1. 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

2. Approaching cross system efforts

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

4. 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

5. 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

6. 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

7. Sharing data across agencies and prevention efforts

8. 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

9. 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

10. What has worked and not worked?

11. 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

12. 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

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

14. Resources

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

16. A Final Thought…

17. Questions?