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three year plan for prevention
and intervention services
2007 - 2009

Adopted by the Board of Directors June 14, 2006

executive summary

The 2007- 2009 Three Year Plan is a continuation of CASAC’s commitment to providing quality prevention, intervention and support services for chemical dependency and compulsive gambling.

Vision: Our vision is to create a healthy and safe community free from the abuse of alcohol and other substances.

Mission: CASAC’s mission is preventing the abuse of alcohol and other drugs through advocacy, hope and awareness.

Commitment: CASAC is committed to providing leadership in community prevention and intervention services, utilizing best practices in prevention science, fostering collaboration to meet community needs and advocating for social and environmental change.

We will continue to advocate for public awareness of chemical dependency and compulsive gambling issues that affect our community, promote prevention through awareness, education, training, intervention and referral services, provide supportive services as deemed necessary by the Board of Directors and offer the hope of recovery to those affected by chemical dependency and compulsive gambling.

CASAC’s strategy includes working to build capacity that meets the demands of our community, establishing and nurturing collaborative relationships, and executing strategic priority planning at three year intervals.

Definitions

Chemical Dependence

Section 1.03 of Mental Hygiene Law defines chemical dependence as “the repeated use of alcohol and/or one or more substances to the extent that there is evidence of physical or psychological reliance on alcohol and/or substances, the existence of physical withdrawal symptoms from alcohol and/or one or more substances, a pattern of compulsive use, and impairment of normal development of functioning due to such use in one or more of the major life areas included but not limited to the social, emotional, familial, educational, vocational, and physical.” For this document, the term “chemical dependence” includes alcoholism and/or substance dependence.

Compulsive Gambling

Section 1.03 of Mental Hygiene Law defines “compulsive gambling” as an impulse control disorder.

The Planning Process

CASAC’s Board and Staff met in April, 2005 with John Earshen and Christina Coyle from The Mattison Group consulting firm for a day-long session to review where we have come based on past plans and where we need to go from here. Emerging issues such as evidence-based programming, staff retention and support, funding and changes in community were identified.

A Planning Team composed of four board members and five staff was charged with reviewing, refining and developing priorities. The McKinsey & Company Self Assessment Grid was used by the Planning Team to help develop a picture of CASAC’s current organizational capacity to identify areas that were strongest, areas that could be improved and to measure changes in capacity over a specific time period.

Consultant William J. Shanahan, Ph.D. reviewed the document and made suggestions that further improved the Plan.

McKinsey and Company Self Assessment Grid

The Self Assessment Grid identifies seven categories for review to help the organization identify areas of capacity that are strong and potential areas for improvement. The seven categories are: Aspirations, Strategy, Organizational Skills, Human Resources, Systems and Infrastructure, Organizational Structure and Culture.

Team members scored CASAC on each element of organizational capacity based on text best describing current status or performance and where they wanted CASAC to be by the end of the next planning cycle. The extent of capacity change desired was then determined by use of a numerical scale. Team members rated CASAC moderate to high in Organizational Skills, Human Resources, Systems and Infrastructure, Organizational Structure and Culture. Moderate to high ratings were reviewed to determine if there was a need to increase capacity in those categories. A reviewing of the scoring also included discussion and decision on whether CASAC was at capacity in those categories and whether an increase was appropriate. The Team determined, based on the grid, that little change was needed to maintain the desired capacity in those categories. Aspirations and Strategy were the two categories determined as potential areas for the most improvement.

Aspirations included Mission, clarity and boldness of Vision and acknowledgement of overarching goals. It was determined a review of the Mission and the Vision with some clarification of overarching goals would bring Aspirations to the desired level.

Strategy included overall strategy, goals and performance targets, program relevance and integration, program growth and replication, new program development and funding models. Team members’ assessment of Strategy indicated potential for improvement in those areas. The Three Year Plan for Prevention and Intervention Services includes priorities, goals and action steps to enhance CASAC’s overall prevention and intervention strategy.

Challenges

Chemical dependency prevention and treatment service providers across New York State face a variety of challenges. Some of those challenges confronting CASAC are:

• Limited financial resources.

• Documentation of demonstrable results.

• Lack of meaningful and pertinent local needs assessment.

• Effective cross-system coordination and collaborations.

• Increased demand for CASAC services by other systems.

• Recruiting and retaining a well trained workforce.

Opportunities

Opportunities to enhance services include:

• The growing recognition by other systems that many of the individuals they serve need chemical dependency and/or compulsive gambling prevention and intervention services.

• Federal and NYS OASAS (New York State Office of Alcoholism and Substance Abuse Services) focus on implementing evidence-based strategies that work in communities and for individuals.

• Growing public awareness of compulsive gambling.

Criteria for Priorities

Criteria for selecting priorities included:

• Is it achievable?

• Will it strengthen or improve CASAC services?

• Does it close a gap or meet a need?

• Do we have the necessary resources or the opportunity to attain those resources to accomplish the priority?

• Does it fall within CASAC’s mission?

• Is it within CASAC’s control?

• Is it financially realistic?

Five priorities were developed along with goals, strategies and action steps to achieve each priority over the next three years.

• Communicate to the communities we serve that chemical dependency and compulsive gambling are chronic yet preventable and treatable diseases.  priority 1

• Provide new or enhanced evidence-based or model programs and services to address current and emerging needs.  priority 2

• Strengthen collaborations across multiple systems to effect positive change in the individual and shared environment.  priority 3

• Foster continuous improvement in the management and performance of human resources and supportive facilities and technology.  priority 4

• Structure and manage funding to increase capacity and maintain quality services.  priority 5

Planning Team

Board

Berkeley Adams
Mary Carney
Gary Greenwood
Tony Raffa
Rev. J. Kenneth Soderquist, Ad Hoc as Board President

Staff

Kathy Colby-Leonard, Training Coordinator
Julie Franco, Program Services Director
Billie Jean Hubert, Associate Director
Patricia Z. Munson, Executive Director
Rose Prinzi, Community Relations

priority 1

Communicate to the communities we serve that alcohol, chemical dependency and compulsive gambling are chronic yet preventable and treatable diseases.

Goal 1 – Increase public awareness of alcohol, chemical dependency and compulsive gambling using individual and environmental strategies.

Strategies:

1.1 Utilize the most current public education materials targeting individuals, communities and professionals to help people learn more about the abuse of alcohol and other drugs, the disease of addiction, and how to prevent, intervene, treat or recover.

Action Steps • Time Frame

A. Access at least 6 of the following: • 2007-2009 Yearly

1. National AD Council Ads

2. OASAS (Office of Alcoholism & Substance Abuse Services) PSAs

3. Other sources for materials

B. Continue media campaign schedule promoting 3 national and local awareness events. • 2007-2009 Yearly

1. National Gambling Prevention Week

2. Underage Drinking is Not a Minor Problem

3. April is Alcohol Awareness Month

C. Record 4 PSAs each year to be used by local media. • 2007-2009 Yearly

D. Use Awareness Theatre to conduct 1 infomercial by broadcasting specific programs such as: Media Literacy, BABES and The Adolescent Brain. • 12/08

E. Develop special media efforts to target specific population groups.

1. Parents/adults & underage drinking • 12/07

2. Seniors & gambling • 12/08

3. Health Care providers • 12/08

4. Recovery community • 12/08

5. Workplace • 12/09

6. Educators • 12/09

1.2 Market and promote the community and professional mobilization process which is the training of individuals and systems that have an impact on the behavior of others, in order to increase awareness of how alcohol, chemical dependency and gambling issues affect the populations they serve.

Action Steps • Time Frame

A. Market and conduct training for identified populations. • 2007-2009 Yearly

1. Parents/adults

2. Youth

3. Educators

4. Health Care providers

B. Implement a Media Literacy campaign which is an environmental strategy to increase awareness of how media influences youth perceptions of gambling, alcohol, tobacco and other drug use.

1. Train additional staff in Media Literacy with the primary responsibility for promoting the campaign in the Community and Professional Mobilization/Training Department. • 12/07

2. Determine need to rename department from Training to Community and Professional Mobilization & Training Department or another name. • 7/07

1.3 Market and promote information and services to targeted audiences using Web technology, media relations and newsletters.

Action Steps • Time Frame

A. Keep CASAC web-site current. • 2007-2009 Yearly

B. Investigate and establish a CASAC presence on youth-friendly web-sites. • 12/08

C. Use educational news releases quarterly for web-site home page and newsletters. • 2007-2009 Yearly

priority 2

Provide new or enhanced evidence-based or model programs and services to address current and emerging needs.

Goal 1 – Establish an operational plan to accommodate community needs.

Strategies:

1.1 Implement the community mobilization process.

Action Steps • Time Frame

A. Begin community and professional mobilization process with the following communities:

1. Silver Creek • 2007

2. Chautauqua Lake • 2007/2008

3. Falconer • 2008/2009

B. Ensure community and school participation in needs assessment through current collaboration efforts. • 2007-2009

1. Use the Underage Drinking Task Force (UDTF) committees to engage others in needs assessment efforts.

a. Use Law Enforcement Committee to engage additional police chiefs and other law enforcement members.

b. Use Education Committee to engage additional superintendents and other faculty members.

2. Engage the following community coalitions, groups and/or agencies in needs assessment efforts:

a. CCON – Chautauqua County Outreach Network

b. COI – Chautauqua Opportunities, Inc.

c. Neighborhood Watch groups (Sheriff’s Department)

d. Community Services Plan

3. Implement a needs assessment, community survey or other documentation to be used such as Communities That Care (CTC) or archival data, key informants and focus groups for each community.

a. Silver Creek • 2007

b. Chautauqua Lake • 2007/2008

c. Falconer • 2008/2009

1.2 Identify evidence-based and model program approaches that meet community needs.

Action Steps • Time Frame

A. Utilize appropriate needs assessment data to plan evidence-based and model program approaches. • 2007-2009 Yearly

B. Research new or plan to enhance current evidence-based and model program approaches as needed. • 2007-2009 Yearly

1.3 Design work plans in accordance with best practices.

Action Steps • Time Frame

A. Utilize OASAS PARIS (Prevention Activity and Results Information System) to construct new work plans yearly beginning 2007. • 9/07

B. Appropriate staff will attend all offered trainings to assist in workplan development. • Fall 2006, 3/07

C. Use needs assessment data to modify the work plans each year. • 2007-2009 Yearly

1.4 Conduct outcome and process evaluations and adjust programs as needed.

Action Steps • Time Frame

A. Train appropriate staff on and implement OASAS PARIS reporting system. • 4/07

B. Develop and implement CASAC procedures for reporting necessary statistics and additional information. • 4/07

Goal 2: Increase community awareness through the use of evidence-based and model programs.

Strategies:

2.1 Disseminate information using evidence-based and model programs.

Action Steps • Time Frame

A. Review funding of AT with OASAS regional office for approval to resume program implementation. • 1/07

B. Incorporate the evidence-based Awareness Theatre program to enhance current model program presentations. • 12/07

C. Utilize the evidence-based Awareness Theatre for community and school awareness efforts and presentations. • 12/07

D. Develop a new Program & Services Catalog and a community awareness/public relations plan for distribution and follow-up. • 2007-2008

E. Expand* target market for universal programs and services.

1. Implement LST Parent Program to LST service areas. • 12/08

2. Implement the “Wanna Bet? Gambling Prevention curriculum in 3 schools

3. Expand After School Programs into 2 more districts for a total of 5 After School Program contracts. • 2007-2008

4. Implement Protecting You/Protecting Me• 12/08

a. Pilot in 2 After School Programs • 6/07

* “Expand” is defined as any documented increase in numbers, programs, services or efforts over the previous year’s statistics.

2.2 Disseminate information on risk and protective factors to individuals and systems that have an impact on the behavior of others.

Action Steps • Time Frame

A. Develop and implement a sequential presentation model for community presentations that builds upon Asset Building and the Risk and Protection Framework.

1. Review Asset Building & Risk & Protection Framework at Staff Planning. • 9/06

2. Develop a team & presentation. • 2/07

3. Commence community implementation for target populations such as funders, superintendents & other school personnel, etc. • 1/08

Goal 3: Implement education and intervention program services for families and individuals affected by chemical dependency and compulsive gambling.

Strategies:

3.1 Market education and intervention services targeted to specific populations.

Action Steps • Time Frame

A. Target selected/indicated at-risk youth for education and intervention services.

1. Develop and implement Prevention Connections campaign for schools and youth serving agencies. • 12/09

a. Implement Teen Intervene program. • 1/07

b. Initiate Teen Talk, a confidential e-mail program for teens. • 6/07

i. Implement an awareness campaign for Teen Talk including give-away items such as pencils with Teen Talk information listed. • 1/08

ii. Initiate school personnel awareness campaign. • 6/08

B. Target families affected by chemical dependency. • 2007-2009 Yearly

1. Expand Family Intervention

2. Expand Information & Referral

3. Initiate Family Intervention/I&R confidential e-mail. • 1/08

C. Target recovering individuals, children of alcoholics/substance abusers, and adult children of alcoholics. • 12/09

1. Research, develop and implement 3 educational support groups. • 12/09

D. Target specific populations for gambling education and intervention services.

1. Adolescents • 12/07

2. Senior citizens • 12/08

3. Women • 12/08

E. Assist in the initiation of Alateen or other Twelve-Step groups. • 12/09

priority 3

Strengthen collaborations across multiple systems to effect positive change in the individual and shared environment.

Goal 1 – Implement community mobilization initiatives to reduce risk and increase protective factors.

Strategies:

1.1 Expand community mobilization and partnerships process.

Action Steps • Time Frame

A. Evaluate collaborations to determine those that are most consistent with CASAC’s mission. • 12/08

B. Assess and build on collaborations determined to be most consistent with our mission. • 12/08

C. Prioritize CASAC collaborations to determine the level of involvement necessary to maintain connections. • 12/08

Goal 2 – Prevent and reduce underage alcohol use through community collaborations.

Strategies:

2.1 Expand Underage Drinking Task Force membership to other groups.

Action Steps • Time Frame

A. Develop and implement Task Force 18 month Priority Plan. • 2/08

B. Work with the Task Force Law Enforcement and Education Committees to develop activity plans. • 12/07

C. Recruit next targeted membership groups such as youth, magistrates, parents, business, clergy, etc. • 12/07

2.2 Increase parental and community disapproval of underage alcohol use.

Action Steps • Time Frame

A. Utilize Awareness Theatre to increase community and parent disapproval of underage alcohol use. • 12/08

Goal 3 – Enhance criminal justice collaborations with the correctional system to increase awareness of chemical dependency issues and provide intervention services.

Strategies:

3.1 Incorporate evidence-based strategies into corrections collaborations.

Action Steps • Time Frame

A. Utilize work plan process for corrections programs work plan for 2007. • 9/15/06

B. Assess 2007 work plan and make program adjustments for 2008. • 7/07 due 9/07

C. Assess 2008 work plan and make program adjustments for 2009. • 7/08 due 9/08

3.2 Work with funding partners to increase collaborations for enhancing, expanding and improving current jail services for intervention, treatment and re-entry services for offenders.

Action Steps • Time Frame

A. Implement 2007 work plan as a basis for expansion and improvement in 2008. • 12/08

B. Seek new partnerships for services. • 12/08

C. Assess effectiveness of 2007-2008 effort as a basis for the next three year cycle. • 12/09

Goal 4 – Enhance criminal justice collaborations with the court system to increase awareness of chemical dependency issues and provide intervention services.

Strategies:

4.1 Develop collaborations with innovative court systems such as Family Court and the Integrated Domestic Violence Court incorporating evidence-based programs into these court system collaborations.

Action Steps • Time Frame

A. Review programs for “best fit” into either Integrated Domestic Violence Court or Family Court and introduce to targeted courts. • 12/08

1. Meet with Integrated Domestic Violence and Family Court personnel.

2. Develop target list for professional mobilization training notification.

3. Promote professional mobilization training pertinent to each group and client services for implementation.

B. Target parents/youth involved in the court systems. • 12/08

1. Expand Parent to Parent.

2. Utilize LST Parent Program to enhance services.

3. Make Teen Intervene referrals to enhance services.

C. Provide AA orientation for Drug Court participants. • 6/07

priority 4

Foster continuous improvement in the management and performance of human resources and supportive facilities and technology.

Goal 1 – Identify and provide workforce training opportunities emphasizing staff development and utilization of new prevention science and best practices to strengthen professional competency.

Strategies:

1.1 Continue to emphasize staff development and utilizing new prevention science.

Action Steps • Time Frame

A. Provide biannual internal training at staff planning events. • 2007-2009 Yearly

B. Staff will participate in approved on-line internet trainings when available. • 2007-2009 Yearly

C. Staff will research information on new developments in the field. • 2007-2009 Yearly

D. Staff will be cross-trained wherever possible. • 2007-2009 Yearly

E. Staff will attend conferences when possible. • 2007-2009 Yearly

1.2 Ready staff for certification as Credentialed Prevention Professional (CPP) or Credentialed Prevention Specialist (CPS). * Director of Program Services by 6/07 and other staff as applicable.

Action Steps • Time Frame

A. Continue emphasis on staff approval as OASAS presenters/trainers. • 2007-2009 Yearly

B. Review staff training needs using knowledge base required for CPP/CPS and provide training events whenever possible. • 2007-2009 Yearly

C. Use Core Competency Matrices to assess staff readiness. • 2007-2009 Yearly

D. Assess staff time in activities in the 5 prevention performance domains. • 2007-2009 Yearly

Goal 2 – Identify and provide workforce development needs and opportunities for administrative and support staff to enhance their knowledge of addictions and other relevant skills.

Strategies:

2.1 Identify needs and make available training to enhance core competencies such as dependency and problem gambling information, computing skills, etc.

Action Steps • Time Frame

A. Identify staff needs through supervision. • 2007-2009 Quarterly

B. Staff will attend available trainings to enhance skills. • 2007-2009 Yearly

C. Staff will be cross-trained wherever possible. • 2007-2009 Yearly

Goal 3 – Identify needs and provide training for Board and other volunteers.

Strategies:

3.1 Increase Board education on chemical dependency issues.

Action Steps • Time Frame

A. Provide information sessions to Board members and volunteers on issues and developments in the field. • 12/07

B. Encourage Board participation in CASAC trainings. • 2007-2009 Yearly

3.2 Recruit for Board diversity including those affected by chemical dependency.

Action Steps • Time Frame

A. Develop a list of desired qualifications for Board members and other volunteers. • 9/06 for 2007

1. Those in Recovery

2. Those with knowledge of the addictions field

B. Current Board members develop a plan to recruit individuals possessing those qualifications. • 2007-2009

3.3 Assess need for recruitment and training of volunteers.

Action Steps • Time Frame

A. Recruit volunteers as needed. • 2007-2009 Yearly

B. Train volunteers as needed. • 2007-2009 Yearly

Goal 4 – Implement an Operational Plan to optimize CASAC’s leadership role in the community.

Strategies:

4.1 Enhance technical support and data management infrastructure to sustain organization functions and support performance improvement.

Action Steps • Time Frame

A. Implement network for staff utilization of electronic day book and calendar. • 1/07

B. Maintain and update donor data base. • 2007-2009 Yearly

C. Maintain and update relevant web-site links. • 2007-2009 Yearly

D. Set up on-line training registration and Pay-Pal payment procedure for CASAC trainings. • 6/07

E. Organize a team to identify a process for collecting e-mail addresses from the mailing list & for reducing the number of mailed copies. • 6/07

priority 5

Structure and manage funding to increase capacity and maintain quality services.

Goal 1 - Identify, research and leverage financial resources for implementation and sustainability of identified programs and services.

Strategies:

1.1 Seek funding and develop grant proposals that support and expand the implementation of CASAC’s mission.

Action Steps • Time Frame

A. Seek opportunities to utilize grant writers within collaborations. • 2007-2009 Yearly

1. COI

B. Explore hiring a grant writer. • 2007

C. Apply for 2007 Drug Free Community (DFC) grant. • 4/07 submission

1. Meet with potential DFC partners to explain grant process. • 10/06

D. Seek funding to support high caliber trainers for professional mobilization. • 2007-2009 Yearly

E. Seek funding to support school and community prevention education and intervention services. • 2007-2009 Yearly

F. Seek funding for Awareness Theatre. • 2007-2009 Yearly

G. Seek funding to support compulsive gambling prevention and intervention services. • 2007-2009 Yearly

Goal 2 - Implement a mission-based fund raising plan.

Strategies:

2.1 Implement Raising More Money (RMM) or alternative Mission-based multiyear giving plan for individual donor solicitation.

Action Steps • Time Frame

A. Compare RMM and other donor solicitation plan for Board decision on which best meets CASAC’s needs.• 9/06

1. Obtain Board commitment to a plan to raise $15,000 during the first year.

B. Set up CASAC foundation. • 10/06

C. Specify Board responsibilities for approved plan. • 10/06

D. Train Board and staff on implementation of plan. • 10/06

E. Implement first year of plan. • 12/07

F. Assess and adjust giving plan for yearly implementation. • 2007-2009 Yearly

2.2 Assess need for supplementary fund raising efforts.

Action Steps • Time Frame

A. Do a time and resource assessment for auction and other fund raising ideas. • 1/07

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