regional prevention partnership sustainability …...regional prevention partnership sustainability...

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Regional Prevention Partnership

Sustainability Training

December 7, 2016

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Regional Prevention Partnership Sustainability Training

Building Safe, Healthy, and Drug Free Communities

Vermont Department of Health, Alcohol and Drug

Prevention Programs

West Lebanon, NHDecember 7, 2016


2Building Safe, Healthy, and Drug Free Communities

Session Objectives

Participants will be able to:

• Describe what sustainability planning aims toaccomplish, at the regional, community, and Partnership/ Coalition levels;

• Describe how sustainability can be addressed at eachstep of the Strategic Prevention Framework;

• Communicate the items needed to impact sustainability;

• Use the CADCA six planning steps to plan for sustainability within the Regional Prevention Partnershipframework.


Sustainability

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Sustainability

What are the characteristics of a sustainable partnership / coalition?


A sustainable partnership has enough

resources to intervene at the community

level and can maintain these resources long

enough to see community-level outcomes.

Definition of Sustainability


The Strategic Prevention

Framework (SPF) process

Specific programs,

strategies or initiatives

The Partnership organization

What are we Sustaining?

Outcomes

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Elements of Sustainability include:

• Partnerships / membership

• Cultural Competence

• Processes

• Strategies

• Outcomes

• Resources

• Training & T/A

• Data

• Leadership

• Organization / infrastructure

• Community outreach / ownership

Elements of a Sustainable Partnership / Coalition


Sustaining a Partnership / Coalition

Why is it important to sustain the Partnership

throughout the Strategic Prevention Framework

(SPF) process?

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The Strategic Prevention Framework

5. Develop and Implement Interventions

12.Enhance Cultural Competence

11.Improve Leadership, OrganizationalManagement and Development

10.Increase Participation and Membership

8. Sustain the Coalition’s Projects and Initiatives

Assessment

Capacity and Cultural Competence

Planning and Implementation

Evaluation & Sustainability

4. Develop Strategic and Action Plans

7. Evaluate the Coalition’s Efforts

9. Create and Maintain Coalition Partnerships

1. Assess Community Needs and Resources

2. Analyze Problems and Goals

3. Develop a Logic Model

6. Advocate for Change / Influence Policy

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Assessment

Key Elements: 1. Assess community needs and resources.2. Analyze problems and goals.3. Develop a framework or model of change (logic

model).



4. Develop strategic and action plans.5. Develop and implement interventions.6. Advocate for change and influencing policy

development.



4. Develop strategic and action plans.5. Develop and implement interventions.6. Advocate for change and influencing policy

development.

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Evaluation and Sustainability

7. Evaluate the Grantee’s efforts 8. Sustain the Grantee’s projects and initiatives


Capacity and Cultural Competence

9. Create and maintain the Grantee’s partnerships.

10. Increase participation and membership.11. Improve leadership, organizational

management and development.12. Enhance cultural competence.


Applying Cultural Competence Throughout the SPF

Assessment

• Accurately assess the influence oftheir own values, perceptions, opinions, knowledge, and social position on their interactions with others.

• Provide andpromote anatmosphere in which similarities and differences can be explored, and understand that this process is not only cognitive but attitudinal and affective, as well.

Capacity

• Learn to be an allyto groups that experienceprejudice anddiscrimination in the community.Help others learn tobe an ally to theirown cultural groups.

• Help expand other people’s knowledge of their culture, and affirm andlegitimize otherpeople’s cultural perspectives.

Planning

• Learn to embracenew, ambiguous,and unpredictable situations, and bepersistent in keepingcommunication linesopen whenmisunderstandingsarise.

• Encouragecommunitymembers to see themselves in a multicultural perspective, and encourage skills‐building in cross‐cultural interactions andcommunication.

Implementation

• Encourage and accommodate a variety of learningand participation styles, building on communitymembers’strengths.

• Draw upon theexperiences of participants or collaborators to include diverse perspectives inany givenintervention.

Evaluation

• Be skeptical about the validity of diagnostic tools applied to people who are culturally different from thoseupon whom thenorms were based.

• Understand, believe, and convey that there are no culturally deprived or culturally neutral individuals or groups, and that all cultures have their own integrity, validity, and coherence, and deserve respect.

http://www.samhsa.gov/capt/applying‐strategic‐prevention‐framework/cultural‐competence/cultural‐competence‐spf

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Sustainability Throughout the SPF


For each step of the SPF, describe the “elements of sustainability” that are most critical to implementing the step.

Provide specific descriptions of how the element is important for the step.

Sustainability Throughout the SPF

Activity


State Region Community Coalition

Sustaining Prevention in Vermont

How do we Sustain Prevention at Each Level?

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State



What is unique about the State-level prevention?


Region



What is unique about the Region-level prevention?


Community




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Coalition





For each level, describe specific steps / actions that can be taken to build sustainability throughout the Strategic Prevention Framework.• State• Region• Community• Coalition

Activity



Next Steps:

a. Identify key points from the sessionb. What information can you take back to your

region, communities and Partnerships?c. What additional information or training would be

helpful?

Activity


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Six Step Sustainability Planning Process

1. Identify what must be sustained & inventory current resources

2. Identify future resource needs

3. Create case statements

4. Select funding strategies

5. Identify potential sources and donors

6. Action plan for contacts and requests

Afternoon Session









Afternoon Session



What Are We Sustaining?

We are sustaining the ability to achieve your Partnership’s Vision and Mission!

VISION:The long term vision for the Regional Prevention Partnerships

(RPP) is for a fully functioning statewide system for prevention services that is coordinated at the regional

level and respectful of the regional and cultural diversity that exists across the state of Vermont.

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What Are We Sustaining?

We are sustaining the ability to achieve your Partnership’s Vision and Mission!

MISSION:This system will build upon existing structures at the state, regional, and community level that can support this vision. The ultimate goal is to have effective regional prevention

structures that collectively cover the entire state, along with centralized support and services.



Based on your Partnership’s current Vision and Mission Statements

Describe the Partnership’s:

• Drugs (issues) currently addressed

• Community(s) served

• Continuum of care addressed

• Focus on environmental and/or individual strategies

• Specific strategies / initiatives to be sustained

• Role of the Partnership in the community

• Support for Communities / Coalitions

Current Vision and Mission



Discuss the Partnership’s current resources including:

• Current funding sources – what are the Partnership’s current sources of resources including $ and in-kind

• Current Budget – how does the Partnership use its resources?

Current Resources

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Will your Partnership’s current Vision and Mission Statements be relevant in 5 years?

Describe the Partnership’s:

• Drugs (issues) currently addressed

• Community(s) served

• Continuum of care addressed

• Focus on environmental and/or individual strategies

• Specific strategies / initiatives to be sustained

• Role of the Partnership in the community

• Support for Communities / Coalitions

Vision and Mission in 5 Years



What is being sustained?

Based on the future Vision and Mission what will your Partnership “look like” in 5 years?

Organization & Staffing

Fiscal Agent

Budget

Strategies

MembershipLeadership

Training / TA

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Future Resource Needs

In 5 years will the Partnership resources needed be larger, smaller or stay the same?

$200,000

2016 2021

Larger

Smaller

Same



Future Resource Needs

In 5 years how much $$ will be needed to sustain the Partnership?









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3. Create Case Statements

A written answer to key questions held by potential supporters

• Why is the Partnership needed?

• How will the it make a difference?

• Who is involved and supporting?

• Is the Partnership cost effective?


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Create a Case Statement



1. Identify what must be sustained & inventorycurrent resources









Which funding strategies will the Partnership prioritize?

Select Funding Strategies – “Funding Pie”

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For each funding Strategy:

1. Describe the strategy in detail2. Estimate the target $$ to be obtained3. Identify potential sources, donors or partners4. List specific action steps needed to develop the

strategy and identify sources, donors or partners

Develop Funding Strategies


Foundation Center:

George A. DascombCharitable Trust,Bellows Falls, VT

https://fconline.foundationcenter.org

Identify Potential Sources and Donors


Identify Potential Sources / Donors

Shift Partnership Members’ involvement into “commitment”

$$

http://sitemaker.umich.edu/sw_663/files/article_2.pdf

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1. Identify what must be sustained & inventorycurrent resources








Identify what Partnership members will do NOW to begin building relationships with FUTURE donors.

Develop plans to:- Engage Partnership members- Publicize the Partnership’s successes- Connect with potential donors



Sustainability Plan Outline:I. IntroductionII. Case StatementIII. Future Resource NeedsIV. Summary of Funding StrategiesV. Detailed Funding Strategies

• - Specific Case Statement• - Descriptions• - Potential sources, donors or partners

VI. Action Steps

Sustainability Plan

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Next Steps

Build a “Fund Development” Orientation

Create a Sustainability or Fund Development

Work Group

Give board members fund raising tasks

Make an organizational commitment

Include “at-large” members on

Partnership Board


Next Steps

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© Copyright 2016 Community Anti-Drug Coalitions of America

Community Anti-Drug Coalitions of America (CADCA) is a nonprofit organization that is dedicatedto strengthening the capacity of community coalitions to create and maintain safe, healthy anddrug-free communities. The National Community Anti-Drug Coalition Institute works to increase theknowledge, capacity and accountability of community anti-drug coalitions throughout the UnitedStates. CADCA’s publications do not necessarily reflect the opinions of its clients and sponsors.

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All rights reserved. This publication, in whole or in part, may not be reproduced in any form by anyelectronic or mechanical means (including photocopying, recording or information storage andretrieval) without written permission. Please cite CADCA’s National Coalition Institute in references.Reproduction in any form for financial gain or profit is prohibited.

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