Thank CARS for all of their support in helping with the Strategic Planning Process! Especially thank Kerrilyn (out on maternity leave at the moment) and Christina Borbley

Approaching cross system efforts

Prevention Hub There are a whole lot of challenges and opportunities in doing things differently

Prevention Hub – What is it? A restructuring effort intended to link prevention programs, staff and opportunities across the Department; A new way of working cross-divisionally where content expertise and specific skills are used to maximum advantage A professional development opportunity for prevention staff to be trained and receive technical assistance An opportunity to leverage prevention resources in times of diminished budgets, streamline contracts with community partners and collaborate on funding opportunities A communication strategy to share best practices, engage in media advocacy and advance the value of prevention county-wide

Prevention Hub – What are we doing? Realignment of internal structure to support prevention Trainings on specific competencies to build skills of partners and staff Cross system strategic planning Use of collective impact Realignment of internal structure to support prevention Commitment from department director Establishing and maintaining a priority on prevention Trainings on specific competencies to build skills of partners and staff Focused training efforts on “prevention 2.0” skills – collaboration; engaging residents, evidence-based strategies, communication, equity Connecting trainings with roundtables Establishing workgroups with community partners and Hub staff to prepare for future planning/strategic direction Cross system strategic planning Took a different approach to the AOD strategic plan – expanded to Continuum of Services; utilized the SPF Healthy Eating/Active Living – engagement of leadership/policymakers Moving towards an overall prevention strategic plan – focused on the “how” we do prevention versus the “what” Use of collective impact

Collective Impact Common Agenda All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions Shared Measurement Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable Mutually Reinforcing Activities Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action Continuous Communication Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and create common motivation Backbone Support Creating and managing collective impact requires a separate organization with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies

Sharing data across agencies and prevention efforts

Sharing Data – Community Level California Healthy Kids Survey (CHKS) Healthy Marin Partnership / Marin County Office of Education Addition of Module G Youth Access Survey Youth Leadership Institute Opportunity to explore how and why youth are accessing alcohol AOD Continuum of Services strategic planning process Agencies provided data during planning process Three levels of data collection built into the plan – provider, county, independent evaluation Community Coalitions engaged in community level data collection Qualitative and quantitative (police, school, etc) Will begin focusing on cross system

Sharing Data – What's Next? Alignment with Epidemiology New ways to look at and use data How it is really changing programs? Data in planning processes Data and assets in the Healthy Eating/Active Living planning process Data opportunities in the MHSA planning process next fiscal year “Healthy Marin 2020” – planning process next year

What has worked and not worked?

Opportunities & Challenges Prevention staff collaborating on projects much more frequently Communication from meetings, trainings, events, etc has increased Hard to give up the old ways of doing things Concern that certain priorities will disappear Information overload – what do you DO with the information? It’s not enough to just get it presented back to you – we have to do some thinking with it

Opportunities & Challenges County-wide and local leadership commitment Looking more closely at outcomes Communities and partners still very overwhelmed Still a struggle to move folks away from just “reflection” and process outcomes

Opportunities & Challenges Partners eager to collaborate Opportunity to focus on equity Dwindling resources and changing priorities of funders Addressing disparities means challenging power

Resources

Resources Module G questions Collective Impact Articles Youth Access Survey questions? Copy of Strategic plan summer HealthyMarin.org Healthy Community Action Guide

A Final Thought…

Questions?