What The SPF

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What The SPF???

• Jamie Katz, MPH
• John Cuffe, BA
• Regional Prevention Center

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Learning Objectives

• Participants will
• Comprehend the art of strategic planning and how
  local strategic plans can create a sustainable
  future for organizations
• Understand how to move from activities to
  outcomes
• Learn the tools needed to position organizations
  for success the strategic planning process

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Building a Coalition is like

• Creating an Orchestra

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At first it might be pretty noisy and
a bit unorganized!
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But the result

• is worth it!

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What Is It?

• A community coalition is a union of individuals
  or organizations working to influence outcomes on
  specific problems1
• A strategic plan assists a coalition in
  determining priorities2
• Strategic planning should be an inclusive
  process, including anyone impacted or influential
  in implementation

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The Art of Strategic Planning

• A meaningful strategic plan will3
• identify the current status of the coalition
  
• develop goals
• develop its mission and vision for the future
• monitor plans
• prioritize action and strategies
• evaluate programs
• clarify values and needs (strengths, weaknesses,
  opportunities threats)
• These steps lead a coalition to develop evidence
  based policies, programs and practices that
  enhance sustainability and success

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A Pathway Leading to Results4
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Strategic Planning Models

• There is no perfect strategic planning model.
  Coalitions develop or modify existing models to
  meet community needs2
• Examples of the many models, approaches, and
  tools available include
• SAMHSAs Strategic Prevention Framework
• Communities that Care
• CSAPs Western CAPT model
• KU Work Group's Community Tool BoxTM

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The Strategic Prevention Framework
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What is the Strategic Prevention Framework?

• The Strategic Prevention Framework (SPF)
  developed by SAMHSA is a five-step approach to
  prevention that encourages comprehensive
  assessment, planning, and evaluation. In the SPF,
  there is a strong emphasis on integrating
  community needs with evidence-based practices in
  a manner that respects cultural diversity and
  promotes sustainability.
• is based on
• the public health approach
• Data-Driven Strategic Planning Process to inform
  decisions
• Outcomes Based Prevention
• concentrates on eliminating risk factors and
  strengthening protective factors.
• is applicable to many areas (e.g., substance
  abuse prevention, HIV/AIDS prevention, youth
  violence prevention)

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What are Risk Factors and Protective Factors?

• Risk factors are those elements within an
  individual or her environment that make her more
  susceptible to particular negative behaviors or
  conditions.
• Protective factors are the opposite those
  elements within an individual or his environment
  that make him less susceptible to those negative
  behaviors or conditions.

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Some Advantages to SPF

• SPF is
• inclusive and participatory.
• emphasizes the role of the community in
  prevention.
• aims to create long-term social change by
  focusing on risk and protective factors that can
  be influenced by short- or medium-term prevention
  efforts.
• provides communities with proven, evidence-based
  models to choose from.
• provides technical assistance and links to other
  practitioners and programs.
• can improve the long-term well-being of the
  community.

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SPF Has 5 Phases
Assessment
Capacity
Evaluation
Planning
Implementation
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Phase 1 Assessment

• Assessment is the systematic gathering and
  analysis of data about the population your
  coalition serves in order to identify the current
  problem(s) and related conditions that require
  intervention5
• Assessment stage involves profiling population
  needs, resources, and readiness to address the
  problems and gaps in service delivery
• Health issue confronting the community or state
  must be assessed accurately through the
  collection and analysis of epidemiological data
• Data should include the magnitude of the problem
  to be addressed, where the problem is the
  greatest, risk and protective factors associated
  with the problem, community assets and resources,
  gaps in service and capacity, and readiness to
  act
• Question to Ask Yourself What does the problem
  look like and what resources do we have and need
  to solve it?

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Phase 2 Capacity

• Capacity refers to the types (such as skills or
  technology) and levels (such as individual or
  organizational) of resources that a coalition has
  at its disposal to meet its aims.
• Capacity stage involves mobilizing and/or
  building capacity to address needs.
• Looks at the resources, people, partnerships,
  coalitions, and skills essential to the
  successful implementation of prevention plans.
• Involves mobilizing resources, engaging
  stakeholders, partnerships with the community,
  building coalitions, developing readiness,
  training and educating community stakeholders,
  and keeping a focus on cultural competency,
  sustainability and evaluation.
• Engagement of key stakeholders is crucial to
  planning and implementing successful prevention
  activities that will be sustained over time.
• Question To Ask Yourself How can we build
  resources we need, use the resources we have and
  mobilize community people around the issue?

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Phase 3 Planning

• Planning is a process of developing a logical
  sequence of steps that lead from individual
  actions to community-level drug outcomes and
  achievement of the coalitions vision for a
  healthier community5
• Planning stage involves the development of a
  comprehensive, logical, and data driven strategic
  plan to address the problems identified in phase
  1 using the capacity built or mobilized in phase
  2
• A comprehensive strategic plan includes goals,
  objectives, performance targets, a logic model
  and an action plan as well as selection of
  evidence-based policies, programs, and practices
  proven to be effective in research settings and
  communities to address the identified problems in
  phase 1.
• The logic model and action plan are visual
  pictures of the theory and assumptions underlying
  the intervention
• It is like a roadmap of how your intervention is
  expected to work, what activities need to come
  before others, and how the desired outcomes are
  achieved
• It identifies key milestones and outcomes against
  which to measure performance, thereby allowing
  for system improvement and accountability
• Question to Ask Yourself How do we optimally put
  together a blue print for addressing the problem?

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CSAP Strategies

• Information dissemination
• Prevention Education
• Alternative Activities
• Problem identification and referral
• Community-based process
• Environmental Approaches

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Phase 4 Implementation

• Implementation puts into motion the activities
  identified in the planning process5
• Implementation stage involves taking action!!! It
  requires you to take action guided by the
  strategic plan developed in Step 3 (Planning).
• Includes the collection of process measure data,
  development of final detailed evaluation plan
  that includes process and outcome measurements
  and the continual monitoring of implementation
  fidelity
• Question to Ask Yourself How do we put the plan
  into action?

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Phase 5 Evaluation

• Evaluation measures the quality and outcomes of
  coalition work. Evaluation enables the
  improvement of interventions and coalition
  practices5
• Evaluation stage involves monitoring process,
  evaluating effectiveness, collecting outcome
  data, sustaining effective programs, and
  improving or replacing those that fail
• Which includes measuring the progress and impact
  of the programs, policies and practices that have
  been implemented Reviewing the effectiveness,
  efficiency and fidelity of implementation as it
  relates to the strategic plan, action plans and
  measures identifying and recommending areas for
  improvement and using the recommendations to
  improve the strategic plan.
• Ongoing monitoring and evaluation are essential
  parts of the strategic plan to determine if the
  outcomes desired are achieved and to assess
  program effectiveness and service delivery
  quality.
• They also can identify successes and encourage
  needed improvements to achieve lasting positive
  results and sustainability.
• The issue of program sustainability should be a
  constant throughout each step of planning and
  program implementation and should lead to the
  creation of a long-term sustainability strategy.
• Question To Ask Yourself How will we know what
  worked and what the results are?

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Cultural Competence

• Cultural competence and sustainability, although
  not included as additional steps, overlap all 5
  of the steps, and are important components to
  consider when reviewing the SPF model.
• Cultural competence refers to a system of
  policies, skills and attitudes that eliminates
  service and participation disparities for people
  of diverse racial, ethnic, and linguistic
  populations, as well as consideration of gender,
  disabilities, and sexual orientation.

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Sustainability

• The essence of sustainability is integrating
  newly developed approaches into the fabric of
  existing support programs and services designed
  to enhance outcomes for children, youth, and
  communities.
• Some important keys to maintaining sustainability
  are motivation, optimism, realization that
  working together is essential to accomplishing
  the vision, realization that system changes are
  essential, and valuing each partners assets and
  contributions.
• Keep in mind that sustainability applies to more
  than funding. With the SPF process we are looking
  at sustaining outcomes, not programs.
• You need to think sustainability from the
  beginning. Look to the system to sustain
  outcomes. Sustain prevention by making it
  everyones job!
• Sustainability can include structures and formal
  linkages, champion and leadership actions,
  resources, administrative policies and
  procedures, expertise (training), and maintaining
  ownership among stakeholders.

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Using SPF in Daily Life Preparing for Finals
using the SPF

• Assessment
• Assess exam schedule when register for classes
• Capacity
• Go to class Don't fall behind Find a study
  buddy start early and start small (start
  reviewing at least 7-10 days before the exam) As
  you move closer to the final, increase the length
  and depth of your review get help if you dont
  understand the material
• Planning
• Plan your time wisely Develop a study plan Plan
  and organize the content areas you need to study
  Skim over all of the material you identified
  Employ a learning strategy Review previous
  tests,
• Implementation
• Carrying through with your study plan take your
  finals
• Evaluation
• Evaluate how you did on your exam? What was
  successful? What would you do do differently to
  prepare for finals next time?

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Keys to Making Your Plan Effective5

• Get Everyone Involved from the Start - develop a
  plan that everyone feels part of. Assign every
  member a goal/objective so that they will share
  responsibility for achieving the plan.
• Delete the Fluff - delete the non-essential
  verbiage that just clutters up the page.
• Appoint a Strategy Engineer - appoint an
  organized and respected individual as the point
  person for the plan.
• Develop a SMARTC plan create objectives that
  are specific, measurable, achievable, relevant,
  timely and challenging. Make sure the plan is
  realistic, flexible and complete.
• Create a Strategic Plan Poster put the key
  parts of your plan on 1 page to create a
  user-friendly visual illustration.
• Connect Achievement to Incentives - recognize
  and reward successful implementation of the
  strategic plan. This will elevate its importance.

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Keys to Making Your Plan Effective5

• Incorporate KISS (Keep It Simple Stupid) keep
  the plan simple so all members can understand and
  implement it.
• Hold Monthly Strategy Meetings keep your plan
  alive by regularly discussing its status.
  Incorporate it into the agenda - check off
  completions, troubleshoot problems, make changes
  where needed.
• Measure Success/Use a Scorecard develop a
  document for on-going evaluation of benchmarks
  and goals of the plan. Charts and graphs are
  useful graphic tools.
• Lead by Example - complete and total commitment
  of leadership is critical to success. Talk about
  the plan regularly and use it in conversations
  with stakeholders.
• Celebrate Success- celebrate successes along the
  way no matter how big or small.

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By Following

• Assessment - determining your needs
• Capacity - improving your capabilities
• Planning - developing a strategic plan
• Implementation - putting your plan into action
• Evaluation - documenting the outcomes of your
  work.

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Your Orchestra will go from..

• A Noisy Mess.

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To

• Making Beautiful Music!

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• Questions?
• Comments?
• Lessons Learned?

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References

• 1 Cohen L, Baer N, Satterwhite P. (2002).
  Developing effective coalitions an eight step
  guide. In M.E. Wurzbach (Ed), Community health
  education promotion A guide to program design
  and evaluation (2nd ed.) (pp161-178).
  Gaithersburg, Md Aspen Publishers Inc.
• 2 McNamara, C. (2007). Field Guide to Nonprofit
  Strategic Planning and Facilitation. Minneapolis,
  MN Authenticity Consulting, LLC.
• 3 Community Associations Institute Research
  Foundation. (2001). Best Practices Report 3
  Strategic Planning. www.cairf.org/research/bpstrat
  egic.pdf.
• 4 Killam, D. (n.d.). Vision, Mission, Goals
   Objectives . . . Oh My!. Group Works Getting
  Things Done In Groups Bulletin, 6107,
  www.umext.maine.edu/onlinepubs/htmpubs/6107.htm
• 5 CADCA (n.d.) Core Competencies that Facilitate
  Implementation of the SAMHSAs Strategic
  Prevention Framework, http//www.coalitioninstitut
  e.org/SPF_Elements/Assessment/AssessmentTools/SPF-
  Core-Competencies-that-Facilitate-Implementation.p
  df
• 6 Olsen, E. (2006). Strategic planning for
  dummies. Hoboken, NJ Wiley Publishing. Inc.