Strategic Prevention Framework Training Presenters: Rebecca Alfaro, MSW Connie Greene, MA, CPS, CAS,...

Strategic Prevention Framework Strategic Prevention Framework TrainingTraining

Presenters:

Rebecca Alfaro, MSW

Connie Greene, MA, CPS, CAS, CSW

Bob Goldschlag, JD, CCM

INTRODUCTION

• GCADA and Guidelines

• Handouts

http://gcada.nj.gov/alliance/forms/

Strategic Prevention FrameworkStrategic Prevention Framework

• AssessmentAssessment

• CapacityCapacity

• Planning Planning

• ImplementationImplementation

• EvaluationEvaluation

• SustainabilitySustainability

• Cultural CompetencyCultural Competency

Putting the Puzzle Together

CapacityAssessment

PlanningImplementation & Evaluation

The Agenda For Tonight

• Create a vision statement

• Create a mission statement

• Develop a strategic plan based on your logic model utilizing CADCA’s Seven Strategies for Change

• Evaluation

Vision & Mission Statements

Vision Statement

“The dream—how your community will be when all the outcomes are met.”

Your long term fantasy for a perfect community

Vision Statement

Example: The vision for Utopia Alliance is a healthy, vibrant community, free of misuse of alcohol, tobacco and other drugs.

Mission Statement• What the Alliance’s

role is in making the vision a reality.

Example: The Mission of the Utopia Alliance is to transform the Township of Utopia into a community that nurtures youth and families by engaging residents in the process of ongoing community problem solving to reduce substance abuse.

Difference between Vision & Mission

While the Vision is a dream, the Mission is more concrete and action oriented.

Developing the Plan of Action

• In order to develop the plan you must understand– Community Level Change– CADCA’s Seven Strategies for Change

Community Level Change (Environmental Strategies)

Prevention efforts aimed at changing or influencing community conditions rather then individuals or groups of individuals

Only a part of what Alliances will be doing

CADCA’s Seven Strategies for Community Level Change

To effect change an alliance must develop a diverse range of strategies and interventions.

CADCA’s Seven Strategies for Community Level Change

INDIVIDUALLY FOCUSED• Provide information • Build skills • Provide social support

Community Focused• Reduce barriers / enhance access • Change consequences / incentives • Alter the physical design of the environment • Change policy and rules

Strategy 1: Providing Information

Educational presentations, workshops, seminars or other presentations.Examples:– Media – Brochures– Billboards– Meetings– Forum– Web-based communications

Strategy 2:Enhancing Skills

Activities designed to increase the skills of participants to achieve population-level outcomes.

Examples:– Workshops and seminars – Training and technical assistance

Strategy 3: Providing Support

Creating opportunities for individuals to participate in activities that reduce risk or enhance protection

• Examples:– Providing alternative activities – Mentoring – Referrals – Support groups

Strategy 4: Enhancing Access/Reducing

Barriers

Improving systems and processes to increase the ease, ability and opportunity to utilize services.

Examples:

– Cultural and language sensitivity

– Childcare

– Transportation

Strategy 5: Changing Consequences

Increasing or decreasing the probability of a specific behavior by altering the consequences of that behavior

• Increasing public awareness • Individual and business rewards • Taxes, citations, and fines • Revocation/loss of privileges

Strategy 6:Physical Design

• Changing the physical design or structure of the environment to reduce risk or enhance protection – Parks – Landscape – Signage – Lighting – Outlet density

STRATEGY 7: Modifying/Changing Policies

Formal change in written procedures, by-laws, proclamations, rules or laws with written documentation, and/or voting procedures:

•Workplace initiatives •Law enforcement procedures and practices •Public policy actions •Systems change within government, communities and organizations

Strategic PlanningKey Documents1.Logic Model

2. Guidelines

3. Form 7

Alliance Action Plan

UtopiaHypothetical Logic Model

• Problem Root Cause Local Conditions•

Risk Factor

Underage Drinking Availability Merchants are Not Carding

Merchants are Accepting Fake ID’s

Supporting Data Supporting Data Supporting Data

Form 7Alliance Action Plan

• Logic Model Information(Top of Form)

• Plan for Action

• Plan for Implementation

• Plan for Evaluation

Form 7Logic Model Information

Alliance Name: Utopia County: Paradise Last Updated: 9/25/13

Drug Priority:

(Problem)



Drug Priority: Underage Drinking

Root Cause:




Root Cause: Availability/Access




Root Cause: Availability/Access

Goal:


Goal: To reduce availability of alcohol to minors

Local Condition:


Local Condition:

Merchants are not carding or are accepting false ID’s


Local Condition: Merchants are Not Carding or Are Accepting False ID’s

Objective:


Local Condition: Merchants are Not Carding or Are Accepting False ID’s

Objective: Increase the number of merchants carding and knowledgeable in identifying fake ID’s


• Strategy: (CADCA’s Seven Strategies for Change )


• Pick at least one from the first three and at least two from the last four of the CADCA 7 Strategies


Strategies:

Enhancing Skills (CADCA 2)

Changing Consequences (CADCA 5)

Modifying/Changing Policies (CADCA 7)

Form 7Plan for Action

• Activity/Program:

(Name of Activity)


• Activity/Program: Responsible Beverage Server Training

• Brief Description:– Main Purpose– What will be learned– How will they benefit


• Activity/Program: Responsible Beverage Server Training

• Brief Description: RBST’s will be offered on a regular basis to servers….Local merchants will be encouraged to create and enforce a policy mandating RBST for employees.


• When, Where and How:– When will it take place– What is the time frame– How much– How often


When, Where and How:

Bi-monthly of the course of a year, in 3 hours sessions, at merchant’s locations.

Establishments will require new staff to attend.

Participating establishments will be rewarded.


Target Population

A)Number of Participants

B)Population


Target Population: A) 180 servers and 20 local

establishment

B) Community at large

•Community Partners:– Who else is collaborating


Community Partners:

Local Merchants (to be identified)

Chamber of Commerce

Form 7Plan for Implementation

• Budget and Resources

Breakdown of:

DEDR

Cash match

In-kind


Responsible Members for Implementation:

Who is implementing

Credentials

or

Qualifications


Individuals Responsible for Implementation

List names, credentials and what they will be doing

Form 7Plan for Evaluation

• Five elements to evaluation:

• Process

• Short-term outcomes

• Intermediate Outcomes

• Long-term outcomes

• Long-term impact evaluation


• Form 7– Plan for Evaluation

– Process Indicators• Tools to Measure Process

– Outcome Indicators• Short Terms Goals• Tools to Measure Short Term Goals

Process Evaluation

Examines the delivery of the intervention to determine if:

• the target audience was reached

• the Alliance stakeholders were engaged

• the activity was delivered as intended


• Measure Process by:• Number of session• Number of unduplicated

people attending each

session


• Measure Process:30 unduplicated people

over 6 sessions

Total of 180 people trained


• Short Term GoalsWhat would be

learned/benefitted


• Short Term GoalsIncreased knowledge & skill regarding:

accepting proper ID

understanding need for policy


Tools & Instruments for process


Tools & Instruments for process

Attendance sheets


• Tools and instruments for short term goals


• Tools and instruments for short term goals– Pre & post tests– Surveys– Interviews

Intermediate Outcomes

• Intermediate evaluation determines if the intervention is making a difference in the problems detailed in the Alliance’s local conditions identified on the logic model.

• Not before year two

Long Term Outcomes

• Long-term evaluation determines if the changes in the local conditions are affecting the root cause and ultimately reducing the problem as identified in the problem statement

• Not before year five

Long Term Impact

• Long-term impact identifies the long-term impact over a 5-10 year period and considers the long-term health and social consequences to the community.

• Long-term impact is determined when the Alliance conducts another needs assessment process in preparation for the next grant cycle

Strategic Prevention Framework Training Presenters: Rebecca Alfaro, MSW Connie Greene, MA, CPS, CAS,...

Documents

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