- Email: [email protected]
Impact of Nutrition-related Coalitions on Welfare Reform and Food Security in a Rural State
Impact o f Nutrition-related Coalitions on Welfare Reform and Food Security in a Rural State L Y N N C . PAUL Montana State Extension Service, Bozeman, Montana 59717
INTRODUCTION Nutrition leaders in Montana, a large, sparsely populated rural state, successfully developed active and effective nutrition-related organizations (two coalitions and one council) to address a variety of food and nutrition issues. Current priority issues focus on national and state welfare reform, specifically as it will influence food security. National and state welfare reform efforts have heightened awareness and increased concern in addressing the issue of food security in Montana. We define food security as the access by all citizens at all times to enough food for a healthy life. At a minimum, food security includes ready availability of nutritionally adequate and safe foods and an assured ability to acquire acceptable foods in socially acceptable ways.' National welfare reform has prompted heated negotiations and debate focusing on major food and nutrition programs, as well as on Aid to Families with Dependent Children. National food and nutrition programs currently embroiled within the welfare reform debate include the Supplemental Nutrition Program forwomen, Infants and Children (WIC), National School Lunch Program (NSLP), Child and Adult Care Food Program (CACFP), and Food Stamp Program (FSP).The proposed changes in these national programs that will most significantly impact states include the conversion of federally administered programs to block grants, the elirnination of nutrition standards, and funding cuts. For example, the United States Department ofAgriculture (USDA) estimated that Montana would lose $39,000,000 in food stamp funding for fiscal years 1996-2000 in the Senate-passed version of welfare reform.' In the "Work Opportunity Act of 1995," USDA also estimated that consequences of welfare reform could lead to losses in farm income, weakening of the food economy, and larger job losses in rural areas, all areas disproportionately impacting this rural agricultural state."
Addrev for correspondence: Lynn C . Paul, Ed.D., K.D., Montana State University Extension Servlcc, 101 Romney, Bozeman, M T 59717;Tel: (406) 994-5702; Fax: (406) 994-631 4. 0 1 9 9 6 SOCIETY F O R N U T R I T I O N ElIUCATION
O n a state level, Montana is undergoing significant welfare reform, as mandated by the Governor's 1993 Executive Order that may significantly influence food security4 O n e example of such change is the reorganization of food and nutrition programs that were formerly within separate welfare and health departments into the Department of Public Health and Human Services (DPHHS).A concern within this reorganization is the categorization of all food and nutrition programs as "welfare" programs. Recently submitted food and nutrition policy recommendations by the Montana State Advisory Council on Food and Nutrition to the director of DPHHS firmly stated that nutrition programs are public health programs, not welfare program^.^ A second example of mandated change is the termination of the current welfare system and its replacement by Families Achieving Independence in Montana (FAIM),a program that promotes self-sufficiency for public assistance recipients. Montana received 72 waivers from federal welfare policy to implement this program. A major concern with FAIM's implementation is that it reflects large-scale change with little or no formative evaluation to assess its impact on food security and other important health and socioeconomic parameter^.^ The purpose of this article is to (1) provide a profile of three nutrition-related organizations that are actively addressing welfare reform and food security issues; (2) assess the synergistic impact of the three organizations on these issues; (3) discuss the challenges of coordinating three organizations with common interests; and (4) provide a synopsis of recommendations for other states to consider as they initiate or use nutrition-related coalitions and/or councils to address welfare reform.
ORGANIZATIONAL PROFILES The three nutrition-related organizations active in welfare reform include the Montana Hunger Coalition (MHC), the Montana State Advisory Council on Food and Nutrition (MSACFN), and Community Nutrition Coalitions (CNC). A profile of each organization is found in Table 1 and includes the following components: history, strategic plan, composition and structure and general accomplishments, and accomplishments addressing welfare reform.
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Table 1. Profile of Montana Hunger Coalition (MHC), Montana State Advisory Council on Food and Nutrition (MSACFN), and Community Nutrition Coalition (CNC).
MHC
MSACFN
CNC
History
Established in 1988 by a diverse group of public and private representatives to develop research-based, workable solutions to eliminate hunger."
Established in 1991 by the State Legislature under provision of "Access to Food and Nutrition Act" (HB-728).
Established in 1993 by an MHC subcommittee that initiated formation of a state-level CNC project that would coordinate formation or enhancement of local CNCs.
Strategic Plan
Vision: A Montana in which all have adequate and nutritious food. Mission: identify effect of hunger in Montana through research and action educate the public and policy makers about the status of hunger collaborate with private and public organizations to implement realistic solutions for reducing hunger pursue efforts at regional and local levels
Mission: Provide information and education to policy makers and the public on the state of access to food and nutrition in Montana. Mandated to: advise state agencies on policies to coordinate programs provide forums to review and discuss state policies annually report to the Governor on the access to food and nutrition promote food programs within agricultural and private economy
Mission: Empower CNCs to assess their community's unique food and nutrition needs, understand present systems used for program delivery, and pursue enhanced or alternative ways to improve existing systems. Objectives: develop state-level CNC organization provide leadership in development or enhancement of local CNCs provide both central and local training for local CNCs serve as a central resource point for exchange of resources, ideas, grants, training, and developing collaborative projects
Composition and Structure
Governed by 8 member volunteer Board of Directors. Public and private groups participating include Montana Association of Churches, Montana Dietetic Association, Office of Public Instruction, Montana State Department of Public Health and Human Services, Montana State University Extension Service, University of Montana, and Montana Low Income Coalition.
Consists of 11 members representing the following state agencies or groups: Food Stamp Program; WIC; National School Lunch; organization active in hunger issues; local food bank program; Nutrition Program for the Elderly; Montana State University Extension Service; Native Americans; member of the House of Representatives; member of the Senate; and member of public.
State-level group involves 3 members of MHC. Local CNC participants include a variety of representatives from public and private groups: Montana State Extension Service, Senior Meal Program, Food Bank, Registered Dietitians, WIC, Hospitals, Nursing Homes, School Lunch, Teachers, and members of the public.
General Accomplishments
Research: assessed state's food security statust1 studied households participating in the Food Distribution Program on Indian Reservations l2 Lobbying: MHC efforts led to passage of "Access to Food and Nutrition Act" (HB-728)' which created MSACFN established public health nutritionist position mandated WIC services in all counties Other: initiated school breakfast and summer food programs formed CNCs
Sponsors public forums to discuss relevant food and nutrition issues Presents governor with annual report of current recommendation^^.^ Developed compilation of public food assistance programs l 3
State level: provided central and local training for local CNCs provided resources on coalition building provided newsletter serving as a forum for exchanging resources, ideas, grants and training developed community assessment toolt4 Local level: received grant to increase participation in food and nutrition programs coordinated submission of newspaper articles for Nutrition Month
Continued
March
Journal of Nutrition Education Volume 28 Number 2
April 1996
121
Table 1. Continued MHC Projects Addressing Welfare Reform
Sponsored forum to explore possible responses to federal budget cuts related to access of food and nutrition
SYNERGISTIC IMPACT O F T H E T H R E E ORGANIZATIONS O N WELFARE R E F O R M
A single solution will not minimize the negative impact of national and state welfare reform. Instead, coordinated solutions on many levels are required.The MHC, the MSACFN, and C N C s all contribute their unique ability to address and resolve food security and welfare reform problems. The MHC's sole focus is food security, and it actively advocates and proactively addresses the many issues inherent in this p r ~ b l e mT . ~h e MSACFN, with legislatively mandated responsibilities, is powerfully positioned to assess, recommend, and help ensure policy changes. The CNCs have a broad-based ability to create stronger communities, to provide more relevant community input to state organizations, and to mobilize resources at the local level, where the cutbacks will ultimately have their greatest impact. The synergistic effect created by these three nutritionrelated organizations, working in cooperation with other agencies, has an important influence on food security. Cooperation within and among the organizations fosters increased networking and awareness of public and private resources. Another outcome is public and private food providers' increased consciousness about larger food security issues. The cooperative effect is also seen in the creation of new resources, as the outcome of one organization's project provides impetus for the formation of project development by another coalition. For example, the M H C lobbied for the passage of HB-728, which created the MSACFN and a public . ~ MSACFN's annual Goverhealth nutritionist p o ~ i t i o nThe nor's report outlining the current status of access to food and nutrition, recommendations for change, and an assessment of community food and nutrition concern and interest from the general M H C membership provided the initiative for an M H C subcommittee to establish the C N C project.' The cooperative nature of these organizations has created an effective strategy for dealing with the more complex and broad issues of food and nutrition that go beyond the stated roles of the agencies represented by each member.The success of these organizations has also created a successful coalition of nutrition educators within the state called "Eat Right Montana." Overall, these organizations have allowed nutrition professionals, administrators, and interested citizens to step out of
MSACFN Sponsored forum to develop public health nutrition policy recommendations and provide education about nutrition-related public policy
CNC State-level CNC developed newsletter focusing on current welfare reform issues for local CNCs Local CNCs provided community-wide input about the potential impact of welfare reform and federal budget cutbacks
agency roles and become active in addressing food and nutrition from a larger, more creative and complex perspecti~e.~ A broader appreciation of food and nutrition issues has led to greater creativity in strategies aimed at resolving problems. For example, using forums as a strategy to increase awareness, disseminate information, and provide opportunities for dialogue among varied private and public organizations is now an accepted and common process that was not used before the formation of the organizations.
CHALLENGES RELATED T O C O O R D I N A T I N G T H R E E INTER-RELATED ORGANIZATIONS The three organizations' common interests and strategies in the area of food security have benefits as well as drawbacks as territories and boundaries are often blurred.This, at times, results in duplication of effort and competition for scarce resources and time. For example, the initial planning of recent forums caused conflict among M H C and MSACFN members because of perceived duplication of effort and competition for participants. However, conflict resolution resulted in a more directed focus and specific outcomes for each forum, as well as initiation of a discussion about improved coordination of activities. Since Montana is a large, sparsely populated state, personnel who are active within each of these organizations and also have other job responsibilities requiring extensive travel are often spread thin.This scenario creates obvious challenges but also forces one to place a high priority on identifying and addressing organizational and interpersonal concerns quickly, with respectful communication. An empowerment philosophy, in which everyone's knowledge, experience, and ideas are important, pervades the organization^.^ This philosophy also creates an atmosphere in which leadership evolves from a diverse group, so that a greater pool of potential leaders is created. Also, successful strategic planning helps identify and prioritize diverse issues, resulting in the development of a realistic, detailed, and organized action plan to ensure successful o ~ t c o m e s . ' ~ At times, state and local agencies have expressed concern about allowing personnel to use agency time to participate in these coalitions. However, since many agencies now
122
Paul/IMPACT O F NUTRITION-RELATED COALITIONS
request the organizations' cooperation, most are increasingly cooperative and very supportive. In the future, a more formal discussion of agencies' roles and commitments will be important in determining the direction of nutrition issues in the state, as well as the specific direction for each coalition and agency. Since each organization was formed by a common core group, discussions and strategies have primarily focused on the core group's prevailing orientation. Including more diverse viewpoints and strategies may assist each organization in gaining broader support and increasing its effectiveness in dealing with issues.
RECOMMENDATIONS Development of any or all of the profiled organizations is worthy of consideration by nutrition professionals in any state and can positively impact food security status. Each organization ultimately makes an important contribution toward enhancing food security. In light of budget cutbacks, the need for coordinated, effective, and efficient use of resources is critical.This identified need and evidence of the organizations' success in addressing it can be promoted as a means to establish a community or state coalition. Most of the local C N C s have operated without extra funding, depending instead on participants' interest and their willingness to incorporate the coalition into their personal or professional interests and responsibilities. State-level coalitions frequently require funding, but the initial amount can be minimal, with increases based on successful and well-promoted outcomes. The initial establishment of a cohesive, core group committed to food security issues provides the initial energy and dedication required to establish these organizations. Paramount to the success of each organization's mission is a core group willing to challenge themselves to not only address the complex, difficult realities of food security but also to meet the challenges inherent in successfully working with and among coalitions.These challenges include open communication, flexibility, and establishment of some level of comfort with change, conflict, challenge, and ambiguity. Organizational strategic planning is critical in focusing members' effort and creating a sense of accomplishment, both of which are critical for an organization's success. Strategic planning also enables a organization to create a unique identity among other groups with common interests."' Maintaining a diverse, actively involved membership is important for the ultimate success of these organizations.Taking time to educate and involve members and related agencies in projects is critical, especially since such organizations and their impact can emerge quickly. It is very easy to leave important agencies and individuals behind, since progress tends to be fast paced.
CONCLUSION Effectively minimizing negative impacts of welfare reform requires a diverse and unified plan at the national, state, and local levels. Food assistance programs are critical in alleviating current food security problems but, at times, these programs lack a comprehensive approach to understanding and resolving the complex issues involved.The formation of state and local organizations can enhance awareness and promote more creative and potentially effective strategies to use in resolving welfare reform issues.The individual and synergistic impact of the profiled organizations has greatly helped to address welfare reform and food security issues in a rural state.
REFERENCES: 1. Leidenfrost N. Definitions concerned with food security, hunger, undernutrition and poverty.Washington, DC: USDA Extension System, 1993. 2. USDA. Senate welfare bill threatens the safety net. Nutr Week 1995; 25(36):6. 3. State reform plan would affect state food stamps. Nutr Week 1995; 25(38):2. 4. Racicot M. Executive order creating the Governor's welfare reform advisory council. State of Montana: Office of Governor, Executive Order No. 12-93,1993. 5. The state of access to food and nutrition: a report of the Montana State Advisory Council of Food and Nutrition. Helena, MT: Department of Public Health and Human Services, 1995.
6. Paul LC. Montana Hunger Coalition: respondlng to food security needs in a rural state. 1n:Wilkins JL, Leidenfrost NB, eds. Food security in the United States: a guidebook for public issues education. Washington, DC: Cooperative Extension Service, 1994, 107-9. 7. T h e state of access to food and nutrition: a report of the Montana State
Advisory Council of Food and Nutrition. Helena, MT: Department of Public Health and Human Services, 1992. 8. Cohen L, Baer N, Satterwhite P. Developing effective coalitions.Wash-
ington, DC: National Center for Education in Maternal and Child Health, 1994. 9. Paul LC. Empowering health education: a conceptual framework and an instrument for assessing health professionals' use of empowering strategies. Doctoral dissertation, Montana State University, 1992. Ann Arbor, MI: University Microfilms International. 10. Egan C. Strategic management planning handbook. Bozeman, MT: Montana State University Extension Service, 1991. 11. Miller P. Hunger in Montana. Missoula, MT: University of Montana, 1990. 12. Mlller P. The Food Distribution Program on Montana's Indian reservations. Missoula, MT: University of Montana, 1994. 13. Montana State Advisory Council on Food and Nutrition. Feeding Montana: a list of public food assistance programs in Montana. Helena, MT: Department of Public Health and Human Services, 1992. 14. Montana State Advisory Council on Food and Nutrition. Food and nutrition status report. Helena, MT: Department of Public Health and Human Services, 1995.
INTRODUCTION Nutrition leaders in Montana, a large, sparsely populated rural state, successfully developed active and effective nutrition-related organizations (two coalitions and one council) to address a variety of food and nutrition issues. Current priority issues focus on national and state welfare reform, specifically as it will influence food security. National and state welfare reform efforts have heightened awareness and increased concern in addressing the issue of food security in Montana. We define food security as the access by all citizens at all times to enough food for a healthy life. At a minimum, food security includes ready availability of nutritionally adequate and safe foods and an assured ability to acquire acceptable foods in socially acceptable ways.' National welfare reform has prompted heated negotiations and debate focusing on major food and nutrition programs, as well as on Aid to Families with Dependent Children. National food and nutrition programs currently embroiled within the welfare reform debate include the Supplemental Nutrition Program forwomen, Infants and Children (WIC), National School Lunch Program (NSLP), Child and Adult Care Food Program (CACFP), and Food Stamp Program (FSP).The proposed changes in these national programs that will most significantly impact states include the conversion of federally administered programs to block grants, the elirnination of nutrition standards, and funding cuts. For example, the United States Department ofAgriculture (USDA) estimated that Montana would lose $39,000,000 in food stamp funding for fiscal years 1996-2000 in the Senate-passed version of welfare reform.' In the "Work Opportunity Act of 1995," USDA also estimated that consequences of welfare reform could lead to losses in farm income, weakening of the food economy, and larger job losses in rural areas, all areas disproportionately impacting this rural agricultural state."
Addrev for correspondence: Lynn C . Paul, Ed.D., K.D., Montana State University Extension Servlcc, 101 Romney, Bozeman, M T 59717;Tel: (406) 994-5702; Fax: (406) 994-631 4. 0 1 9 9 6 SOCIETY F O R N U T R I T I O N ElIUCATION
O n a state level, Montana is undergoing significant welfare reform, as mandated by the Governor's 1993 Executive Order that may significantly influence food security4 O n e example of such change is the reorganization of food and nutrition programs that were formerly within separate welfare and health departments into the Department of Public Health and Human Services (DPHHS).A concern within this reorganization is the categorization of all food and nutrition programs as "welfare" programs. Recently submitted food and nutrition policy recommendations by the Montana State Advisory Council on Food and Nutrition to the director of DPHHS firmly stated that nutrition programs are public health programs, not welfare program^.^ A second example of mandated change is the termination of the current welfare system and its replacement by Families Achieving Independence in Montana (FAIM),a program that promotes self-sufficiency for public assistance recipients. Montana received 72 waivers from federal welfare policy to implement this program. A major concern with FAIM's implementation is that it reflects large-scale change with little or no formative evaluation to assess its impact on food security and other important health and socioeconomic parameter^.^ The purpose of this article is to (1) provide a profile of three nutrition-related organizations that are actively addressing welfare reform and food security issues; (2) assess the synergistic impact of the three organizations on these issues; (3) discuss the challenges of coordinating three organizations with common interests; and (4) provide a synopsis of recommendations for other states to consider as they initiate or use nutrition-related coalitions and/or councils to address welfare reform.
ORGANIZATIONAL PROFILES The three nutrition-related organizations active in welfare reform include the Montana Hunger Coalition (MHC), the Montana State Advisory Council on Food and Nutrition (MSACFN), and Community Nutrition Coalitions (CNC). A profile of each organization is found in Table 1 and includes the following components: history, strategic plan, composition and structure and general accomplishments, and accomplishments addressing welfare reform.
120
Paul/IMPACT O F NUTRITION-RELATED COALITIONS
Table 1. Profile of Montana Hunger Coalition (MHC), Montana State Advisory Council on Food and Nutrition (MSACFN), and Community Nutrition Coalition (CNC).
MHC
MSACFN
CNC
History
Established in 1988 by a diverse group of public and private representatives to develop research-based, workable solutions to eliminate hunger."
Established in 1991 by the State Legislature under provision of "Access to Food and Nutrition Act" (HB-728).
Established in 1993 by an MHC subcommittee that initiated formation of a state-level CNC project that would coordinate formation or enhancement of local CNCs.
Strategic Plan
Vision: A Montana in which all have adequate and nutritious food. Mission: identify effect of hunger in Montana through research and action educate the public and policy makers about the status of hunger collaborate with private and public organizations to implement realistic solutions for reducing hunger pursue efforts at regional and local levels
Mission: Provide information and education to policy makers and the public on the state of access to food and nutrition in Montana. Mandated to: advise state agencies on policies to coordinate programs provide forums to review and discuss state policies annually report to the Governor on the access to food and nutrition promote food programs within agricultural and private economy
Mission: Empower CNCs to assess their community's unique food and nutrition needs, understand present systems used for program delivery, and pursue enhanced or alternative ways to improve existing systems. Objectives: develop state-level CNC organization provide leadership in development or enhancement of local CNCs provide both central and local training for local CNCs serve as a central resource point for exchange of resources, ideas, grants, training, and developing collaborative projects
Composition and Structure
Governed by 8 member volunteer Board of Directors. Public and private groups participating include Montana Association of Churches, Montana Dietetic Association, Office of Public Instruction, Montana State Department of Public Health and Human Services, Montana State University Extension Service, University of Montana, and Montana Low Income Coalition.
Consists of 11 members representing the following state agencies or groups: Food Stamp Program; WIC; National School Lunch; organization active in hunger issues; local food bank program; Nutrition Program for the Elderly; Montana State University Extension Service; Native Americans; member of the House of Representatives; member of the Senate; and member of public.
State-level group involves 3 members of MHC. Local CNC participants include a variety of representatives from public and private groups: Montana State Extension Service, Senior Meal Program, Food Bank, Registered Dietitians, WIC, Hospitals, Nursing Homes, School Lunch, Teachers, and members of the public.
General Accomplishments
Research: assessed state's food security statust1 studied households participating in the Food Distribution Program on Indian Reservations l2 Lobbying: MHC efforts led to passage of "Access to Food and Nutrition Act" (HB-728)' which created MSACFN established public health nutritionist position mandated WIC services in all counties Other: initiated school breakfast and summer food programs formed CNCs
Sponsors public forums to discuss relevant food and nutrition issues Presents governor with annual report of current recommendation^^.^ Developed compilation of public food assistance programs l 3
State level: provided central and local training for local CNCs provided resources on coalition building provided newsletter serving as a forum for exchanging resources, ideas, grants and training developed community assessment toolt4 Local level: received grant to increase participation in food and nutrition programs coordinated submission of newspaper articles for Nutrition Month
Continued
March
Journal of Nutrition Education Volume 28 Number 2
April 1996
121
Table 1. Continued MHC Projects Addressing Welfare Reform
Sponsored forum to explore possible responses to federal budget cuts related to access of food and nutrition
SYNERGISTIC IMPACT O F T H E T H R E E ORGANIZATIONS O N WELFARE R E F O R M
A single solution will not minimize the negative impact of national and state welfare reform. Instead, coordinated solutions on many levels are required.The MHC, the MSACFN, and C N C s all contribute their unique ability to address and resolve food security and welfare reform problems. The MHC's sole focus is food security, and it actively advocates and proactively addresses the many issues inherent in this p r ~ b l e mT . ~h e MSACFN, with legislatively mandated responsibilities, is powerfully positioned to assess, recommend, and help ensure policy changes. The CNCs have a broad-based ability to create stronger communities, to provide more relevant community input to state organizations, and to mobilize resources at the local level, where the cutbacks will ultimately have their greatest impact. The synergistic effect created by these three nutritionrelated organizations, working in cooperation with other agencies, has an important influence on food security. Cooperation within and among the organizations fosters increased networking and awareness of public and private resources. Another outcome is public and private food providers' increased consciousness about larger food security issues. The cooperative effect is also seen in the creation of new resources, as the outcome of one organization's project provides impetus for the formation of project development by another coalition. For example, the M H C lobbied for the passage of HB-728, which created the MSACFN and a public . ~ MSACFN's annual Goverhealth nutritionist p o ~ i t i o nThe nor's report outlining the current status of access to food and nutrition, recommendations for change, and an assessment of community food and nutrition concern and interest from the general M H C membership provided the initiative for an M H C subcommittee to establish the C N C project.' The cooperative nature of these organizations has created an effective strategy for dealing with the more complex and broad issues of food and nutrition that go beyond the stated roles of the agencies represented by each member.The success of these organizations has also created a successful coalition of nutrition educators within the state called "Eat Right Montana." Overall, these organizations have allowed nutrition professionals, administrators, and interested citizens to step out of
MSACFN Sponsored forum to develop public health nutrition policy recommendations and provide education about nutrition-related public policy
CNC State-level CNC developed newsletter focusing on current welfare reform issues for local CNCs Local CNCs provided community-wide input about the potential impact of welfare reform and federal budget cutbacks
agency roles and become active in addressing food and nutrition from a larger, more creative and complex perspecti~e.~ A broader appreciation of food and nutrition issues has led to greater creativity in strategies aimed at resolving problems. For example, using forums as a strategy to increase awareness, disseminate information, and provide opportunities for dialogue among varied private and public organizations is now an accepted and common process that was not used before the formation of the organizations.
CHALLENGES RELATED T O C O O R D I N A T I N G T H R E E INTER-RELATED ORGANIZATIONS The three organizations' common interests and strategies in the area of food security have benefits as well as drawbacks as territories and boundaries are often blurred.This, at times, results in duplication of effort and competition for scarce resources and time. For example, the initial planning of recent forums caused conflict among M H C and MSACFN members because of perceived duplication of effort and competition for participants. However, conflict resolution resulted in a more directed focus and specific outcomes for each forum, as well as initiation of a discussion about improved coordination of activities. Since Montana is a large, sparsely populated state, personnel who are active within each of these organizations and also have other job responsibilities requiring extensive travel are often spread thin.This scenario creates obvious challenges but also forces one to place a high priority on identifying and addressing organizational and interpersonal concerns quickly, with respectful communication. An empowerment philosophy, in which everyone's knowledge, experience, and ideas are important, pervades the organization^.^ This philosophy also creates an atmosphere in which leadership evolves from a diverse group, so that a greater pool of potential leaders is created. Also, successful strategic planning helps identify and prioritize diverse issues, resulting in the development of a realistic, detailed, and organized action plan to ensure successful o ~ t c o m e s . ' ~ At times, state and local agencies have expressed concern about allowing personnel to use agency time to participate in these coalitions. However, since many agencies now
122
Paul/IMPACT O F NUTRITION-RELATED COALITIONS
request the organizations' cooperation, most are increasingly cooperative and very supportive. In the future, a more formal discussion of agencies' roles and commitments will be important in determining the direction of nutrition issues in the state, as well as the specific direction for each coalition and agency. Since each organization was formed by a common core group, discussions and strategies have primarily focused on the core group's prevailing orientation. Including more diverse viewpoints and strategies may assist each organization in gaining broader support and increasing its effectiveness in dealing with issues.
RECOMMENDATIONS Development of any or all of the profiled organizations is worthy of consideration by nutrition professionals in any state and can positively impact food security status. Each organization ultimately makes an important contribution toward enhancing food security. In light of budget cutbacks, the need for coordinated, effective, and efficient use of resources is critical.This identified need and evidence of the organizations' success in addressing it can be promoted as a means to establish a community or state coalition. Most of the local C N C s have operated without extra funding, depending instead on participants' interest and their willingness to incorporate the coalition into their personal or professional interests and responsibilities. State-level coalitions frequently require funding, but the initial amount can be minimal, with increases based on successful and well-promoted outcomes. The initial establishment of a cohesive, core group committed to food security issues provides the initial energy and dedication required to establish these organizations. Paramount to the success of each organization's mission is a core group willing to challenge themselves to not only address the complex, difficult realities of food security but also to meet the challenges inherent in successfully working with and among coalitions.These challenges include open communication, flexibility, and establishment of some level of comfort with change, conflict, challenge, and ambiguity. Organizational strategic planning is critical in focusing members' effort and creating a sense of accomplishment, both of which are critical for an organization's success. Strategic planning also enables a organization to create a unique identity among other groups with common interests."' Maintaining a diverse, actively involved membership is important for the ultimate success of these organizations.Taking time to educate and involve members and related agencies in projects is critical, especially since such organizations and their impact can emerge quickly. It is very easy to leave important agencies and individuals behind, since progress tends to be fast paced.
CONCLUSION Effectively minimizing negative impacts of welfare reform requires a diverse and unified plan at the national, state, and local levels. Food assistance programs are critical in alleviating current food security problems but, at times, these programs lack a comprehensive approach to understanding and resolving the complex issues involved.The formation of state and local organizations can enhance awareness and promote more creative and potentially effective strategies to use in resolving welfare reform issues.The individual and synergistic impact of the profiled organizations has greatly helped to address welfare reform and food security issues in a rural state.
REFERENCES: 1. Leidenfrost N. Definitions concerned with food security, hunger, undernutrition and poverty.Washington, DC: USDA Extension System, 1993. 2. USDA. Senate welfare bill threatens the safety net. Nutr Week 1995; 25(36):6. 3. State reform plan would affect state food stamps. Nutr Week 1995; 25(38):2. 4. Racicot M. Executive order creating the Governor's welfare reform advisory council. State of Montana: Office of Governor, Executive Order No. 12-93,1993. 5. The state of access to food and nutrition: a report of the Montana State Advisory Council of Food and Nutrition. Helena, MT: Department of Public Health and Human Services, 1995.
6. Paul LC. Montana Hunger Coalition: respondlng to food security needs in a rural state. 1n:Wilkins JL, Leidenfrost NB, eds. Food security in the United States: a guidebook for public issues education. Washington, DC: Cooperative Extension Service, 1994, 107-9. 7. T h e state of access to food and nutrition: a report of the Montana State
Advisory Council of Food and Nutrition. Helena, MT: Department of Public Health and Human Services, 1992. 8. Cohen L, Baer N, Satterwhite P. Developing effective coalitions.Wash-
ington, DC: National Center for Education in Maternal and Child Health, 1994. 9. Paul LC. Empowering health education: a conceptual framework and an instrument for assessing health professionals' use of empowering strategies. Doctoral dissertation, Montana State University, 1992. Ann Arbor, MI: University Microfilms International. 10. Egan C. Strategic management planning handbook. Bozeman, MT: Montana State University Extension Service, 1991. 11. Miller P. Hunger in Montana. Missoula, MT: University of Montana, 1990. 12. Mlller P. The Food Distribution Program on Montana's Indian reservations. Missoula, MT: University of Montana, 1994. 13. Montana State Advisory Council on Food and Nutrition. Feeding Montana: a list of public food assistance programs in Montana. Helena, MT: Department of Public Health and Human Services, 1992. 14. Montana State Advisory Council on Food and Nutrition. Food and nutrition status report. Helena, MT: Department of Public Health and Human Services, 1995.