BTCC Theory of Change

Hover over and click on the objects in the image to learn more about the BTCC Theory of Change (ToC).

BTCC Theory of Change
E4 Framework (TM) BTCC Network Collective Impact Strategic Doing (TM) as facilitation and process model Build new public narratives Build power within, build power with, build power to Training and capacity building Developing and sharing personal narratives Advocating across systems Primary prevention strategies Advocating for policy and practice change Name, expose, and deconstruct the dominant narrative Increasing social inclusion Address shared risk and protective factors Vision BTCC Agreements Outcomes Values Assumptions

E4 Framework (TM)

The Indiana Coalition Against Domestic Violence (ICADV) created the E4 Framework to assess prevention strategies. E4 invites us to consider how and to what extent strategies are efficient, ethical, equitable, and effective. BTCC has been trained by ICADV and inspired by their strategy selection framework; we aspire to filter our own actions through this lens.

For more information (and to be wowed), visit ICADV's website.

BTCC Network

Building a Thriving Compassionate Community (BTCC) is a network of organizations and individuals collaborating to provide training, build relationships, and promote actionable change to address the root causes of social problems in Monroe County.

Collective Impact

Collective Impact allows us to more effectively address shared risk and protective factors.

There are 5 core components of Collective Impact: common agenda, mutually reinforcing activities, shared measurement, continuous communication, and backbone support.

Principles include: design and implement the initiative with a priority placed on equity; include community members in the collaborative; use data to continuously learn, adapt, and improve; build a culture that fosters relationships, trust, and respect across participants; customize for local context .

For more information, visit:

- The Collective Impact Forum

- Tamarack Institute


Strategic Doing (TM) as facilitation and process model

Strategic Doing is an iterative strategy discipline created by the Agile Strategy Lab at Purdue University. The approach “teaches people how to form collaborations quickly, move them toward measurable outcomes and make adjustments along the way.” A guiding premise of Strategic Doing is that you do what you can with the assets you have; it is action-oriented and solution focused. Strategic Doing also promotes a shared leadership structure that addresses the intricacy and opportunity inherent in collaborative and non-hierarchical teams.

For more information click here.

Build new public narratives

From Grassroots Policy Project:
- Public narratives are stories that can shape peoples’ conscious perceptions, understandings, analysis and senses of responsibility and possibility.

- Public narratives are: Created by people and can be changed by people, grounded in values and beliefs, more powerful than facts in changing outcomes, grounding for messaging and strategy (revealed not just through our communications, but also through our organizational activities, partnerships and investments)

-Narrative can be created/reinforced through visuals as well as words

For more information:

- Frame Works Institute
- Grass Roots Policy Project
- Public Narrative participant guide
- Opportunities for shifting narratives in your work

Build power within, build power with, build power to

These are in contrast to the idea (and reality) of "power over." We build power within organizations and ourselves; we build power with and for one another; we build power to change norms, policies, narratives, and lives.

For more information visit:

- Oxfam Power Analysis
- Creative Conflict Resolution

Training and capacity building

As a culture, we tend to prioritize and limit our prevention strategies to education. Education is necessary, but it is insufficient; we will not train our way out of bias, oppression, or inequity. As such, we offer a variety of trainings and capacity building opportunities that are primers- this references both that the content is introductory, but also that it's intended to "prime the pump" and initiate necessary work/action.

Check out our training page here.  For more information on popular education, check out the Partners for Collaborative Change.

Developing and sharing personal narratives

We are inspired by Results' interpretation of narrative- the story of self, the story of us, and the story of now. We consider the 'personal' narrative to focus on the 'story of self.' Why and how did you come to this belief or request? What were the "plot points" along the way? Stories share our values and shape our worldview. When we seek to connect our own story to a collective request for action or a response, we begin to craft (or reinforce, or challenge, or expand, etc.) public narratives.

For more information:

Marshall Ganz article on narrative
- Public Narrative participant guide

Advocating across systems

What surrounds us, shapes us.  Because opportunity is not distributed equally it is imperative that we use our voices, experiences, and assets to promote actionable change.  There are myriad opportunities to promote relationships, organizations, structures, and systems in becoming equitable.  Advocacy is a means to address the conditions that contribute to health inequity and acknowledges that awareness is necessary, but insufficient to drive social change.


BTCC coordinates, hosts, and promotes opportunities to build and practice advocacy skills. We are committed to growing capacity to identify and champion policies and practices that will help people and communities thrive.  No one organization, group, or even sector can tackle or solve our complex social problems alone.


Primary prevention strategies

Primary prevention is a systematic process that promotes safe and healthy environments and behaviors, reducing the likelihood or frequency of an incident, injury or condition occurring. (Prevention Institute, 2007).  As a culture, we tend to prioritize and limit our prevention strategies to education. Education is necessary, but it is insufficient; we will not train our way out of bias, oppression, or inequity.  Because what we know does not predict what we do, we must address the conditions that make up the contexts of our lives.

Advocating for policy and practice change

BTCC is oriented toward changing organizational level policies and practices.  Policies are the guides to what gets done in an organization. Practices are how those guides are acted on. Together they set up the options that we get to pick from as individuals.
Many folks locate the primary responsibility of health and safety at the individual level; we know that individual choices do not account for health disparities. Biology, our environments, structural racism, income, gender- all of these influence our ability to access health and safety.
Organizations, which are comprised of people trying to achieve optimal health, are a part of the community and serve the community. Policies and practices support and affirm employees; they also frame our interactions with one another and with the people we serve. People in our community work in and are served by organizations. We all get things from organizations, be it a paycheck, safety plan, library book, roads, water, playgrounds - we are a part of one another’s sphere. We are in it together.

Click here to learn about BTCC's Healthiest Cities and Counties Challenge project, SSNREd Up!, which acknowledged the complex conditions that influence individual behavior and prioritized policy and practice changes at the organizational level that were understood to have broad impact.

Name, expose, and deconstruct the dominant narrative

A worldview narrative is dominant when it overrides other narratives and has the most power to shape what is possible. What makes a worldview the dominant one?
- Held (in varying degrees) by most people
- Held/promoted by the most powerful people

Check out the following:
- Power and Social Change (Grassroots Policy Project)
- Worldview and the Contest of Ideas (Grassroots Policy Project)
- Opportunities for shifting narratives in your work

Increasing social inclusion

Social inclusion is “the extent people are able to participate fully in the social, economic and cultural life of their community and have access to employment, education, health, housing and democratic processes” (Ferrie, 2008). As such, social inclusion can be viewed as a determinant of health; if we are isolated and our networks are weak, we are more likely to be without critical supports and “opportunities for social engagement and meaningful social roles as well as access to resources and intimate one-on-one contact” (VicHealth, 2005).

Check out our 2017 Social Inclusion Community Conversation Series.

Address shared risk and protective factors

Building a thriving and compassionate community requires alignment across agencies and between sectors. This kind of strategic collaboration is challenging within a larger cultural context that values turf over trust and reinforces siloed work. We know, however, that the roots of inequity and health disparities run through and cut across each institution, system, neighborhood, school, and workplace in our community; this means that the factors that make some populations more vulnerable to adversity, and buffer others from it, are shared. It also means that every person and organization in our community has a role to play and a responsibility to improve the conditions in Monroe County. The necessity of a collective response also runs counter to the narrative of locating the responsibility of health and safety at the individual level.

Click here to read the CDC's Connecting the Dots article.


Building a Thriving Compassionate Community (BTCC) is a network of organizations and individuals collaborating to provide training, build relationships, and promote actionable change to address the root causes of social problems in Monroe County. Our vision is baked into our name; we represent a diverse group of local stakeholders working to build a thriving and compassionate community.

BTCC Agreements


- Policy and practice changes: BTCC believes that the most effective changes do not happen on the level of individual behavior, but as one rises higher in the social ecology. BTCC asserts that system level policy and practice changes lead to the most broad and equitable impact.

- New narratives: As advocates we are often confronted with language and assumptions that reinforce trauma and injustice. BTCC makes it a practice to dig into our embedded cultural stories and how they affect our day to day experiences. BTCC is exploring a counter-narrative, one that builds healthier, more just communities. These just "new narratives" are amongst the outcomes of our work.

- New norms: Norms are the shared beliefs, standards and social mores that shape behavior within a given community or society. Many of our cultural norms promote harm, and a desired outcome of the work of BTCC is to create new norms that promote health and safety.

-Proliferation of safe, stable, nurturing relationships, and environments (SSNREs): The conditions necessary to collaboratively create and sustain protective health promotional practices that prevent child maltreatment and build healthy communities.

- Safety and health are equitably distributed: Health equity is a focused effort to address disparities in population health that can be traced to unequal economic and social conditions that are systemic yet avoidable. Health equity is achieved when all people have “the opportunity to ‘attain their full health potential’ and no one is ‘disadvantaged from achieving this potential because of their social position or other socially determined circumstance’” such as poverty, family violence, poor work environment, lack of healthcare, etc. (W.H.O., 2003).


- Change is possible: Folks enter into the work of prevention with many assumptions, including the idea that some individuals and systems are fixed. BTCC values change, and knows that our best work is iterative, and we have an opportunity to move with inevitable change instead of working against it.

- Trust: Trust can be built over time by developing strong relationships and connections, by owning our mistakes and missteps, & by committing to learning and by doing better by one another.

- Social inclusion: Equitable access to tangible and intangible resources (social capital/emotional support, meaningful paid employment, love, justice, services, healthcare, etc.) This means that power is examined, re-distributed and/or made available to all people. Social inclusion is both an outcome and a process of improving the cultural conditions in which people live. (ICADV Primary Prevention Glossary)

- Interconnectedness: We know the the roots of social problems are all connected; we strive to break down silos and leverage connections to increase equity.

- Complexity: Complexity rarely yields clear-cut responses and it is easy to see choices as conflicting. We challenge ourselves to identify the subtleties- the ways the polarities are “complementary and interdependent.” How can we recognize and hold the both/and in spaces when we often see either/or?


- This is about all of us; everything that impacts the most vulnerable impacts us all.

- Health and safety are multi-dimensional and multi-determined.

- What surrounds us shapes us.

- Individual-level changes will not make the most broad and equitable impact.

- On their own, education and awareness strategies are insufficient (to change behavior and environments).

- We are all holding, carrying, and processing trauma; we know that some populations are, however, more vulnerable to trauma exposure.