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Lobby

During today’s webinar, tools will be presented that can be used to plan for sustainability.

What tools have you used in the past to guide your sustainability efforts?

Have you used a systematic process to plan for sustainability?

Sustaining Successful Prevention Efforts – Part 2Sustainability: Tools for Assessment and Planning

Hayden D. Center, Jr., Ph.D., LPCSeptember 24, 2019

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Disclaimer

The views expressed in this webinar do not necessarily represent the views, policies, and positions of the Substance Abuse and Mental Health Services Administration or the U.S.

Department of Health and Human Services.

This webinar is being recorded and archived, and will be available for viewing after the webinar. Please contact the webinar facilitator if you have any concerns or questions.

Purpose of the PTTC

•Develop and disseminate tools and strategies needed to improve the quality of substance abuse prevention efforts

•Provide training and learning resources to prevention professionals

•Develop tools and resources to engage the next generation of prevention professionals

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CA

NV

AZ

Pacific Southwest

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Mark Your Calendars!

Monthly Media Series:

Opioid Prevention in Rural Communities

October 24, 2019

3:00 PM – 4:30 PM Pacific

Hayden D. Center, Jr., Ph.D., LPC, was most recently on faculty at Auburn University at Montgomery in the Department of Psychology, where he taught for ten years. He also has worked as a consultant in alcohol, tobacco, and other drug abuse prevention since 1987. Hayden has worked in the field of prevention for more than 30 years. He has worked with numerous agencies and organizations at the national, state, and local levels as an evaluator, including three Drug-Free Community grants. He is also working on the development of a sustainability toolkit that will be released in the Fall of 2019. He and three colleagues will present an overview of the toolkit at the National Prevention Network (NPN) Conference in Chicago in 2019.

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Introduction

• A systematic planning process

• Using tools that have been developed and used in sustainability projects and are based on the scientific literature and the practical experience of prevention providers in the field.

Purpose of the Webinar

• Assess the capability of an organization or coalition to sustain an evidence-based effort.

• Identify key interventions that will increase capability when an organization or coalition is deficient in one or more sustainability activities.

• Apply the sustainability planning model to organizations and coalitions that they currently provide consultation to on sustainability planning.

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Who Does the Work?

• A culturally diverse sustainability readiness workgroup and leadership committee should be established to take the lead in working through the process described in this toolkit.

• It is expected that the workgroup will consult and work with a sustainability leadership committee at key steps identified in the toolkit.

The Sustainability Planning Model

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The Process

• It is recommended that the following tools be utilized in a

12 – month planning process

• Using a shortened timeframe

has not been tested

The First Step

• Identify Evidence-Based Prevention Efforts to sustain

• How do you determine if an effort is Evidence-Based?• The effort is on a reliable list of evidence-based approaches or,

• There is a published evaluation of the effort that includes at a minimum pre- and post-follow up as well as showing positive outcomes.

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Case Study• The Norcross community examined their drug prevalence data and noted that

alcohol use among teens was a problem. Their 30-day use rates were above the state and national averages.

• The evaluation team conducted a series of focus groups and found that many of the teens were getting alcohol at local retail establishments.

• The planning committee of the local community coalition looked at evidence-based prevention interventions and decided that to counter this problem they would institute vendor compliance checks using underage adolescents and young adults.

Case Study Continued• The coalition members included law enforcement and judicial representatives.

They agreed to coordinate the effort and to establish policies that would encourage vendor compliance.

• The coalition was able to get a small grant to cover the first two years of training and implementation of the project. In the first two years there were a number of compliance checks and the word was getting out that some retail establishments had been penalized.

• Although there was a not an immediate reduction in 30-day use, students indicated that alcohol was less available in retail outlets in the annual student survey.

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Compatibility

• This EBPI fits well with other substance abuse preventive interventions implemented in the community.

• This EBPI helps us meet the current needs of our community.

• This EBPI is timely given the current needs of the community.

• This EBPI fits well with the culture and values of our community.

Simplicity

• This EBPI is simple and easy to implement.

• There are a number of components to this EPBI which makes it hard to understand.

• Putting this EBPI into place is difficult because of its complexity.

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Ownership

• The stakeholders involved with this EBPI have influence on the design of the EBPI.

• The stakeholders involved with this EBPI have influence on the implementation of the EBPI.

• The stakeholders involved with this EBPI have influence on the long-range planning for this EBPI.

Relationships

• The key stakeholders involved with this EBPI can collaborate effectively.

• The key stakeholders involved with this EBPI have a high level of trust in each other.

• The key stakeholders involved with this EBPI are able to communicate well with each other.

• The key stakeholders for this EBPI have a high level of enthusiasm for the EBPI.

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Discussion

• How would you rate this evidence-based prevention intervention’s adequacy on:

• Compatibility• Simplicity• Ownership• Relationships

2= Adequate1= Marginally Adequate0= Not Adequate

Data Resources that Support Prevention

• Archival data

• Student survey data

• Household data

• Evaluation data from preventive intervention implementation

• State or regional level substance use related data

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ItemsData Resources (0=no, 1=yes) (5 items) (Computed as a count of a through e)

1. In the past year, has your EBPI implementing organization had access to …

county-level statistics from archival data that can be used for substance abuse prevention planning?

county-level student survey results that can be used for substance abuse prevention planning?

county-level household survey results that can be used for substance abuse prevention planning?

evaluation results on substance abuse prevention interventions that have been implemented with a specific population or groupin your county?

State or regional level substance abuse related data?

Expertise

• Proficiency in obtaining funding for EBPIs

• Planning, implementing (and monitoring implementation of) EBPIs

• Sustaining EBPI(s)

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Expertise Items

Expertise (0=poor, 1=fair, 2=good, 3=excellent) (4 items)

1. Please rate your EBPI implementing organization’s current level of expertise for …

obtaining funding for substance abuse prevention programs, policies, or environmental strategies.

implementing evidence-based prevention interventions (EBPIs).

monitoring the quality of implementation of prevention interventions.

continuing EBPIs.

Expertise

• What types of specific expertise is needed to implement and sustain this intervention?

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Formalization

• Structures and practices that facilitate operating processes which support organizational functioning, including EBPI planning, implementation and sustainability

Formalization ItemsFormalization (0=no, 1=yes) (7 items) (computed as a count of a through g)

1. My EBPI implementing organization currently …

has regularly scheduled meetings.

has a standard way to remind members of upcoming meetings or events.

has developed written bylaws.

has created an organizational chart.

has a written policy that defines membership.

maintains an up-to-date membership list.

provides a standard orientation about the organization to new members.

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Funding Resources

• External funding resources that support planning, implementation and sustainability of preventive interventions (from federal, state, local government, foundation, and other sources)

Funding Resources ItemsFunding Resources (0=no, 1=yes) (6 items) (computed as a count of a through f)

1. Does your EBPI implementing organization currently receive …

federal funding (other than substance abuse block grant) that is used to fund prevention interventions?

state funding (other than pass-through federal block grant funding) that is used to fund prevention interventions?

county, municipal or other local funding that is used to fund prevention interventions?

foundation funding that is used to fund prevention interventions?

external funding (besides federal, state, local government, or foundation funding) that is used to fund prevention interventions?

funding for continuing EBPIs?

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Policies

• Written policies that support implementing (and monitoring implementation of) EBPIs, and sustaining EBPI(s)

Policy Items

Policies (0=no, 1=yes) (3 items) (computed as a count of a through c)

Does your EBPI implementing organization currently have a written policy …

specifying that EBPIs be given priority for implementation?

for monitoring the quality of implementation of prevention interventions?

for supporting continuation of effective EBPIs in your community?

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DiscussionThe local chief law enforcement official has retired. The replacement is from another community. The replacement has publicly indicated that they do not see the need to continue the vendor compliance checks. Although they are effective, the official does not see the need to continue to provide resources to this activity. Additionally, the initial funding for the effort will expire in two months.

• What will make this effort more likely to survive this transition and continue?

EBPI Champions

• Members of the organization who proactively advocate for identifying EBPIs to meet community needs, and for implementing and monitoring implementation of EBPIs

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EBPI Champions Items

EBPI Champions (0=none, 1=one or two, 2 = 3 or more) (3 items)

1. In the past year, how many EBPI implementing organization members have actively advocated for …

identifying EBPI(s) to meet community needs?

implementing EBPIs?

monitoring implementation quality of interventions?

Sustainability Champions

• Members of the organization who proactively advocate for sustaining EBPIs through developing and implementing plans, defining personnel roles, developing managerial functions within the EBPI implementation agency, and developing stable funding and housing for the EBPI

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Sustainability Champions ItemsSustainability Champions (0=none, 1=one or two, 2 = 3 or more) (15 items)

1. In the past year, how many EBPI implementing organization members have actively advocated for …

the EBPI’s goals and/or objectives being put into writing?

the plans or procedures used for implementing this EBPI being put in writing?

a schedule (e.g. timetable, plan of action) for implementing EBPI activities being put in writing?

the strategies for implementing this EBPI being adapted to fit local circumstances?

a formal evaluation of the EBPI being conducted?

a supervisor (e.g., section chief, department head) being formally assigned to oversee the EBPI?

formalized job descriptions being written for staff involved with this EBPI?

evaluation reports of this EBPI being done on a schedule similar to evaluation reports for most other interventions in the EBPI implementing organization?

Sustainability Champions Items -Continued

permanent staff being assigned to implement this EBPI?

an administrative-level, individual within the EBPI implementing organization being actively involved in advocating for this EBPI’s continuation?

staff in the EBPI implementing organization, other than those actually implementing the EBPI, actively contributing to the EBPI’s operations?

the EBPI making a transition from trial or pilot status to permanent status in the EBPI implementing organization?

the EBPI being assigned permanent physical space within the EBPI implementing organization?

the EBPI having a source of funding similar to the funding sources for other established interventions within the EBPI implementing organization?

the staff most closely associated with this EBPI’s implementation being hired from a stable funding source?

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Sustainability Intentions

• Have the EBPI’s goals and objectives been put into writing?

• Have any of the plans or procedures used for implementing this EBPI been put in writing?

• Has a schedule (e.g., timetable, plan of action) used for implementing EBPI activities been put in writing?

• Have the EBPI recommended procedures for implementing this EBPI been adapted to fit local circumstances?

• Is there a written plan for evaluating or monitoring the EBPI implementation?

Sustainability Intentions - Continued

• Has a supervisor (e.g., section chief, department head) been formally assigned to oversee the EBPI?

• Have formalized job descriptions been written for staff involved with this EBPI?

• Are evaluation reports of this EBPI done on a schedule like evaluation reports for most other interventions in your organization?

• Has permanent staff been assigned to implement this EBPI?

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Sustainability Intentions - Continued

• Has an administrative-level individual within the organization been actively involved in advocating for this EBPI’s continuation?

• Does staff in the organization, other than those implementing the EBPI, actively contribute to the EBPI’s operations?

• Has the EBPI made a transition from trial or pilot status in your organization?

• Has the EBPI been assigned permanent physical space within your organization?

Sustainability Intentions - Continued

• Is this EBPI’s source of funding like the sources for other established interventions in your organization?

• Is the staff most closely associated with this EBPI’s implementation hired from a stable funding source?

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Resources

• Human resources—Staff with the right credentials, training, and experience as well as commitment to your prevention work; leaders who understand and support your work, including board members; trained and committed volunteers.

• Fiscal and other resources—Adequate funding and other resources needed to implement your sustainability plan (e.g., transportation, food, printed materials, and evaluation resources).

Resources - Continued

• Technology resources—Expertise needed to address all aspects of the sustainability plan, including the use of the tools provided here; access to any special materials needed to implement the plan; technology appropriate to implementation, such as computers.

• Partnership, collaboration, and other linkage resources—Connections with other community partners who can help implement the plan.

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Please provide your feedback!

https://ttc-gpra.org/P?s=247818

Contact Information

Janet Porter, MPH, CPSTraining and Technical Assistance Coordinator

Pacific Southwest PTTCjporter@casat.org

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References

• Johnson, K., Hays, C., Center, H., & Daley, C. (2004). Building capacity and sustainable prevention innovations: A sustainability planning model. Evaluation and Program Planning, 27, 135-149.

• Johnson, K.W., Fisher, D., Wandersman, A., Collins, D., & White, P. (2009). A Sustainability Toolkit for Prevention Using Getting To Outcomes. Pacific Institute for Research and Evaluation (PIRE) & Community Anti-Drug Coalitions Across Tennessee (CADCAT).

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References

• Johnson, K.W., Collins, D., & Wandersman, A. (2013). Sustaining innovations in community prevention systems: A data-informed sustainability strategy. Journal of Community Psychology, 41(3), 322-340.

• Johnson, K., Collins, D., Shamblen, S., Kenworthy, T., & Wandersman, A. (2017) Long-term sustainability of evidence-based preventive interventions and community coalition survival: A five- and one-half-year follow-up study. Prevention Science, 18(5), 610-621.