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Strategic Planning for Communities Part 1. Tracy Johnson April 20, 2007. Workshop Objectives. Overview of Strategic Prevention Framework Need/Capacity Assessment Review Engaging Partners Developing a Vision Statement Developing a Problem Statement.

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Strategic planning for communities part 1

Strategic Planning for CommunitiesPart 1

Tracy Johnson

April 20, 2007


Workshop objectives
Workshop Objectives

  • Overview of Strategic Prevention Framework

  • Need/Capacity Assessment Review

  • Engaging Partners

  • Developing a Vision Statement

  • Developing a Problem Statement


How can we create a comprehensive plan
How Can We Create a Comprehensive Plan?

By using SAMHSA’s Strategic Prevention Framework (SPF) which outlines the elements that should be included in a comprehensive planning model.


Samhsa s strategic prevention framework supports accountability capacity and effectiveness
SAMHSA’s Strategic Prevention FrameworkSupports Accountability, Capacity, and Effectiveness

Assessment

Profile population needs, resources, and readiness to address needs and gaps

Capacity

Mobilize and/or build capacity to address needs

Planning

Develop a Comprehensive Strategic Plan

Implementation

Implement evidence-based prevention programs and activities

Evaluation

Monitor, evaluate, sustain, and improve or replace those that fail


Focus of the strategic prevention framework
Focus of the Strategic Prevention Framework

  • Community development

  • Strategic planning

  • The change process at the community level


The spf principles
The SPF Principles

  • Prevention is a continuum

  • Prevention is prevention is prevention

  • Successful prevention decreases risk factors and enhances protective factors

  • Prevention requires adoption of known effective prevention practices within a framework that works


The spf principles continued
The SPF Principles(continued)

  • Systems of prevention services work better than service silos

  • Common data sets across service systems can help assess prevention efficacy and promote accountability

  • Recognizes the importance of States and communities

  • Comprehensively address substance abuse


Outcomes based prevention
Outcomes-based Prevention

  • Effective prevention is grounded in a solid understanding ofalcohol tobacco and other drug consumption and consequence patterns

  • Documenting the nature and extent of consumption (e.g., underage drinking) and consequences (motor-vehicle crashes) at the start is critical for determining intervening variables and aligning strategies to address them


Substance related consumption patterns
Substance-related Consumption Patterns

  • Overall consumption

  • Acute heavy consumption

  • Consumption in risky situations

    • Drinking and driving

    • Smoking around young children

  • Consumption by populations/groups

    • Youth, college students, older adults

    • Pregnant women


Samhsa s strategic prevention framework supports accountability capacity and effectiveness1
SAMHSA’s Strategic Prevention FrameworkSupports Accountability, Capacity, and Effectiveness

Cultural competence and sustainability are at the center of the Strategic Prevention Framework because they are integral to each step of the framework

Two Common Threads Throughout the Strategic Prevention Framework


Cultural competence
Cultural Competence

Can be defined as “a set of congruent behaviors, attitudes and policies that come together in system, agency or among professionals and enable that system agency or those professionals to work effectively in cross-cultural situations.”

(The Lewin Group, 2002)

Identified 7 Domains that reflect cultural competence- page 3.28


Cultural competence indicators immediate
Cultural Competence IndicatorsImmediate

  • Mission Statement addresses Cultural Competence.

  • Strategic Plan addresses Cultural Competence, including a Cultural Competence Plan.

  • Integration and implementation of Cultural Competence Plan

  • Reports to stakeholders on Cultural Competence activities/Issues

  • Monitoring and evaluation reports related to Cultural Competence.


Cultural competence indicators immediate1
Cultural Competence IndicatorsImmediate

  • Conducts regular community/needs assessments including specific sub-populations if needed

  • Membership on relevant planning committees of community participants that represent groups served

  • Resources and capacity to collect/manage/report cultural competence-related information/data

  • Process for obtaining client/community input in the development of cultural competence-related plans

  • Participant satisfaction regarding cultural competence-related planning and Service Delivery

  • Staff satisfaction regarding cultural competence-related planning and service delivery


The spf and sustainability
The SPF and Sustainability

  • Sustainability is “the process of ensuring an adaptive and effective substance abuse prevention system that achieves long term results that benefit a focus population” (Johnson, Hays, Center, and Daley, 2004).

  • Applies to more than funding

  • Sustaining outcomes, not programs

  • Think sustainability from the beginning

  • Look to the system to sustain outcomes

  • Sustain prevention by making it everyone’s job!


Prevention Planning

Why create a plan for action?

Planning allows us to create an objective profile of our community, identify how to focus resources and efforts, and to implement more effective strategies


Focus for communities
Focus for Communities

  • Across the lifespan (not just youth)

  • Consumption and consequences (prevent the problem associated with use)

  • Outcomes measured at the population level (not just program level)

  • Based on evidence-based research/empirical data

    • Appear on a Federal list

    • Appear in a peer-reviewed journal as effective

    • Demonstrate “documented effectiveness” in some other way. (Presently being clarified by SAMHSA/CSAP.)


Samhsa s strategic prevention framework supports accountability capacity and effectiveness2
SAMHSA’s Strategic Prevention FrameworkSupports Accountability, Capacity, and Effectiveness

Assessment

Profile population needs, resources, and readiness to address needs and gaps

Capacity

Mobilize and/or build capacity to address needs

Planning

Develop a Comprehensive Strategic Plan

Implementation

Implement evidence-based prevention programs and activities

Evaluation

Monitor, evaluate, sustain, and improve or replace those that fail


Needs capacity assessment refresher

Needs/Capacity Assessment Refresher

How to gather community data?


Step 1 assessment
Step 1 – Assessment

What is Assessment?

  • Assessment of substance use and related problems of substance use

    Assessment requires us to explore rates and patterns of ATOD use and abuse as well as related problems (consequences).

    • Prevalence data

    • Incidence data

    • Consequence data

  • Assessment of resources, gaps, and readiness

  • Leads to recommendations regarding community priorities


  • Why do we need to do an assessment
    Why do we need to do an assessment?

    • It answers the question, “What is going on in my community?”

    • More specifically, it identifies:

      • How big and what type of a substance use problem do I have in my community?

      • What resources currently exist in my community that are addressing the identified problems related to substance abuse?

      • What is supporting the substance abuse problem in my community?

      • How ready is my community for prevention?


    How do i conduct an assessment
    How do I conduct an assessment?

    • Create a needs assessment profile

    • Define your community

      and Mobilize your community

    • Assess available resources and gaps in services

    • Implement a community readiness tool


    What Is Community Readiness and Why Is It Important?Community readiness is the extent to which a community is adequately prepared to implement a substance abuse prevention program. A community must have the support and commitment of its members along with needed resources to implement an effective prevention effort. Because community readiness is a process, factors associated with it can be objectively assessed and systematically enhanced. (National Institute on Drug Abuse, 1997)


    Why Increase Community Readiness?

    Effectiveness

    Enduring, coordinated, and comprehensive efforts at the local level are more likely to have the desired impact if prevention professionals work with local citizens and community leaders from many segments of the community in planning, coordinating, and implementing the prevention effort.

    Continuity

    Prevention programs are more likely to succeed and continue to operate when they are created by local citizens and tailored to the needs and resources of the local community.


    Community A

    Community B


    Background
    Background

    •Growing awareness among prevention practitioners that understanding a community’s level of readiness is key to implementing successful substance abuse prevention strategies

    • Three components of needs assessment:

      1. Knowledge of actual substance use rates in the community 2. Prevention resource infrastructure in the community 3. Residents’ attitudes and community norms

      Minnesota Institute of Public Health, Mounds View, MN


    Readiness assessment tools
    Readiness Assessment Tools

    • Community Readiness Survey, Tri-Ethnic Center for Prevention Research (www.triethniccenter.colostate.com)

    • Community Readiness Survey, MIPH

    • Organizational Readiness for Change, Lehman, Greener and Simpson

    • Community Readiness Inventory (NIDA)


    Using findings from the community readiness survey
    Using Findings from the Community Readiness Survey

    Identify prevention strategies appropriate to residents’ attitudes

    • Select strategies appropriate to residents’ attitudes

    • Select strategies easily understood by residents

    • Inform community leaders about respondents’ attitudes

    Inform general public about respondents’ attitudes.

    Inform community leaders about respondents’ attitudes.


    Steps to changing behavior

    Steps to Changing Behavior

    Increase Awareness

    Change in Attitude

    Change in Behavior


    Questions to consider
    Questions to Consider

    • Has your community used ATOD consequence data in the past as part of its Assessment process?

    • Is community level consequence data readily available? What is the utility of the currently available data?

    • How does community readiness impact prevention planning and interventions?


    Questions to consider1
    Questions to Consider

    • What seems to influence the prevalence rates of use? (risk and protective factors)

    • Once you have completed an assessment, how much more refined will your target population be?

    • Do you anticipate that your target population will change through the assessment?


    Samhsa s strategic prevention framework supports accountability capacity and effectiveness3
    SAMHSA’s Strategic Prevention FrameworkSupports Accountability, Capacity, and Effectiveness

    Assessment

    Profile population needs, resources, and readiness to address needs and gaps

    Capacity

    Mobilize and/or build capacity to address needs

    Planning

    Develop a Comprehensive Strategic Plan

    Implementation

    Implement evidence-based prevention programs and activities

    Evaluation

    Monitor, evaluate, sustain, and improve or replace those that fail


    Step 2 capacity what is it
    Step 2 – Capacity: What is it?

    Types and levels of resources needed to address identified needs including:

    • Human resources

    • Technical resources

    • Management and Evaluation Resources

    • Financial resources


    Capacity why is it important
    Capacity: Why Is it Important?

    The resources, people, partnerships, coalitions, and skills are essential to the successful implementation of prevention plans


    Capacity what does it involve
    Capacity: What does it involve?

    • Mobilizing resources

    • Engaging stakeholders

    • Partnerships with the community

    • Building coalitions

    • Developing readiness

    • Focus on cultural competency, sustainability and evaluation


    Capacity resources and gaps
    Capacity: Resources and Gaps

    Resources and gaps in resources is a coalitions capacity to engage in prevention efforts:

    Examples of capacity include:

    • Number of community organizations collaborating on addressing ATOD-related problems

    • Leadership within the coalition and the community to engage in solving ATOD and other related problems

    • Prevention knowledge at the community level

    • Resources that are allocated and available to address ATOD problems


    Questions to consider2
    Questions to Consider

    • What type of prevention intervention planning has occurred in your community in the past?

    • What types of resources will your community need in order to develop a strategic plan?


    Why assess capacities
    Why Assess Capacities?

    • Will help make a realistic match between the needs identified and the capacities (e.g. infrastructure, funding, etc.) necessary to address them.

    • Will reveal strengths and shortfalls in key resource categories (e.g. human, fiscal, technical, community collaboration).

    • Will provide an opportunity to address any shortfalls in advance.


    Who watched these
    Who Watched These?

    What is the correct order of the first year they appeared on TV. ?


    1 2 3 4 5 6

    66 70 74 75 79 89


    Priorities for sale

    Priorities for Sale

    How to assemble , engage, and get buy in from a planning team?


    Assembling engaging and getting buy in of a team
    Assembling, Engaging and Getting Buy in of a Team

    • Set Your Sights missions, values, goals, or resources are in line with your prevention strategy.

    • Get Started ongoing process

    • Make Contact by sharing information materials, lessons learned, eval. report)

    • Become Known attend receptions, forums, conferences, and committee meetings


    Assembling engaging and getting buy in of a team1
    Assembling, Engaging and Getting Buy in of a Team

    • Be Heard Most listeners will not digest more than a few major points. Develop a script;

    • Gain Agreement All partners need to understand and agree on their roles. So, put agreements in writing.

    • Join Forces As you begin recruiting partners, you may discover that some local agencies and organizations are involved in similar prevention efforts


    Assembling engaging and getting buy in of a team2
    Assembling, Engaging and Getting Buy in of a Team

    • Networking or communication links Minimal involvement (mainly to share information)

    • Publicity Partners may serve as channels, or go-betweens, to help spread information

    • Endorsement Partners publicly endorse each other's programs to broaden appeal or lend credibility


    Assembling engaging and getting buy in of a team3
    Assembling, Engaging and Getting Buy in of a Team

    • Coordination Partners remain self-directed but conduct mutually beneficial activities and work together with a common purpose

    • Co-sponsorship Partners share their resources

    • Collaboration Partners work together from beginning to end to create a vision and to carry out a program


    Assembling engaging and getting buy in of a team4
    Assembling, Engaging and Getting Buy in of a Team

    • Defining a shared mission, vision, and goals.

      • Maintaining a high level of trust and mutual respect.

      • Making decisions jointly.

      • Contributing staff time and other resources.


    Assembling engaging and getting buy in of a team5
    Assembling, Engaging and Getting Buy in of a Team

    • Committing to build knowledge, skills, and systems by seeking or offering technical assistance

    • Staying in close contact with a partner,

    • Listening carefully to what is communicated and. providing regular and consistent feedback,

    • Encouragement, guidance, and recognition help to sustain partnership


    Questions to consider3
    Questions to Consider

    • Who are some of the key stakeholders in your community?

    • Are all of the key stakeholders actively involved in planning and implementing successful prevention interventions?

    • Who is involved in evaluating the capacity to meet identified needs?

    • Is cultural competence deliberately assessed as part of current capacity evaluations?


    Kinds of Coalitions

    Distinctions by:

    • Structure—centralized, decentralized

    • Geography—single community, multi-community

    • Resources—funded coalitions, non-funded coalitions

    • Also: Coalitions of interest (affinity groups)


    Common coalition questions spoken and unspoken
    Common coalition questions spoken and unspoken

    • Why are members leaving?

    • We have ownership issues, who makes the decisions?

    • How can we have a more diverse membership

    • How can we get more people involved?

    • How will we know we were successful?


    Community prevention systems
    Community Prevention Systems

    • Bring the power of individual citizens and institutions together

    • Create a comprehensive plan that everyone in the community has a stake in and owns

    • Hold community institutions accountable


    Steps to changing behavior1

    Steps to Changing Behavior

    Increase Awareness

    Change in Attitude

    Change in Behavior


    Samhsa s strategic prevention framework supports accountability capacity and effectiveness4
    SAMHSA’s Strategic Prevention FrameworkSupports Accountability, Capacity, and Effectiveness

    Assessment

    Profile population needs, resources, and readiness to address needs and gaps

    Capacity

    Mobilize and/or build capacity to address needs

    Planning

    Develop a Comprehensive Strategic Plan

    Implementation

    Implement evidence-based prevention programs and activities

    Evaluation

    Monitor, evaluate, sustain, and improve or replace those that fail


    Writing a winning plan

    Writing a Winning Plan

    Development of A Strategic Plan


    Step 3 develop a comprehensive strategic plan
    Step 3 – Develop a Comprehensive Strategic Plan

    What is a Comprehensive Strategic Plan?

    • A comprehensive, logical, and data driven plan to address the problems identified in Step 1 using the capacity built or mobilized in Step 2

    • The plan includes Strategic Goals, Objectives, and Performance Targets, as well as Logic Models and in some cases Action Plans


    Why do i need a strategic plan
    Why Do I Need a Strategic Plan?

    • The Strategic Plan lays the groundwork for:

      • Implementation activities, including:

        • Capacity Expansion

        • Training

        • Development of monitoring and evaluation systems

      • The identification of strategies

      • The selection of evidence-based programs, policies, and practices to be implemented

      • The evaluation plan


    How do i create a strategic plan
    How Do I Create a Strategic Plan?

    • Include a vision for prevention activities based on:

      • Documented needs

      • Identified resources and strengths

      • Measurable objectives and performance measures

      • Baseline data

    • Include a long-term strategy to sustain policies, programs, and practices

    • Adjust plans as the result of ongoing needs assessment and monitoring


    Planning involves
    Planning Involves:

    • Developing a comprehensive, logical, and data-driven plan to address:

      • The problem (s) and related casual factors

      • Gaps in resources and capacity

      • Further identification of causal factors

      • The selection of complimentary strategies that will impact the casual factors and the problem

    • Creating a logic model


    Issues to consider when crafting your strategic plan-Is the plan truly comprehensive?Have you looked at all the appropriate data? Were all the appropriate people involved in the process?Is it built upon a theory of change? (i.e. comprised of elements and activities related to the theory of change?)Have you considered all the angles?Does the plan, as written, make sense to someone who had no input?


    Vision statement
    Vision Statement

    A vision statement is a statement of what a community is trying to become; the desired end state or the ultimate goal.

    It answers the question “why do it.”

    It should read in the present tense.

    If you were to accomplish what you want, what would it look like.


    Writing a problem statement

    Writing a Problem statement

    Involves 1-2 sentences

    Describes a situation where they could not find adequate information on a topic

    Sees this area as a problem which needs further investigation

    Proposes a way to collect data on that topic

    To gain scientific evidence that can be added to current knowledge on that topic. 


    Writing a problem statement1

    Writing a Problem Statement

    Poses a question which relates directly to background research

    Clearly states what will be investigated

    Has a measurable way to collect data

    Clearly states what will be measured and how it will be measured

    Identifies independent and dependent variables

    Identifies sample group

    Uses correct grammar and punctuation



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