Presentation on theme: "Presented By: Tracy Johnson, Central CAPT"— Presentation transcript:
1 Presented By: Tracy Johnson, Central CAPT PlanningPresented By:Tracy Johnson, Central CAPT11
2 “What is the SPF?” (one or two sentences) you’ll want to ask yourself the following questions:What is the problem?What do you have to work with to address the problem?What is the plan for doing the work?What are we going to do to get the work done?How will we know if we have succeeded?The answers to these questions will depend on the data you collect, which brings us to the central tool in SPF prevention, epidemiology.
3 Key Principles of the SPF Based on a public health approachFocused on outcomes-based preventionWidens the scope to population-based preventionFollows a strategic planning process that uses epidemiological data throughout the process to drive decision-makingThink about continuum activity hereDon’t do outcomes-based preventionStand up and move, want a survey of where people are on the key concepts/principlesWhere do you think community members would fall on these continuums?33
4 SAMHSA’s Strategic Prevention Framework Steps Cultural Competence &SustainabilityAssessmentEvaluationCapacityGood implementation involves much more than simply carrying out the components of the program. To do it right, you need to plan and document.Planning is pivotal to a successful outcome. Planning helps to increase the effectiveness of your effort—to focus energy, to ensure that staff and other stakeholders are working toward the same goals, and to assess and adjust programmatic direction, if needed. If done carefully, planning will make the evaluation tasks much easier.ImplementationPlanning44
5 Planning Involves: Creating a logic model Developing a comprehensive, logical, and data-driven plan to address:The problem(s) and related risk and protective factors and other underlying conditionsGaps in resources and capacityFurther identification of risk and protective factors and other underlying conditionsThe selection of strategies that will impact the risk and protective factors and other underlying conditions and the problemTip: Review slide with audience. Before the next slide, ask the group:Who uses Logic Models?How frequently?What is the benefit of these?What is the difference between a logic model and an action plan? (Clarify that a logic model is a conceptual framework for intervention, while an action plan operationalizes the logic model, providing specific tasks with timelines.)55
6 SPF Logic Model for Reducing High Risk Drinking 18-25 Consequence/Consumption PatternsRisk and Protective FactorsStrategiesSocial norms accepting and/or encouraging underage drinkingMedia advocacy to increase community concern about underage drinkingYoung Adult Binge DrinkingTo coincide with the first benchmark, let’s look at an example of a SPF logic model for reducing high risk drinkingSocial marketing6
7 SPF Logic Model for Reducing High Risk Drinking 18-25 StrategiesConsequence/ConsumptionPatternsRisk & Protective FactorsLow perceived risk of alcoholMedia advocacy to increase community concernSocial norms accepting and/or encouraging underage drinkingSocial marketingYoung Adult Binge DrinkingEnforce underage retail sales lawLow enforcementEasy social accessSocial event monitoring and enforcementYoung Adult Drinking and DrivingParental Monitoring/Family CohesionParental educationPromotion and pricingRestrictions on alcohol advertisingAvailability of screening/early interventionEarly Intervention7
8 GoalsGoals are the long-term measurable changes that you are trying to achieve based on your needs and resources assessment & the state- identified priorities.Developing your theory of change is an instrumental part of establishing your goals (final outcomes) and your objectives (immediate and intermediate outcomes).8
9 Example of a Logic Model - Goals Goal Objectives Strategies Activities OutcomesThere is adecreasein underagedrinkingby year olds9
10 ObjectivesObjectives are the specific, measurable results that you plan to achieve with specific strategies. They serve as the basis by which to evaluate your initiative:A good objective includesWho or what is to changea date by when the change will be accomplisheddescribes how much change you hope to seewhether that indicator will increase or decreasewho will be affectedWho or what is to changeA date/timeframe by when change will be measuredIn hat direction will the changes occur (increase or decrease)?How much change (%) is anticipated
11 Example of a Logic Model - Objectives Goal Objectives Strategies Activities OutcomesRetailAvailabilityBy June 2008a 15% decreasein the numberof youth whogain access toalcoholthroughretailestablishmentsThere is adecrease inunderagedrinkingin 14-18year olds11
12 Additional Sample Objective Retail AvailabilityBy June 2008, there will be a 25% increase in number of clerks that check IDs in retail establishments that sell alcoholBy June 2008, there will be a 50% increase in retail clerks who know how to identify fake IDs in retail establishments that sell alcohol12
13 Example of a Logic Model - Strategies Goal Objectives Strategies Activities OutcomesThere is adecrease inunderagedrinkingamong 14-18year oldsin thecommunityof LincolnRetailAvailabilityBy June 2008a 15% decreasein the numberof youth who gainaccess toalcohol throughretailestablishmentsMerchantEducationComplianceChecksStrategies or services that will be conducted to achieve the desired objectivesWe know both from research and our experience in the field that true change requires multiple strategies (education, working with liquor stores, skill building, enforcement) across multiple settings (school, community, at home) not one shot dealsFor DAS funded initiatives Early Intervention & Education are the primary strategies for community-based services and these strategies are to be supplemented w/ collaboration, communication, alternatives.ShoulderTaps
14 Selecting Prevention Strategies Key QuestionsHow will the selected strategies address the risk and protective factors and objectives identified in the assessment process?Are the strategies evidence-based?What other strategies/programs exist in your community to address the identified problem?Can the strategies selected achieve your desired outcomes?The bottom line is: if you choose a strategy, make sure it is a good match to what you are trying to achieve.1414
15 Sample Criteria for Selecting Strategies EffectivenessMatching strategy/program requirements with agency capacitiesResourcesCultural assumptionsTarget populationOrganizational climateCommunity climateEvaluabilityFuture sustainabilitySource: CSAP’s Northeast CAPT. (2004). Enriching Prevention Using Evidence Based PracticesRetrieved July , 2003.Which of these is most important regarding how strategies are selected now?When determining “match” or “fit,” there are a number of factors to consider.Tip: Review slide with participants.Selecting appropriate strategies for your community ideally involves a collaborative process. You need to bring to the table people from your agency, from the target population you wish to serve, and from the community or setting where the program will be implemented. This process can be time intensive, but in the end it can help you avoid pitfalls associated with choosing a program that is not well-suited to local needs and conditions.If you can’t bring multiple perspectives to the table, try to talk to these different people ahead of time to gather as much information as possible before you attempt to choose a particular approach.1515
16 Selecting Best Fit Prevention Interventions IdentifyTypes ofStrategiesSelect SpecificPrograms,Practices& PoliciesEnsureEffectivenessBest FitPreventionInterventionsWhat you see reflected here is both the process that you use to select strategies, as well as the different criteria used for selecting strategies.The purple boxes reflect the process that you use to select strategies, including:Identifying the types of strategiesSelecting specific programs, practices and policiesMaking sure that the programs, practices and policies are effectiveThe blue boxes at the bottom of the slide indicate the types of fit, including:ConceptualPracticalEffectiveThese three types of fit collectively will help to ensure that you select the Best Prevention Intervention.Demonstrate Evidence of EffectivenessDemonstrate Practical FitDemonstrate Conceptual FitRelevant?Practical?Effective?1616
17 ActivitiesActivities are the specific steps and actions that are necessary to implement each strategy17
18 Example of a Logic Model - Activities Goal Objectives Strategies Activities OutcomesThere is adecrease inunderagedrinking among14-18 yearoldsin thecommunityof LincolnRetailAvailabilityBy June 2008a 15% decreasein the numberof youth who gainaccess toalcohol throughretailestablishmentsMerchantEducation- Determine content of program-Determine incentives-Assess who to train, barriers to training-Outreach to merchantsDetermine if voluntary or mandatoryDetermine incentiveves for training participantsOutreach activitiesDetermine ME programAssess who to train, barriers to trainingTraining of MerchantsCompliance ChecksConnect with AG office to determine if there are state compliance checksRecruit and train appropriate people for checksDetermine what deterrent, e.g. fine, etc.Determine tracking systems or rates (how many stores, whom)Shoulder Taps
19 Short-Term OutcomesWhat are the measurable changes you expect to see in the identified risk and projective factors (i.e. objectives)Outcomes should contain the following elements:What will change?For Whom?By how much (magnitude of change)By when (what time period) will the change occur?19
20 Example of a Logic Model - Activities Goal Objectives Strategies Activities Short-term OutcomesThere is adecrease inunderagedrinkingamong14-18 yearoldsin thecommunityof LincolnRetailAvailabilityBy June 2008a 15% decreasein the numberof youth who gainaccess toalcohol throughretailestablishmentsMerchantEducation- Determine content of program-Determine incentives-Assess who to train, barriers to training-Outreach to merchantsComplianceamongmerchants willincrease by 30%by 2008 asmeasuredcompliancerate checksDetermine if voluntary or mandatoryDetermine incentiveves for training participantsOutreach activitiesDetermine ME programAssess who to train, barriers to trainingTraining of MerchantsCompliance ChecksConnect with AG office to determine if there are state compliance checksRecruit and train appropriate people for checksDetermine what deterrent, e.g. fine, etc.Determine tracking systems or rates (how many stores, whom)Shoulder Taps
21 Long-Term OutcomesDescribe the extent of the change (the percentage of increase or decrease) you hope for;Identify the target population or group you want to impact;Specify the behavior, condition, or knowledge you hope to change; and,Include a timeframe in which the change can be expected.21
22 Example of a Logic Model - Activities Goal Objectives Strategies Activities Short-term Long-term Outcomes OutcomesThere is adecrease inunderagedrinkingamong14-18 yearoldsin thecommunityof LincolnRetailAvailabilityBy June 2008a 15%decreasein the numberof youth whogainaccess toalcoholthroughretailestablishmentsMerchantEducation-Determine content of program-Determine incentives-Assess who to train, barriers to training-Outreach to merchantsComplianceamongmerchantswill increaseby 30%by 2008 asmeasuredrates checksA decreasein 30 day useamong youthages 14-18as measuredby the YRBSDetermine if voluntary or mandatoryDetermine incentiveves for training participantsOutreach activitiesDetermine ME programAssess who to train, barriers to trainingTraining of MerchantsCompliance ChecksConnect with AG office to determine if there are state compliance checksRecruit and train appropriate people for checksDetermine what deterrent, e.g. fine, etc.Determine tracking systems or rates (how many stores, whom)Shoulder Taps
23 Guiding Principles related to planning Cultural CompetencySustainabilityParticipatory InvolvementContinuous Quality ImprovementYou are to add the four guiding principles here.
24 Cultural Competence and Planning “A set of behaviors, attitudes and policiesthat come together in a system, agency, orprogram or among individuals, enablingthem to function effectively in diversecultural interactions and similarities within,among, and between groups.”Sources: U.S. Department of Health and Human Services
25 Culturally Competent Goals, Objectives, Strategies, Activities, & Evidence Based Approaches How do we ensure that cultural awareness exists in effective program planning?How do the decisions made by the planning process directly affect people’s lives?How would you involve your priority population in their development?
26 Culturally Competent Goals, Objectives, Strategies, and Activities ■ Is the process reflective of the interests of the priority population?■ What are some of the cultural beliefs and attitudes towards prevention and how may they be different in diverse sub-populations?■ Do they account for cultural elements such as language, attitudes, rites of passage, gender roles, values, norms, customs, etc?■ Are there cultural considerations that need to be considered in the adaptation and tailoring of evidence-based approaches?
27 Elements of sustainability in SPF step 3 Planning What elements of sustainability are present in step 3How do we know if those elements are present (what indicators might be present)>>>What are some guiding questions…
28 Action areas for SPF step 3 Planning … 1. Structures and Formal Linkages2. Policies and Procedures3. Resources4. Expertise5. Quality and Accountability6. Effectiveness (step 3)7. Reach and Alignment (step 3)8. Relationships9. Champions10. OwnershipHere introduce the concept of 3 Keys and 10 related Actions to be unlocked. Actions = Key turning the lock. Each of the 10 Actions listed can be unlocked by one of the 3 Keys.
29 Guiding questionsDoes the strategy address problems identified through the data-driven process?Does the strategy match the characteristics of the target population?What, if anything, needs to be done to increase alignment between the needs of the target population and the strategies implemented to address these needs?