Effective Action Planning and Implementation

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Background

This resource page focuses on helping communities build an effective action plan.  After bringing stakeholders together, gathering and analyzing data, and identifying needs in terms of services and programs, the next step is to develop an action plan to address those identified needs.  This will typically include multiple strategies.  Working in close coordination when developing a plan of action is an important as ever so that all stakeholders have buy-in and be accountable to the group.  While the experience of communities varies, there are some common principles that consistently appear.  It is also important to consider cultural differences within a community an include needed competencies to ensure the action plan addresses the needs of all residents.

 

 

 

Key Components to an Effective Action Plan

As stated before, 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 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 is 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:  It should also be noted that the action plan will need to be constantly revised to address new realities and lessoned learned.  

Clear Strategies and Related Action Items

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 ooutcome. Many community coaltions - especially those with a large number of members - will break into working groups or committees around each objective.  Naturally those members who are subject matter experts and work in specific areas will take the lead in the development of action plans to achieve each objective.

In formulaitng these plans, it is important that expectations are realistic and that the actions identified can be achieved.  It is important that progress be made, even when action plans are revised due to changing data and lessons learned.  Achieving progress is important to keeping participants energized and motivated.

Identification of Responsible Members

It is important for all participants to know what part of the action plan they are responsible for.  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 to there is not confusion or misunderstanding.  

Short and Long Term Goals with Timelines

 

Identification of Resources Needed

Part of creating an achievable action plan is that financial and other resources need to be identified and secured.  This may involve going to your local or state government and requesting funding, 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

Shared accountability of all stakeholders involved in completing a given activity ensures that progress is being made towards achieving desired outcomes.  These are the actions nd goals that cannot be achieved by a single stakeholder.  Data is used to revise these goals and action plans 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.

 

Tools & Resources

TR - Improve Alignment & Teamwork Among Existing Programs & Opioid Related Coalitions

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Sources

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1. [11]
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4. [14]