Evaluation Utility

We recognize that the evaluation plan must do more than document program process and outcomes. We understand that the evaluation activities must also contribute practical information that can be readily

communicated to stakeholders, that can strengthen the NH Prevention System by identifying opportunities for improvement, and that can contribute to long-term sustainability of effective strategies, policies and actions. The evaluation activities will encourage all stakeholders to participate in the evaluation process in order to assure the reliability of information based on multiple perspectives and broad representation. The evaluation findings will be intended for a broad audience of stakeholders including partners beyond the historical

prevention system. By addressing the contextual and process components of the work over time as previously described, the evaluation activities will yield useful information for modification or improvement of the Strategic Plan throughout the course of the project.

XI.

SUSTAINABILITY PLAN

The sustainability of effective, evidence-based prevention efforts in New Hampshire is inherent in BDAS’ design of its Regional Network System in that regions are required to engage the five core community sectors (health, education, business, safety, and government) in all aspects of the ACPIE process on a continuous basis. Furthermore, it is required in regional network contracts to leverage the financial and other resources of its membership and community coordination to foster the inculcation of evidence-based prevention strategies into these existing community infrastructures. For example, five regions have included the evidence-based

Screening, Brief Intervention and Referral to Treatment (SBIRT) in their regional strategic plans. Implementing SBIRT will not require the prevention network to hire staff and conduct a program; rather it requires

development of the readiness and capacity of its membership to weave SBIRT into an existing community health system.

As is evidenced in the current funding year, with the five sector model and contractual obligation to leverage funding and resources to foster evidence-based prevention, sustainability is already in evidence. As the table on page 15 denotes, with nine of ten regions reporting, and subtracting the state’s $75,000 per year investment in

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regional network infrastructure itself, the Regional Network System (RNS) has averaged approximately $1M in the current year.

Additionally, the structure, membership and activities of the Commission will continue to foster collaborative action that leverages significant leadership, existing state agency resources, and supporting policies that result in the increase in evidence-based strategies being implemented to address substance abuse needs in the state. Additionally, the New Hampshire Charitable Foundation (NHCF) in a unique and powerful public-private partnership with BDAS, is in receipt of the RNS’ ten regional plans for their internal review and prioritization. The NHCF has stated publicly that it will be directing the majority of its substance use portfolio, one of the largest private foundation portfolios in the nation specifically dedicated to addressing alcohol and drug abuse, to meet some of the resource needs these plans articulate. Their planned commitment is to match the state’s investment in the amount of approximately $1M per year for up to ten years. The NHCF is playing a critical role by serving as a leveraged funding stream for the RNS and the communities they serve. The NHCF also uses regular data reports from the RNS to cultivate existing and new donors considering charitable gifts for

community substance abuse prevention, growing its substance use portfolio, and thus available funding, even

more.

As a result of BDAS’ design and its positive, successful partnership with a private foundation, sustainability activities will include the annual requirement and requisite reporting of leveraged funding and other resources and the annual requirement and requisite reporting of new evidence-based prevention strategies as a result of or in addition to leveraged funding and other resources by the RNS. Sustainability activities will also include the on-going maintenance of a positive, synergistic relationship with the NHCF that will continue to generate significant social and financial capital in service to substance abuse prevention in New Hampshire. Finally, the outcomes of the SPE investment in infrastructure needs relative to data management, service coordination, technology, and evaluation will improve the state’s ability to collect and report on process, intermediate and long-term outcomes of prevention efforts that will strengthen sustainability. BDAS will continue to seek, secure and leverage federal opportunities, as evidenced in their recent (7/19/2012) application for Partnerships For Success II funding to further support the strength and sustainability of substance abuse prevention efforts in New Hampshire for the health, safety, and well-being of its residents and communities.

XII.

CONCLUSION

The transformation of New Hampshire’s prevention delivery system holds significant promise as well as clear opportunities for system enhancement. The power of the Regional Network System and its five core sector approach has already led to significant resource and capacity growth that may be outpacing the state’s

infrastructure to support it. Furthermore, as a result of this systems cultivation of prevention leaders and actions within existing state and community sectors, the growth of the “field” of prevention workers has been and will be exponential, fostering a prevention workforce within these existing systems that will require significantly expanded access to new and adapted prevention knowledge and skills. The state’s Strategic Prevention Enhancement Plan must be the beginning of larger system architectures and specific work plans for key stakeholders to ensure an effective, responsive and accessible infrastructure is supporting substance abuse prevention in New Hampshire. This interplay between support mechanisms and community and regional action is critical to achieving and articulating prevention successes. It has been determined by BDAS that components of this plan be incorporated into the larger strategic planning process of the NH Governor’s Commission on Alcohol and Drug Abuse Prevention, Intervention and Treatment due for completion December 2012. This plan will be reviewed and updated at least annually and used to inform work plans for system members, sub-