Effective Action Planning and Implementation

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Background

After bringing stakeholders together, gathering and analyzing data, and identifying needs and priorities in terms of services and programs, the next step is for the coalition to collectively develop an action plan that addresses those identified needs, and then, support its implementation.  Working together in close coordination during this process is as important as ever, so that all stakeholders have buy-in and are accountable.  While the experience of communities varies, there are some common principles that consistently appear. 

Key Components to an Effective Action Plan

Substance misuse and substance use disorder is a complex problem whose solutions are numerous across the continuum of care.  What specific solutions are put into an action plan will vary widely, as will the approach different communities take.  Some communities, like Dayton, Ohio, have a complex organizational structure to their Community Overdose Action Team, which includes a planning section charged with development and revision of an action plan.  This section works closely with the data unit to provide status reports to the larger group and evaluate different initiatives within the plan.  Most community coalitions have less structure where specific tasks, like creating an action plan, are done by the entire coalition or where all or most members provide input.  Whatever the scope of the effort, there are some key components needed to develop an effective action plan.  Communities should also note that action plans are living documents and they will need to be constantly reviewed and revised to address new realities and lessons learned along the way.  

Setting Clear Strategies

When gaps and additional service needs are identified, the community coalition can begin to map out a set of actions and strategies to achieve desired outcomes.  These outcomes first need to be agreed upon by the community coalition.  From there, a set of action items can be added to achieve each intended outcome. Many community coalitions - especially those with a large number of members - will break into working groups or committees around each strategy or objective.  Naturally those members who are subject matter experts and work in specific fields can take the lead in developing a plan and outlining the details for that specific strategy.

When formulating these plans, it is important that expectations are realistic and that the actions identified can be achieved.  Even when action plans are revised due to changing data and lessons learned, achieving progress is important to keeping participants energized and motivated so communities may consider planning for small and early wins first.

Identifying Members to Lead Implementation of Strategies

It is important for all participants to know what part of the action plan they are responsible for leading the implementing.  This lays the groundwork of expectations between members and trust that each participant will carry out their portion of the plan.  These responsibilities should be clearly spelled out in writing so there is no confusion or misunderstanding.   Although a coalition member may be helping to coordinate the activities of members, it is the responsibility of each member to be accountable and help achieve progress. 

Developing Short- and Long-Term Goals with Timelines

Once the group as a whole or sub-group agrees to an action plan, it is important to create timelines to complete each activity.  As steps are taken to address both short- and longer-term goals, trust is built between the members working toward a common outcome.  As with the actions themselves, the timelines need to be reasonable and achievable.

Identifying Resources

Part of creating an achievable action plan is identifying and securing any financial and other resources that are necessary.  This may involve going to your local or state government and requesting funding (or policy changes), finding and applying for available grants for the activities included in the plan, and looking to outside private sources of funding as well.  In many cases in-kind contributions can be made by members of the community coalition.

What is important is that the action plan take these needs into account and develop steps to secure any needed resources.  Without needed funding community groups will be unable to meet their goals and objectives.

Tracking of Progress and Outcomes

Within an effective action plan, communities should identify and outline a series of performance indicators that align with their goal(s) and track progress.  Shared accountability ensures that progress is being made towards achieving desired outcomes.  The data can be used to report back to key stakeholders in the community on the progress that is being made, but it also can be used to revise any details related to the action plans as needed if strategies aren’t going as intended, so that all involved can collectively improve the desired outcomes.

Data Use to Implement Performance Management

Accountability and monitoring of progress is an ongoing process.  As is the case with many aspects of community response, strategies and actions are constantly adjusted.  Generally, the performance management process has four components: 

Identify Appropriate Performance Indicators - Determine agreed upon markers of achieving success.

Conduct Performance Measurement - Leverage available data; collect new data to measure short-term and longer-term outcomes.

Monitor and Report Performance Measurement Results - Share cross-sector performance management data, insights, challenges, and successes.

Quality Improvement - Celebrate even small wins together, share what is working, and build on positive momentum to achieve continued progress.  Use evidence of limited results or setbacks as learning opportunities that can be used to improve strategies and action plans.

 

Building a Culturally Competent Plan

Addressing the drug misuse and substance use disorder epidemic is a complex problem requiring a complex and coordinated set of solutions.  Another critical factor to examine and plan for involves how to best serve diverse populations within a given community.  Due to differences in language, culture, and experiences communities addressing any public health issue must develop action plans that can achieve desired outcomes for all people within the community.

Cultural Competence Defined

Cultural competence is defined as the ability of providers and organizations to effectively deliver health care services that meet the social, cultural, and linguistic needs of patients.

A culturally competent healthcare organization seeks to understand the culture of the population served, recognizes the impact of cultural differences, fosters internal learning opportunities to improve cultural knowledge among care teams, and modifies patient care to meet the patient’s unique needs. 

Cultural Competence in Addressing Substance Abuse and Mental Health

There are many resources that discuss how to improve cultural competence in the areas of substance use and mental health.  The Substance Abuse and Mental Health Services Administration has examined this issue in great detail in improving treatment.

Improving Cultural Competence

There are many good resources on how healthcare interests can improve cultural competence.  Many of these strategies apply to community groups looking to improve their response to substance misuse and SUD:

• Collect race, ethnicity and language preference (REAL) data.
• Identify and report disparities.
• Provide culturally and linguistically competent care.
• Develop culturally competent management programs.
• Increase diversity and minority participation.
• Involve the community.
• Make cultural competency an priority

Typically it will take a combination of several strategies to improve cultural competence.  It is therefore important that there be as much input as possible when considering what needs to be done in a given community.  An report with greater detail of specific strategies can be found here.

 

 

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Sources

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