2015 Coalition Needs

Assessment
Safe Kids Georgia

Purpose
The purpose of this coalition needs assessment is to allow Safe Kids
Georgia to support the current coalitions in achieving better results by
understanding the coordinators perspective in three important areas,
onboarding, marketing, and resources. Success is often guaranteed with
successful collaboration and coordination of diverse set of individuals from a
state organization and surrounding partners. The interviews conducted are
intended to guide and inform ongoing coalition improvement, improve
coordinators/coalitions retention, and explore opportunities to foster a better
working relationship with the state office and coalition coordinators in
Georgia.
Methods
A total of twenty-one coordinators participated in the survey monkey
and the interview process. Safe Kids Georgia currently has twenty-nine
coalitions. The Survey monkey was completely first, as an online component.
The coordinators were either called or met within person to be interviewed
for the needs assessment. The interview consisted of a total of eighteen
questions regarding onboarding, marketing and communications, and
resources. Two of the questions were discarded due to their irrelevancy
towards improvements. The interviews each took approximately 15-20
minutes to complete.
Results

The following results are based on the interviews conducted with the
coalition coordinators and the prevalence of overlapping responses.
ONBOARDING: When first starting as a coordinator 11/21 felt as though
they needed assistance with responsibilities such as building relationships
and growing their committees with potential coalition members. The primary
reason stated for this need was due to the obstacle of competing for
community members with other programs and organizations, being
especially difficult in the smaller communities. There was also an expressed
struggle with learning the financial of running a coalition, including how to
budget. Coordinators shared they felt they needed to be trained on how to
build relationships, as well as a training in general that was more tailored to
the specific setup of their coalition.
Of the coordinators asked 10/21 of them did not believe they needed
assistance with building relationships and growing their committee with
potential coalition members. This was largely because as a new coordinator
they were already very familiar with the community and had a good base of
people there, as well as a good relationship with their agency. Some had
acted as a volunteer and/or helped with carseat checks for many years
before becoming a coordinator. Another outstanding reason why these
coordinators did not feel as though they needed assistance was because
their predecessors had gone over and left behind organized and detailed
records concerning all vital aspects of being a Safe Kids coordinator. These

coordinators also stated that the coordinator manual, advocacy training, and
training on the financial aspects was very beneficial.
Assistance with the navigation of branding guidelines, more guidance
with details such as what to wear, and help with activity ideas, were all
identified as reasons 11/21 of the coalition coordinators said they needed
help planning their first event. Some coordinators mainly partnered with
other organizations for events. There was a desire for more regular critique
from the state office about their events and overall performance as a
coordinator.
Those who did not need help planning their first event had planned
events before, received help from other coordinators, or had interns to help
them. In other cases outside partners such as WellStar took lead of planning
the Safe Kids event. There was an absence of knowledge that the state office
would help with the planning of events if requested.
19/21 identified that they needed help finding funding resources for
their coalition. The coalition coordinators who did not need help finding
funded were fully funded by their lead agency (hospital) or were the recipient
of a large on going grant. The need for more direction on how to write and
find grant resources was highlighted. One coordinator emphasized the
importance of knowing your community to gain funding. Currently some
receive funding from organizations such as WellStar, donations here and
there from their communitys local businesses. Those who struggle most lack
ongoing partnerships.

14/21 of the coordinators were not satisfied with the onboarding

materials and orientation they received. They experienced a lack of direction
and very little support and feedback from the state office. Those who
attended the conferences stated they were fun for networking, but found
them to be uninformative and walked away feeling unequipped to better
serve their coalition. It was also stated that when starting from scratch too
many orientations and too much information can be more overwhelming
than helpful for a new coordinator.
Those who were satisfied 7/21 had previous volunteer experience,
received letterhead and other Safe Kids materials, and/or attended
coordinator groups training. The most prominent beneficial components of
the trainings were the times given for the coordinators to collaborate and
seek advice from one another based on their experiences. Materials
identifying whats expected of the Safe Kids coordinators, the mission, and
the goals, as well as trainings concerning the new manual, reporting, and
finances.
Recommendations were made by the coordinators for improving the
onboarding process and new coalition trainings. It was suggested that Safe
Kids develop a short presentation that included information such as: What is
Safe Kids? What SKW does, what SKG does, and what the coalitions does.
What is a coalitions framework? Responsibilities and expectations of a
coordinator, including how many and what types (focus areas) of events.
How an ideal coalition is run and what that would look like. It would also

include successful real life examples. It was added that all these things
should be known and understood before a adopting a program and becoming
a coordinator. Coordinators also emphasized their desire for a How To guide
as part of the coordinator manual, which covered many aspects of running a
coalition such as How To use social media and build a website. What to tell
and give funders, coalition members, and volunteers. How to write a
strategic plan, highlighting that this should be a training that happens in the
beginning. There should also be an updated list of coordinators around the
state, so they can be in communication and foster mentorships. There should
also be an updated list of potential and current partners specific to each
coalition. It is important to note that it was pointed out that the process of
onboarding should be designed to be different for new coordinators in
existing coalitions and new coordinators starting from scratch, as well as
whether or not the coordinator is new to the lead agency or not. Also
suggested was more interactive resources for each of the program areas and
taking on the help of interns if possible. Coordinators recommended more
sight visits, attendance at the meetings and events, and also a quarterly
required checkin phone call.
Only 7/21 of coalitions have a current strategic plan which they update
at least every three years. Of the 3/21 that have a strategic plan which has
not been updated and the 11/21 that do not have a strategic plan, all
expressed interest in their desire for a current strategic plan.

Increased funding was the primary thing coalitions said they needed in
order to be better served by the state office. Some indicated that funding
was needed for carseats specifically. Marketing materials were the second
more common response. Coalitions are looking for marketing materials that
are branded specifically for their county, which will help them to present
themselves more professionally at events. Coalitions also reported that they
would like to receive updated information on materials, branding, CNAs, and
brochures. Coalitions are looking for a better way to schedule carseat checks,
in which it is easier to select from multiple checks of times/locations and
indicate if they need a seat, weight/height of child in need of a seat, and a
section to read and accept terms of receiving a seat.
Only 3/21 of the coalitions currently have a succession plan that
documents important information to pass on to a future coordinator. 18/21 of
coordinators have files, but not a prepared succession plan. All took interest
in preparing one.
Does your coalition have a succession plan?

14%

Yes
No

86%

MARKETING: Currently 17/21 coalitions have the capacity to write press

releases, produce media advisory, and/or conduct interviews with the local
press. Some do quarterly updates of upcoming events. This is accomplished
mainly through their Public Information Officers, lead agency, sheriffs
department, local TV station, radio station, and paper.Coalitions with media
and PR partners have found them to be a great asset. The SKW templates
have also been a great resource. Those 4/21 who do not have the capacity to
do these things are limited mainly by their lead agency, with which they
have no power over what/if something gets posted and it is a very slow
process for approval.
5/21 coalitions use no social media because of personal time
limitations or restrictions by their lead agency. 16/21 use Facebook to market
their events and post flyers. Some use their lead agencies Facebook page to
post Safe Kids information because it has more likes and therefore will be
seen by more people. 4/21 have a twitter, but only 2/21 tweet regularly. The
tweeting is mainly done by interns and the coalition coordinator to promote
events.
Marketing materials suggested by the coordinators in order to make
their organization more successful in 2015 included:
Primary
Secondary
Tertiary
All other
suggestions

Brochure (General Safe Kids info & Info specific to certain

focus areas)
Branded Giveaways
Banner (Table/Backdrop/Standup)
Popup tent
Magnets
Tape measures

Seat belt cutters

Temperature gage (heat stroke awareness)
Paper Products (stationary, letterhead, etc.)
Reflector bags (10,000 suggested)
Pencils
T-shirts for volunteers
If marketing needs were met, every coalition indicated that they would
be able to handle an increased attendance at their events. 2/21 specified
that they would however need more CPSTs.
RESOURCES: In cases where events such as car seat checks or bike
rodeos had a low turn out, coordinator shared why they think this happened
and how I could be avoided. The most prevalent reason for low turnout was
then weather. The timing of the event also gave reason for bad turn out.
Football season, competition with other community events especially in the
spring and winter when it gets darker earlier, all posed as obstacles to good
turnout at events. Fall was identified as the best season for Safe Kids events.
The advertisement surrounding the event also was named as a
common reason for low turnout. If the event was advertised too late or the
event was planned too quickly and last minute, there would not be a good
turnout. Again, the importance of knowing your community was highlighted
in that social media is not best way to advertise in every community and the
appropriate age group should be targeted for the events. Advertising through
the school systems has been found to be very effective.
Location of the event has also played a key role in turn out.
Coordinators reported that school and day care parking lots and kids sporting

events are ideal for events. Supermarkets tend to have a low turnout,
because people are rushed. When cops are present in uniform with cop cars
people are deterred from coming out of fear they will receive a ticket.
Transportation limitations were also named as a potential reason for low
turnout.
3/21 coalition coordinators felt as though they did not have active
participation from volunteers at their events. This was due to a lack of
community participation, where the same small group participates and
sporadic volunteers show up. 18/21 of coalition coordinators did feel like
their volunteers showed active participation. Primarily this is because
volunteers are staff, police, fire and/or an organization such as Rotary.
Coordinators emphasized that simply calling to remind volunteers to show up
is not effective. Those who have active and reliable community volunteers
elaborated on the importance of making volunteering a pleasant experience.
A meticulously organized event equals happy volunteers. They meet
regularly and/or stay in constant communication with their volunteers.
Volunteers are given t-shirts, and in some cases credit towards a potential
salary raise. These coordinators always write their volunteers thank you
notes after each event and may hold and annual volunteer luncheon for
them.
Many coordinators were interested in the Safe Kids Worldwide
Leadership conference, however due to the great need for funding the
majority opted for unrestricted fund instead of assistance to attend the

conference. Those who stated they would rather attend the conference were
mainly newer coordinators who felt the education they would receive would
be more beneficial to their coalition at this point in time.
When given the choice between funds or the conference

Interest in attending the 2015 Safe Kids Worldwide Leadership Conference

Interested

14%

Unrestricted
Funds

29%

Not
Interested

71%

86%

SKW
Leadership
Conference

Summary of Findings
As part of the needs assessment process, the data was collected from
a variety of sources in order to better inform recommendations for the
coalitions.
Recommendations
Know your community
Feedback from the State
Office
Attentively Tailored
Onboarding
Coordinator Collaboration
New car seats check
appointment system

Interviews
X
X

Survey Monkey
X
X

X
X

Recommendations
The recommendations for the coalitions were informed by the results of
the Survey Monkey and interviews conducted as part of this needs

assessment. The recommendations address some of the concerns voiced by

the coordinators.
1. Know your community. Coordinators need to invest in taking the
time to know their community. A lack of relationships in the
community results in a greater lack of funding for the coalition.
Marketing materials are essential for assisting coalitions with the
improvement and expansion of their presence in the community,
which will assist them in building relationships and overall
improving community involvement. Funding, being the greatest
need voiced for all coalitions makes knowing the community and
building relationships in that community the primary
recommendation of this analysis.
2. Feedback from the State Office. Increased attendance at events
and meetings from the state office is needed by coalition,
especially those newer coordinators. An evaluation form should be
created in order to give more thorough feedback to coordinators
about how to improve meetings/events and also give praise for
what is being done well. Coordinators also need clear expectations
and standards concerning the operation of a Safe Kids coalition,
including how many events should be done in a year and how
records should be kept in order to pass detailed information on
when a new coordinator transitions in. There should be a
mandatory call (quarterly) between a coordinator and the State

Office. The state office needs to keep coordinators updated on all

information regarding materials, guidelines, branding, etc.
Communication about what coalitions can be provided by the state
office, such as CNAs, brochures, and press release templates,
should also be improved.
3. Attentively Tailored Onboarding. A short presentation describing
what Safe Kids does, how it works, what should be expected from
Safe Kids World, the State Office, and the coalition, successful
examples, and other important information should be created for
new coalitions to view before they choose to adopt the program. In
conjunction with a presentation, a How To guide should be
created for new coordinators outlining topics such as how to
write/research grants, how to advertise for an event, how to
write a strategic plan, and how to get and keep volunteers.
Because no coalition is the same in their setup, strengths, and
struggles, the onboarding process should be focused on the unique
situation of each coalition. There should be a standardized checklist
of everything a coordinator should know and be trained in within a
certain time period, aspects such as whether the coordinator is
coming into a new or existing coalition, and whether or not they are
new to the agency, should be taken into consideration. Because
coordinators who had volunteered with Safe Kids in the past had a
satisfying onboarding experience, it is recommended that new

coordinators take the opportunity to volunteer at other successful

coalitions events to get a feel for how they run so they can be
better prepared for when they put on their own event.
4. Coordinator Collaboration. One of the greatest resources the
coalitions have is one another. Networking events where
coordinators could get to know each other would help open the
door for better communication between coalitions. Also an increase
in the sharing of recent events at various coalitions through a
newsletter and social media would keep the coalition informed on
what everyone else is doing. An updated list of all coalition
coordinators should be given out so coalitions are able to reach out
and can lean on each other for advice and assistance throughout
the year. Designated mentorships would be beneficial for new
coordinators to feel more confident and assisted in their new role.
5. New car seats check appointment system. It is recommended that
a new system for making car seat appointments be developed. The
current system in inefficient. Coordinators would be best served
with a system that allowed people to select from multiple checks,
indicate whether or not they needed a car seat, and state the
height and weight of their child if they do, as well as read and agree
to the terms and conditions of receiving a car seat.