary of groups in existence that could be part of building the networks:Clergy:Emergency ServicesLatinoAfrican American CommunitySchoolDirect ServiceTCNBusinessesOp InspirationConnection to Cluster and spinoffsMomentumChamberCollaborative at Family CenterTCHCProject PurposeFoundationOperation BackpackBethel AME Food PantryBright Hope Food PantryPolice should be a resource possibly under Sherriff’s Department / DARE Program. ?Mission KidsMontgomery County Emergency Services at Norristown State Hospital. ?Judge Palladino: youth basketball coach and provides outreach through his program. CCLUACLAMOEarly HeadstartMontgomery County Community CollegePottstown School DistrictPEAKProgressions Coventry Christian SchoolWest Mont ChristianGrace LutheranSt. AloysiusThe Hill SchoolMontgomery Health Dept.ProgressionsPottstown YMCAOffice of Children and YouthJuvenile Justice SystemPottstown Cluster of Religious CommunitiesCommunity Health & Dental CareCreative Health ServicesVisiting Nurses AssociationPottstown Memorial Medical CenterPediatricians/Primary Care ProvidersEarly Head StartFamily Center & Family Services Project HEARTHWomen’s Center of Montgomery CountySalvation ArmyProject Purpose @ Coventry Christian SchoolOlivet Boys & Girls Club90 orgs.Infra. Exists to build fromChamber of CommerceExisting Collaboratives:Operation InspirationPottstown Cluster of Religious CommunitiesPartners for Success (Momentum)TriCounty Area Chamber of CommerceTriCounty Health CouncilPottstown Metropolitan Regional Planning CommissionTriCounty Community NetworkOther Direct Service/Other Providers:For profit?Community Recreation?(RESOURCE FROM FAMILY SERVICES WITH MORE PROVIDERS TO CONSIDER FOR THE NETWORK DEVELOPMENT)Services for Women and ChildrenBirthright – Services for women and babies(610) 327-2626Genesis Pregnancy Care Center – Services for women and babies (610) 970-8088Early Intervention Pottstown (610) 326-7510Norristown (610) 277-7176Special Kids Network (814) 270-5618 or (800) 986-4550IU(610) 539-8550Laurel House (610) 277-1860OB Clinic(610) 327-7673Planned Parenthood – Services for women(610) 326-8080Women’s Center of Montgomery County (610) 970-7363Women, Infants and Children (WIC) (610) 323-8160Childcare Information SVS (CCIS)(610) 278-3707CCIS TOLL FREE (800) 281-1116HealthCommunity Health & Dental Care – Primary health services(610) 326-9460Montgomery County Health Department – Health services(610) 970-5040PMMC(610) 327-7000Visiting Nurse Association of Pottstown and Vicinity(610) 327-5700Suicide Prevention/Warmline(866) 846-2722Child AgenciesChildLine Child Abuse Hotline(800) 932-0313OCY Pottstown Office ?(610) 327-1588Montgomery County Office of Aging & Adult Services Pottstown (610) 327-9203Pottstown Early Action for Kindergarten Readiness (PEAK)(610) 970-6655Early Head Start (MCC)(610) 819-6200Emergency Services Pottstown Cluster Outreach (610) 970-5995The Salvation Army Pottstown ?? (610) 326-1621Pottstown Police Department(610) 970-6572Basic NeedsBright Hope(610) 326-5100Montgomery County Housing Authority –Pottstown(610) 326-7332Montgomery County Assistance Office (610) 327-4280Rolling Hills(610) 323-5130Social Security Administration - Royersford (866) 964-7415Welfare Office Helpline(800) 692-7462Your Way Home Montco Homeless Services(877) 646-6306In Ian’s Boats(610) 970-8820Education and EmploymentACLAMO - Support for Latina Population(610) 970-2134CCLU - Support for Latina Population(610) 705-0566American Red Cross – ChesMont Office (610) 323-5920Montgomery County Community College-West Campus (610) 718-1906Career Link (610) 270-3429 EARN - Employment Advancement and Retention Network (610) 278-7289PA State change center (make changes/emp. changes) (877) 395-8930Social Security National Hotline (800) 772-1213Maternal and Child Health Consortium (610) 917-1360Recreation Pottstown Parks & Recreation (610) 970-6608Olivet BGC (484) 945-1020Pottstown YMCA (610) 323-7300SchoolsPottstown School District ? (610) 323-8200High School (610) 970-6700Middle School (610) 970-6665Franklin Elementary School (610) 970-6641Rupert Elementary School (610) 970-6661Lincoln Elementary School (610) 970-6646Barth Elementary School (610) 970-6676MCIU (Intermediate Unit) ????? (610) 539-8550Pottsgrove School District ??????? (610) 327-2277High School ????????????????????????????? (610) 326-5105Middle School ????????????? (610) 326-8243Lower Pottsgrove Elementary ? (610) 323-7510Ringing Rocks Elementary ?????? (610) 323-0903 Child CareCDI Serving Head Start of Montgomery County ?????????????????????????? (610) 628-4015Montgomery County Community College(215) 641-6566 (Blue Bell)(610) 718-1906 (Pottstown)YWCA ?????????????????????????????????????????????????????????????????????????????????????????????? (610) 323-1888YMCA ???????????????????????????????????????????????????????????????????????????????????????????????(610) 323-7300KinderCare ?????????????????????????????????????????????????????????????????????????????????????? (610) 326-0554Montgomery Early Learning Center ???????????????????????????????????????????????(610) 326-3819Warwick ????????????????????????????????????????????????????????????????????????????????????????????(610) 323-1601Pottstown High School Pre-K Counts ???????????????????????????????????????????(610) 323-6891 Pottstown Early Action for Kindergarten Readiness (PEAK) (610) 970-6655Mental Health/Counseling ServicesCreative Health Services – Mental health services (484) 941-0500Progressions (610) 970-5000Victim Services Center ?(610) 277-4781 (Crisis) (610) 277-0932 (General) (888) 521-0983 (24hr Hotline)Psychology & Counseling Associates(610) 970-5234 (Pottstown) (610) 489-6240 (Collegeville)Mental Health Associates of SEPA (267) 507-3486Holcomb Behavioral Health (484) 925-0990Other Montgomery County Legal Aid Service – Legal services (610) 326-8280Montgomery County Court House (610) 278-3000Montgomery County Domestic Relations (610) 278-3646Early tasks for the network development: ?Polishing resource list and making cuts; prioritizing the list, sitting with marketing group to give network group information as to how to reach people assuming everyone will communicate (i.e. email addresses or website information).APPENDIX C. Additional Notes on Trauma Research and Training HubA. ?Trauma Research and Training Hub established and functioning: ?Rationale (why this needs to exist): ?This hub will help organize, evaluate, develop resources and support the implementation of a plan.Need to have an academic partner to help design and support evaluation and add credibilityNeed this to be a “one stop shop” for professionals and nonprofessionals- where to go to find the best and latest research on trauma informed workB. ?Clearinghouse:Rationale (why this needs to exist): ?Multi-media mechanism in place for promoting prevention, intervention and outreach strategies, and for collecting, communicating and distributing current, new research and supportsC. ?Continued Assessment and Process Loop in Place:Rationale (why this needs to exist): ?Articulate anticipated outputs and expected outcomes.Define the criteria to be measured and how that criteria will be measured and captured.To communicate outcomes and refine models.To evaluate and design modelsFollow-up is needed in all areas to make sure process is successful/effective (as defined by goals and indicators)To provide a platform for the voices of those being served by trauma informed providers, which will inform the development and evolution of trauma-informed practices and protocols (feedback loop). D. Pottstown process well documentedRationale (why this needs to exist): ?To help advance the field work as we put the research into practice, communicate our practices, protocols, outcomes and outputs, with the hope of attracting more resources (funding, media, new opportunities and expertise) to expand our outreach to serve those affected by trauma.E. Formation of pilotsRationale (why this needs to exist): ?Need to develop and test strategies on a small scale before implementing at a community-wide levelShould be well researched and broad enough to embrace system and support professionalsNEXT STEPS:Initial first steps to building out some of the components of the Research and Training piece of this initiativeWe need a measurement and evaluation consultant to discuss our Goals/Vision/ToC to determine what kind of measurement and evaluation is ideal and what data needs to be collected, at least initially. ?Plan for the launch for a fuller/larger Task Force; Education/Community of learners - in order to get to advance this agenda, we need an education plan for the Task Force. ?We must take the time to fully inform, engage and even nurture this group to help us achieve our goals. ?Everyone on the larger taskforce needs to understand:A working definition of trauma;What it means to be a trauma-informed provider;What it means to be a trauma-informed community;How to articulate: (Our elevator speeches.)“Trauma”, “Trauma-informed care”, and “Trauma-informed community goals”. What we are trying to accomplish (task force goals, provider goals, community goals).This is necessary so we can have meaningful discussions and realistic, clear effective plans as the project unfolds.Other steps to consider in the early phase: Being very intentional about developing and applying core competencies for all engaged in this process and providing ways to “fill in the blanks” so there is a shared language and core set of beliefs, understanding, values; i.e. having a specific, strategic design to allow this to happen (this is part of #5 re level re knowledge and training needed – a key question is who does the training, when, where and how and what has to be included to ensure there is sufficient impact.)Gaps in Expertise –need to fill in Task Force expertise would need to be added to the Task Force to build this piece.Academia; Evaluator for the project, Faith-based representation, Students, Medical professionals; Baseline data should be captured (i.e. Pottstown DV, Child Abuse, Graduation Rate.)Recommendation on where to house the Hub: The logical place for a hub, to us at this time, is the local library.APPENDIX D. Additional Notes on Marketing and CommunicationsRationale for prioritizing marketing and communications as a key piece of the initiative:Critical to reaching our vision and meeting our goalsNeed to get the message out; have it become embedded across cultures and community-wide- this takes a concerted and organized effortEvery life matters and we need to focus on all levels: children, families, individuals and communityCreating our new history as a communityB. Long-term goals/ values for the Initiative’s Marketing and Communications:Reaching our diverse audiencesCulturally sensitiveWell-focused and messages are clearMessages are readily identifiable (strong brand)Generationally relevant messagingVisually readable for diverse audiencesPurposefulSimple and directWarm and personalInclusive/non-judgmentalMake sure the community is aware, educated and engaged in making changesInclusive/ nonjudgmental- targeted at awareness and removing stigmas (not creating more)C. Need to build a Marketing and Communication Committee- with expertise in this area Possible Steps for filling Marketing and Communication Gaps in the Steering Committee:Connect to already established marketing and communication resources (Kelly Swanson- state level OCDEL, ask Ashley Pultorak at PAHWF).Find a local communications/ marketing expert.What we need from a marketing and Communications expert: We want the expert to encourage individuals to “Share their story.” We all have a story to tell and the story matters.We want the expert to communicate the prevalence of trauma and its impact on this community.We want the expert to market our brand of trauma awareness /prevention/intervention/promotion of healing.D. Fill additional gaps in building the Task Force and ensure that all key stakeholders’ voices are included in the development and implementationWe need to be sure everyone is at the table- those missing from the table right now:Law enforcementSeniorsHospital/Dr. offices and personnelBusiness ownersFaith communityPolicy makersArts and culture and athletic groups E. Develop the Marketing and Communications for the InitiativeNeed to develop a common language- but then translate it for diverse audiencesWe need to understand that our initial messaging is critical to the success of the whole- building a process that grows our storyIdentification of constituencies- diverse target audiences for messagingCreate a visual representation of connectedness to the communityShows individual relevance to bigger pictureDemonstrate ideal outcomes for connectedness and permeation of initiative’s message into community culture at all levelsMake sure that everyone understands and then identifies a role in the initiative- making it relevant to everyone-what’s my role and why do I care? ................
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