The Advocacy Foundation International Coalition for Drug-Free Communities by The Advocacy Foundation, Inc.

The e-Advocate Quarterly Magazine Ephesians 5:18-20

The Advocacy Foundation International Coalition for Drug-Free Communities

“Helping Individuals, Organizations & Communities Achieve Their Full Potential”

The Strategic Prevention Framework

Vol. IV, Issue XV – Q-3 July | August| September 2018

The Advocacy Foundation

International Coalition for Drug-Free Communities Indigent Defense Crisis In America

“Helping Individuals, Organizations & Communities Achieve Their Full Potential

1735 Market Street, Suite 3750 Philadelphia, PA 19102

| 100 Edgewood Avenue, Suite 1690 Atlanta, GA 30303

John C Johnson III, Esq. Founder & CEO

(855) ADVOC8.0 (855) 238-6280 § (215) 486-2120 www.TheAdvocacyFoundation.org

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Biblical Authority ______

Proverbs 20:1 (NASB) On Life and Conduct 20 Wine is a mocker, strong drink a brawler, And whoever is intoxicated by it is not wise. ______

Ephesians 5:18-20 (MSG) 18-20

Donâ&#x20AC;&#x2122;t drink too much wine. That cheapens your life. Drink the Spirit of God, huge draughts of him. Sing hymns instead of drinking songs! Sing songs from your heart to Christ. Sing praises over everything, any excuse for a song to God the Father in the name of our Master, Jesus Christ. ______ Matthew 6:9-13 (AMP) 9

Pray, therefore, like this: Our Father Who is in heaven, hallowed (kept holy) be Your name. 10

Your kingdom come, Your will be done on earth as it is in heaven. 11

Give us this day our daily bread. And forgive us our debts, as we also have forgiven ([a]left, remitted, and let go of the debts, and have [b]given up resentment against) our debtors. 13

And lead (bring) us not into temptation, but deliver us from the evil one. For Yours is the kingdom and the power and the glory forever. Amen.

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Table of Contents International Coalition for Drug-Free Communities

______

Biblical Authority I.

Introduction

II.

Federal Drug Policy in the US

III.

The Drug-Free Schools and Community Act

IV. Drug-Free Work Environments V.

SAMHSA (Substance Abuse & Mental Health Services Administration)

VI. CADCA (Community Anti-Drug Coalitions of America) ______ Attachments Coalition Handbook Drug-Free Communities Organizational Chart RFA Fact Sheet Frequently Asked Questions

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Introduction A Controlled Substance is generally a drug or chemical whose manufacture, possession, or use is regulated by government. Controlled substances are substances that are the subject of legislative control. This may include illegal drugs and prescription medications (designated Controlled Drug in the United States). In the U.S., the Drug Enforcement Agency (DEA) is responsible for suppressing illegal drug use and distribution by enforcing the Controlled Substances Act. Some precursor chemicals used for the production of illegal drugs are also controlled substances in many countries, even though they may lack the pharmacological effects of the drugs themselves. Substances are classified according to schedules and consist primarily of potentially psychoactive substances. The controlled substances do not include many prescription items, [however], such as antibiotics. Some states in the U.S. have statutes against health care providers self-prescribing and/or administering substances listed in the Controlled Substance Act schedules. This does not forbid licensed providers from self-prescribing medications not on the schedules. The Controlled Substances Act of 1970 The Controlled Substances Act (CSA) was passed by the 91st United States Congress as

Title II of the Comprehensive Drug Abuse Prevention and Control Act of 1970 and signed into law by President Richard Nixon. The CSA is the federal U.S. drug policy under which the manufacture, importation, possession, use and distribution of certain substances is regulated. The Act also served as the national implementing legislation for the Single Convention on Narcotic Drugs. The legislation created five Schedules (classifications), with varying qualifications for a substance to be included in each. Two federal agencies, the Drug Enforcement Administration and the Food and Drug Administration, determine which substances are added to or removed from the various schedules, though the statute passed by Congress created the initial listing, and Congress has sometimes scheduled other substances through legislation such as The Hillory J. Farias and Samantha Reid Date-Rape Prevention Act of 2000, which placed gamma hydroxybutyrate in Schedule I. Classification decisions are required to be made on criteria including potential for abuse (an undefined term), currently accepted medical use in treatment in the United States, and international treaties.

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In the United States, The Federal Food, Drug, and Cosmetic Act definition of a drug includes "articles intended for use in the diagnosis, cure, mitigation, treatment, or prevention of disease in man or other animals" and "articles (other than food) intended to affect the structure or any function of the body of man or other animals." Consistent with that definition, the U.S. separately defines narcotic drugs and controlled substances, which may include non-drugs, and explicitly excludes tobacco, caffeine and alcoholic beverages.

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Federal Drug Policy in the US Drug use has increased in all categories since the beginning of prohibition on January 17, 1920, with the exception of opium; its use is at a fraction of its peak level. A major decline in the use of opium started after the Harrison Act of 1914 was initiated. Use of heroin peaked between 1969 and 1971, marijuana between 1978 and 1979, and cocaine between 1987 and 1989. Between 1972 and 1988, the use of cocaine increased more than fivefold. The usage patterns of the current two most culturally popular drugs: amphetamines and ecstasy, have shown similar gains. The Iran-Contra Affair Secretly, many senior officials of the Reagan administration illegally trained and armed the Nicaraguan Contras, who were funded by the shipment of large quantities of cocaine into the United States using U.S. government aircraft and U.S. military facilities. Funding for the Contras was also obtained through the illegal sale of weaponry to Iran. When this practice was discovered and condemned in the media, it was referred to as The Iranâ&#x20AC;&#x201C;Contra Affair.

1996,

California voters passed Proposition 215, legalizing the growing and use of marijuana for medical purposes. This created significant legal and enforcement conflict between federal and state government laws. Courts have since decided that a state law in conflict with a federal law concerning cannabis is not valid. Cannabis is restricted by federal law (see Gonzales v. Raich). In 2010 California Proposition 19 (also known as the Regulate, Control & Tax Cannabis Act) was defeated with 53.5% 'No' votes, and 46.5% 'Yes' votes. Pursuant to regulations (34 C.F.R. 86) required by The Drug-Free Schools

and Communities Act Amendments of 1989 (codified at 20 U.S.C. Â§ 1011i), as a condition of receiving funds or any other form of financial assistance under any Federal program, an institution of higher education must certify that it has adopted and implemented a drug prevention program which adheres to regulations in 34 C.F.R. 86.100. It has recently gained renewed attention due to Colorado Amendment 64.

Proposition 215 - California

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The Drug-Free Schools and Community Act of 1989 Employee Policies The Federal Drug-Free Workplace Act of 1988 (41 U.S. Code Â§Â§701 et seq.) requires that any employer receiving Federal funding certify that it will maintain a drug-free workplace. Among other things, the act requires that this policy be published notifying employees that the unlawful manufacture, distribution, possession, or use of controlled substances is prohibited in the workplace. It also requires that certain actions be taken if this policy is violated.

Student Policies The Drug Free Schools and Communities Act of 1989 requires that all institutions of higher education adopt and implement an alcohol and drug prevention program to prevent the unlawful possession, use, and distribution of illicit drugs and alcohol on institutional premises or as part of any of its activities. Enforcement of University drug and alcohol policies is a campus-wide effort, lead primarily by University Police and various offices within the Divisions of Student and University Affairs. In addition to established campus policies, students are subject to all State and Federal laws concerning the use and possession of alcohol and other drugs. Students are expected to observe the laws of the state or face legal prosecution. The University reserves the right, as permitted by the Family Educational

Rights and Privacy Act (FERPA) to notify parents/guardians if their son or daughter, less than 21 years of age, is found to be in violation of the University's alcohol and drug policies.

Legal Sanctions Alcohol State statutes states that it is unlawful for a minor (under the age of __) to purchase, or attempt to purchase or to make a false statement in connection with the attempted purchase of alcohol. The sanction is a fine of $200-$500. Section _____ states that possession of alcohol by a minor on a street, highway, or public place is illegal. The fine ranges from $___-$___. In this state, a person is legally intoxicated when his/her blood alcohol content (BAC) reaches 0.__ percent. If a person is arrested for operating a motor vehicle under the influence of alcohol or drugs, his or her license will be suspended for ___ days.

Drugs State Sanctions State statutes cover a wide range of drug offenses, including the offer, the sale, the possession with intent to sell, the gift, and the mere possession of various types of drugs. Among other provisions, the state laws create the following mandatory minimum prison sentences for first- time

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offenders who are not "drug-dependent" persons: • _____ years for the manufacture or sale, or possession with intent to sell, of one ounce or more of heroin, methadone, or cocaine, or one-half gram or more of cocaine in a freebase form, or five milligrams or more of LSD; • _____ years for the manufacture or sale, or possession with intent to sell, of any narcotic, hallucinogenic or amphetaminetype substance, or one kilogram or more of a cannabis-type substance (which includes marijuana); • _____ years for the offer or gift of any of the above drugs in the respective amounts. Conviction for the possession of drugs carries no mandatory minimum sentence but the following maximum sentences do exist for first-time offenders: • _____ years or $______ or both for possession of any quantity of a narcotic, including cocaine and "crack," morphine, or heroin; • _____ years or $______ or both for possession of any quantity of a hallucinogen (such as LSD or peyote) or four ounces or more of a cannabis-type substance (which includes marijuana); • ___ year or $_____, or both for possession of less than four ounces of a cannabis-type substance, or any quantity of a controlled drug, such as amphetamines or barbiturates. Actual sentences depend on the severity and the circumstances of the offense and the character and background of the offender.

Federal Sanctions Federal law also penalizes the manufacture, distribution, possession with intent to manufacture or distribute, and simple possession of drugs ("controlled substances") Controlled Substances Act 21 U.S.C. Section 841, 843[b], 844, 845, 846 (1988). The law sets the following sentences for first-time offenders: • A minimum of ten years and a maximum of life imprisonment or $4,000,000 or both for the knowing or intentional manufacture, sale or possession with intent to sell, of large amounts of any narcotic, including heroin, morphine, or cocaine (which includes "crack"), or of phencyclidine (PCP), or of LSD, or of marijuana (1,000 kilograms or more); • A minimum of five years and maximum of 40 years or $2,000,000 or both for similar actions involving smaller amounts of any narcotic, including heroin, morphine, or cocaine (which includes "crack"), or phencyclidine (PCP), or of LSD, or of marijuana (100 kilograms or more); • A maximum of five years or $250,000 or both for similar actions involving smaller amounts of marijuana (less than 50 kilograms), hashish, hashish oil, PCP or LSD, or any amounts of amphetamines, barbiturates, and other controlled stimulants and depressives; • Four years or $30,000 or both for using the mail, telephone, radio or any other public or private means of communication to commit acts that violate the laws against the manufacture, sale, and possession of drugs; • One year or $1,000 or both for possession of any controlled substance. (The

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gift of a "small amount" of marijuana is subject to the penalties for simple possession.) Penalties may be doubled, however, when a person at least 18 years old [1] distributes a controlled substance to a person under 21 years of age and (a term of imprisonment for this offense shall not be less than one year) or [2] distributes, possesses with intent to distribute, or manufactures a controlled substance in or on, or within 1,000 feet of, the real property comprising a public or private elementary, vocational or secondary school, or a public or private college. Any attempt or conspiracy to commit one of the above federal offenses, even if unsuccessful, is punishable by the same sentence prescribed for that offense. A first-time offender may receive only probation and later have the charge dismissed. Although in some cases the federal penalties seem somewhat lighter, it is not possible to "trade" a state charge for a federal one. State and Federal law thus make crimes of many different activities involving drugs. Simple possession, giving, or even merely offering drugs is illegal, as are such offenses as the manufacture or sale of drugs.

Risks High-risk drinking (drinking to high blood alcohol levels, drinking to the point of unconsciousness), illicit drug use, and other forms of alcohol and drug abuse have a profound effect on the body. These behaviors may cause damage to vital organs such as the heart, stomach, liver, and brain and may lead to serious emotional conditions such as severe anxiety and depression. All persons should be aware of

the specific health risks associated with drug and alcohol abuse. Alcohol: Alcohol consumption causes significant changes in behavior. Low doses of alcohol can impair judgment, coordination and abstract mental thinking. Alcohol use can affect one's ability to operate a motor vehicle and increase one's chances of being involved in an accident. Excessive use of alcohol can cause marked impairments in higher mental functioning, altering a person's ability to learn and remember information. A person who continues to use alcohol in large amounts can be at risk for dependency and severe health problems such as strokes, cancer and liver damage. Cannabis (Marijuana): Marijuana is a mood altering chemical substance that can impair short-term and long-term memory and comprehension. Chronic use of marijuana can reduce a person's coordination and energy level. Use of marijuana can increase a person's risk for infections due to a lower immune system, lung cancer and problems with infertility. THC is the active ingredient in Marijuana and is stored in the fatty tissue of the brain and reproductive system. Opiates (Narcotics): Opiates are a group of chemicals that are used to treat moderate to severe pain. Narcotics can be prescription medications or street drugs such as heroin. Opiate drugs are highly addictive and can lead to dependency. Abuse of opiates can result in a coma or death due to a reduction in heart rate. Cocaine/Crack: Cocaine is a stimulant to the central nervous system. The immediate effects of cocaine include dilated pupils, elevated blood pressure, heart rate and body temperature. Both cocaine and crack cocaine

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are highly addictive and can cause delirium, hallucinations, chest pains and convulsions.

permanent psychological depression.

Amphetamines: Amphetamines are chemicals that speed up the brain and nervous system. Use of amphetamines can cause a rapid or irregular heartbeat, tremors, loss of coordination, difficulty with sleeping and loss of appetite. Excessive use can cause mood changes and violent behavior and can result in permanent heart and brain damage.

In addition to these health problems, because judgment, reasoning, communication and perception are all negatively affected by alcohol and other drugs, these substances may lead to such things as: sexual exploitation; unwise choice of partners; unwanted pregnancies; and increased risk of sexually transmitted diseases, including AIDS.

Hallucinogens: Lysergic Acid (LSD), mescaline and psilocybin (mushrooms) cause delusions and hallucinations. Use of hallucinogens can cause panic, paranoia, confusion and anxiety. Flashbacks can occur months or years after use has stopped. Excessive use of hallucinogens can cause

problems

and

Information on the health risks associated with alcohol and drug abuse should be made available through the school Drug and Alcohol Resource Center, Counseling Office, Wellness Center, University Health Services, and/or through the employee assistance program.

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Drug-Free Work Environments

Sobriety programs were initiated as early as 1914 by the Ford Motor Company and have taken many shapes and forms over the years. The concept of a drug-free workplace began when Ronald Reagan signed into law Executive Order 12564 that banned the use of drugs both on and off duty for federal employees. This resulted in the Drug-Free Workplace Act of 1988. According to the U.S. Department of Health and Human Services DrugFree Workplace Programs, "Today, the concept of a 'Drug-Free Workplace' has become the norm with large and medium size employers. Efforts are continually made by Federal, State, and civic and community organizations to bring the Drug-Free Workplace experience to a greater percentage of smaller employers."

FAQ’s Why Establish a Workplace Program? In a drug-free workplace, the employer has taken steps and initiated policies to ensure that employees, vendors, and customers are not:

Drug-Free

For some industries and jobs drug-free workplace programs are mandated. Where they are not, a drug-free workplace program is recommended for the following reasons:

taking or using alcohol or drugs, selling drugs, or affected by the after effects of indulging in alcohol or drugs outside of the workplace during non-work time.



The health and safety of all employees could be at-risk. Any employee who may be working under the influence of alcohol or drugs could injure her/himself or another employee.

Additionally, the goal of a drug-free workplace program, as they have traditionally been developed, is to encourage an employee with a substance abuse problem to seek treatment, recover, and return to work.



There is concern about the impact of unhealthy lifestyle choices on medical and insurance costs for the business.



Alcohol or drug impairment impacts all aspects of an employee’s life

  

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negatively. These negative impacts, such as broken families, cannot help but flow over into the workplace and manifest as absenteeism, lower productivity, and damaged relationships. 

The productivity of any worker who is impaired at work is negatively impacted.



In some industries, especially when products are easily stolen and sold, substance abusers may account for a large portion of product loss.



Finally, a powerful message to all employees about behavior that is and is not supported at work should be made clear. Non-abusing employees deserve this support.

managers, supervisors, union representatives, and Human Resources staff who understand their roles, rights, and responsibilities; 



Active, visible leadership and support by the managers and other company leaders;



Clearly written policies and procedures that are publicized, trained, and uniformly applied to all employees; with well-trained



Additional training for employees in the dangers of alcohol and drug abuse;



Methods of assistance for employees who voluntarily admit they have a substance abuse problem;



Access to substance abuse treatment and follow-up for employees who have been identified as having problems; 

Clearly stated policies about the disciplinary action that will be taken if an employee, with a problem that is impacting the workplace or whose actions are in violation of the workplace policies, fails to obtain help; and



Ways to identify people with alcohol, drug, or other substance abuse problems, including drug testing. The goal of a drug free workplace program is to provide the opportunity for the employee to obtain treatment, overcome their substance abuse issues, and return to work.

What Constitutes a Comprehensive Drug-free Workplace Program? An effective drug-free workplace program shares the characteristics that most effective workplace initiatives share. Workplace efforts that yield results provide:

Involvement from a cross-section of employees from across the company and union involvement, in a represented workplace, in the development of the policy and program;

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The Downside to Workplace Program

within the time parameters that the test checked. Again, the use could have had no impact on their work performance whatsoever.

Drug-Free

The major downside to a drug-free workplace program is that employees object to the random drug testing component that is present in most programs. Employers who choose to execute the drug testing component need to be sensitive to the fact that most employees regard drug testing as intrusive and evidence of a lack of employer trust. 

Opponents of drug testing believe that non-substance abusers are subjected to ill-treatment because of the actions of a few employees.



Employees may feel their privacy is being invaded and that what they do outside of work is not their employer’s business.



Failing a drug test does not mean that the employee was impaired at work, just that they used a substance



Employees fear that the off-work use of drugs or alcohol may bring the same consequences to an employee as would be applied to an employee who abused substances on the job.



Opponents to drug testing believe that while there are Federal regulations for drug testing, there are hundreds of state and local jurisdictions that do not regulate or oversee the methods employers use for drug testing.

The drug testing policy should specify the type of drug testing used, the frequency of the drug testing, and the names of the substances for which the employee will be tested. The drug testing policy should provide fair and consistent methods for employee selection for drug testing.

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SAMHSA Substance Abuse & Mental Health Services Administration

   

NIMH, Health Services and Mental Health Administration (1968-73) NIMH, NIH (1973) National Institute on Alcohol Abuse and Alcoholism, NIMH (1970-73) ADAMHA, established 1973.

Congress directed SAMHSA to target effectively substance abuse and mental health services to the people most in need and to translate research in these areas more effectively and rapidly into the general health care system. The Substance Abuse and Mental

Health

Services

Administration

(SAMHSA) is a branch of the U.S. Department of Health and Human Services. It is charged with improving the quality and availability of prevention, treatment, and rehabilitative services in order to reduce illness, death, disability, and cost to society resulting from substance abuse and mental illnesses. The Administrator of SAMHSA reports directly to the Secretary of the U.S. Department of Health and Human Services. SAMHSA's headquarters building is located in Rockville, Maryland. SAMHSA was established in 1992 by Congress as part of a reorganization of the Federal administration of mental health services; the new law renamed the former Alcohol, Drug Abuse, and Mental Health Administration (ADAMHA). ADAMHA had passed through a series of name changes and organizational arrangements throughout its history:     

Charles Curie was SAMHSA's Director until his resignation in May 2006. In December 2006 Terry Cline was appointed as SAMHSA's Director. Dr. Cline served through August 2008. Rear Admiral Eric Broderick served as the Acting Director upon Dr. Cline's departure, until the arrival of the succeeding Administrator, Pamela S. Hyde, J.D. in November 2009. SAMHSA's mission is to reduce the impact of substance abuse and mental illness on American's communities. To accomplish its work, SAMHSA administers a combination of competitive, formula, and block grant programs and data collection activities. The Agency's programs are carried out through: 



Narcotics Division (1929-30) Division of Mental Hygiene (193043) Mental Hygiene Division, Bureau of Medical Services (1943-49) NIMH, National Institutes of Health (NIH, 1949-67) NIMH (1967-68)



The Center for Mental Health Services (CMHS) which focuses on prevention and treatment of mental disorders. The Center for Substance Abuse Prevention (CSAP) which seeks to prevent and reduce the abuse of illegal drugs, alcohol, and tobacco. The Center for Substance Abuse Treatment (CSAT) which supports the provision of effective substance

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

abuse treatment and recovery services. The Center for Behavioral Health Statistics and Quality (CBHSQ) which has primary responsibility for collection, analysis and dissemination of behavior health data.

Together these units support U.S. States, Territories, Tribes, communities, and local organizations through grant and contract awards. They also provide national leadership in promoting the provision of quality behavioral-health services. Major activities to improve the quality and availability of prevention, treatment, and recovery-support services, are funded through competitive Programs of Regional and National Significance grants. A number of supporting offices complement the work of the four Centers:     



The Office of the Administrator (OA) The Office of Policy, Planning, and Innovation (OPPI) The Office of Behavioral Health Equity (OBHE) The Office of Financial Resources (OFR) The Office of Management, Technology, and Operations (OMTO) The Office of Communications (OC)

The Center for Mental Health Services (CMHS) is a unit of the Substance Abuse and Mental Health Services Administration (SAMHSA) within the U.S. Department of Health and Human Services. This U.S. government agency describes its role as: "CMHS leads Federal efforts to treat mental illnesses by promoting mental health and by preventing the development or worsening of mental illness when possible. Congress created CMHS to bring new hope to adults who have serious mental illnesses and to children with serious emotional disorders." As of 2012, the director of CMHS is Paolo del Vecchio. CMHS is the driving force behind the largest US children's mental health initiative to date, which is focused on creating and sustaining systems of care. This initiative provides grants (now cooperative agreements) to States, political subdivisions of States, territories, Indian Tribes and tribal organizations to improve and expand their Systems Of Care to meet the needs of the focus population—children and adolescents with serious emotional, behavioral, or mental disorders. The Children's Mental Health Initiative is the largest Federal commitment to children’s mental health to date, and through FY 2006, it has provided over $950 million to support SOC development in 126 communities.

Center for Mental Health Services

SAMHSA identified 8 Strategic Initiatives to focus the In

2010,

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Agency's work. Below are the 8 areas and goals associated with each category: 



Prevention of Substance Abuse and Mental Illness - Create prevention-prepared communities in which individuals, families, schools, workplaces, and communities take action to promote emotional health; and, to prevent and reduce mental illness, substance (including tobacco) abuse, and, suicide, across the lifespan Trauma and Justice - Reduce the pervasive, harmful, and costly public-health impacts of violence and trauma by integrating traumainformed approaches throughout health and behavioral healthcare systems; also, to divert people with substance-abuse and mental disorders away from criminal/juvenile-justice systems, and into trauma-informed treatment and recovery.



Military Families – Active, Guard, Reserve, and Veteran - Support of our service men & women, and their families and communities, by leading efforts to ensure needed behavioral health services are accessible to them, and successful outcomes.



Health Reform - Broaden health coverage and the use of evidencebased practices to increase access to appropriate and high quality care; also, to reduce existing disparities between: the availability of substance abuse and mental disorders; and, those for other medical conditions.



Housing and Homelessness - To provide housing for, and to reduce the barriers to accessing recoverysustaining programs for, homeless persons with mental and substance abuse disorders (and their families).



Health Information Technology for Behavioral Health Providers To ensure that the behavioral-health provider network -- including prevention specialists and consumer providers -- fully participate with the general healthcare delivery system, in the adoption of health information technology.



Data, Outcomes, and Quality – Demonstrating Results - Realize an integrated data strategy that informs policy, measures program impact, and results in improved quality of services and outcomes for individuals, families, and communities.



Public Awareness and Support Increase understanding of mental and substance abuse prevention & treatment services, to achieve the full potential of prevention, and, to help people recognize and seek assistance for these health conditions with the same urgency as any other health condition.

Controversy In February 2004, the administration was accused of requiring the name change of an Oregon mental health conference from "Suicide Prevention Among Gay/Lesbian/Bisexual/Transgender Individuals" to "Suicide Prevention in Vulnerable Populations."

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In 2002, then-President George W. Bush established the New Freedom Commission on Mental Health. The resulting report was intended to provide the foundation for the federal government's Mental Health Services programs. However, many experts and advocates were highly critical of its report, "Achieving the Promise: Transforming Mental Health Care in America".

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CADCA Community Anti-Drug Coalitions of America When the nation was struggling with a crack cocaine epidemic in the mid- to late-1980s, small groups of concerned citizens began sprouting up in communities across the country to address the problem. These groups, comprised of members of every sector of the community—from schools, parents and local businesses to healthcare providers, law enforcement and faith-based institutions—became known as community anti-drug coalitions. While coalitions played a major role in slowing the crack epidemic, they were lacking a national voice and a way to unify the many groups located nationwide. That’s where Community Anti-Drug Coalitions of America (CADCA) came in. In 1992 during the administration of President George H.W. Bush, the President's Drug Advisory Council (PDAC) encouraged the formation of CADCA to respond to the dramatic growth in the number of substance abuse coalitions and their need to share ideas, problems and solutions. The organization was officially launched in October 1992 under the leadership of Alvah Chapman, the Director and retired Chairman and CEO of Knight Ridder, Inc., who became CADCA's first chairman. With their guidance, the organization has evolved to become the nation’s leading national substance abuse prevention organization, working to empower community-based coalitions and represent their interests at the national level.

As a vehicle for Coalition Training, Technical Assistance, Evaluation, Research and Capacity Building, CADCA's National Coalition Institute works continually to help America's community anti-drug coalitions get smarter faster. CADCA administers the Institute with a grant through The DrugFree Communities Support Act.

Primary Strategies 



Improve coalitions' use of data for Needs Assessment and Strategic Planning. Improve the structure, operation, leadership and Sustainability of coalitions. Support coalitions in their implementation of the principles of effective coalitions and the development and use of EvidenceBased Intervention Strategies. Improve coalitions' ability to Track Results that measure process and outcomes.

As the Institute carries out these strategies, it focuses on specific targets (e.g., fledgling coalitions, new coalitions in underserved communities) as well as a set of 10 measurable grant objectives to determine the extent to which coalitions served by the Institute adopt specific practices in the areas of Assessment, Capacity Building, Program Selection And Implementation, and Evaluation. These practices are designed to help coalitions achieve outcomes through research-based activities.

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Evaluation Evaluation is one of the key elements we encourage coalitions to incorporate into their general operation and each of their initiatives. As such, we believe it is important for the Institute to "walk the talk" and engage in annual independent evaluation of our activities. Following are the final reports submitted by Dr. Pennie Foster-Fishman of Michigan State University, the Institute's independent evaluator.

Reducing Drug Use, One Community at a Time Preventing alcohol, tobacco and other drug abuse is no easy task. However, since 1992, CADCA has demonstrated that when all sectors of a community come together — social change happens. CADCA is the premier membership organization representing those working to make their communities safe, healthy and drug-free. We have members in every U.S. state and territory and working in 18 countries around the world. Special programs within CADCA are supporting our

returning veterans and their families and training youth leaders to be effective agents of change –all through the coalition model. CADCA’s network of more than 5,000 community coalitions brings together key leaders within the community to address local conditions from underage drinking to prescription drug abuse. Coalitions are comprised of parents, youth, educators, law enforcement, the faith community, healthcare providers, social service providers, civic and government officials, business leaders, members of the media and other concerned citizens. The result is A Comprehensive, Community-Wide Approach to reduce substance abuse and its related problems. CADCA’s evidence-based environmental model focuses on changing laws, policies, practices, systems and attitudes –to transform the places we live, work and play. By delivering state-of-the-art training, developing resources and tools that practitioners can use in the field, advocating for coalitions and substance abuse prevention on Capitol Hill and educating the public about key issues, CADCA is helping to reduce alcohol, tobacco and other drug problems—one community at a time.

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Drug Courts The first Drug Court in the United States took shape in Miami-Dade County, Florida in 1989 as a response to the growing crackcocaine problem plaguing the city. Chief Judge Gerald Wetherington, Judge Herbert Klein, then State Attorney Janet Reno and Public Defender Bennett Brummer designed the court for nonviolent offenders to receive treatment.

This model of court system quickly became a popular method for dealing with an ever increasing number of drug offenders. Between 1984 and 1999, the number of defendants charged with a drug offense in the Federal courts increased 3% annually, from 11,854 to 29,306. By 1999 there were 472 Drug Courts in the nation and by 2005 that number had increased to 1262 with another 575 Drug Courts in the planning stages; currently all 50 states have working Drug Courts. There are currently about 120,000 people treated annually in Drug Courts, though an estimated 1.5 million eligible people are currently before the courts. There are currently more than 2,400 Drug Courts operating throughout the United States.

Types of Recreational Drugs Alcohol: A colorless volatile flammable liquid that is the intoxicating constituent of wine, beer, spirits, and other drinksany organic compound whose molecule contains one or more hydroxyl groups attached to a carbon atom. Cannabis: A tall plant with a stiff upright stem, divided serrated leaves, and glandular hairs. It is used to produce hemp fiber and as a psychotropic drug; A dried preparation of the flowering tops or other parts of this plant, or a resinous extract of it ( cannabis resin ), used (generally illegally) as a psychotropic drug. Cocaine: An addictive drug derived from coca or prepared synthetically, used as an illegal stimulant and sometimes medicinally as a local anesthetic. Methamphetamine: A synthetic drug with more rapid and lasting effects than amphetamine, used illegally as a stimulant and as a prescription drug to treat narcolepsy and maintain blood pressure. Tobacco: A preparation of the nicotine-rich leaves of an American plant, which are cured by a process of drying and fermentation for smoking or chewing; the plant of the nightshade family that yields tobacco, native to tropical America. It is widely cultivated in warm regions, especially in the US and China. Page 30 of 41

References 1. http://en.wikipedia.org/wiki/Federal_drug_policy_of_the_United_States 2. http://drexel.edu/studentaffairs/community_standards/studentHandbook/Drug_Free_Scho ols_and_Communities_Act/ 3. http://www.cadca.org/ 4. http://humanresources.about.com/od/healthsafetyandwellness/a/drug_free.htm 5. http://www.samhsa.gov/ 6. http://www.southernct.edu/student-life/health/drugalcoholresource/drug-free-schoolsand-communities-act.html 7. http://wiki.washjeff.edu/display/PS/Drug-Free+Work+Environment 8. http://en.wikipedia.org/wiki/Controlled_Substances_Act

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COALITION HANDBOOK

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Handbook for Community Anti-Drug Coalitions

Community Anti-Drug Coalitions of America National Community Anti-Drug Coalition Institute

This brief handbook was developed by CADCA's National Coalition Institute to provide an overview of resources for and about community anti-drug coalitions. We hope these resources will help your coalition become more effective. They are described in depth in Chapters 3 and 4.

Coalition building is hard but fulfilling work. By bringing together different sectors of the community, your coalition can work effectively to develop a comprehensive solution to your community's unique substance abuse problems. The aim of your coalition, especially if you receive funding through the Drug Free Communities Support Program, should be to achieve sustainable population-level reductions in substance abuse rates. This requires you to implement communitywide strategies to change problem environments, not solely to develop prevention programs that focus on serving individuals or groups of individuals. It also requires that you to bring the entire community together to achieve measurable results. We hope this handbook will help educate, inform and empower your coalition and will provide some of the basic tools needed for success. Your work is important. Please contact us whenever a need arises. My staff and I stand ready to provide assistance to your coalition. Working together we can continue to reduce substance abuse rates in our country! Sincerely,

Arthur T. Dean Major General, U.S. Army, Retired Chair and CEO CADCA (Community Anti-Drug Coalitions of America)

CONTENTS

CHAPTER 1: INTRODUCTION.....................................................................2 About CADCA ........................................................................................2 About CADCA’s Institute ......................................................................2 Why community coalitions?................................................................4 What are community coalitions? .......................................................6 Drug Free Communities Support Program .......................................7 What are ONDCP, SAMHSA, CSAP .....................................................8 The Public Health Model .....................................................................9 SAMHSA’s Strategic Prevention Framework..................................10

CHAPTER 2: ANTI-DRUG COALITIONS AND COMMUNITY CHANGE .......................................................................12 Understanding substance abuse problems ...................................12 The need to create population-level changes to reduce substance abuse........................................................13 Our theory of change .........................................................................16 The importance of community mobilization..................................16 Building an effective coalition..........................................................21 The importance of understanding the function of a coalition as well as its form ...............................................22 Diversity, inclusion and cultural competence ................................24 CHAPTER 3: CADCA AND THE NATIONAL COALITION INSTITUTE......26 Training and technical assistance ...................................................26 No-cost training and TA ..............................................................27 Low-cost training and events.....................................................27 Fee-for-service..............................................................................29 Evaluation and research resources .................................................29 Dissemination and coalition relations resources..........................31 No-cost print resources...............................................................31 Web-based resources and distance learning ..........................33 Low-cost print resources ............................................................35

CHAPTER 4. RESOURCES .......................................................................36 General resources—federal and non-federal .................................36 Funding links.......................................................................................37

GLOSSARY..................................................................................................39 National Coalition Institute

CHAPTER 1: INTRODUCTION

CADCA’s National Coalition Institute developed this handbook to educate, inform and empower community anti-drug coalitions. It provides some of the basic tools needed for success and offers links to myriad resources to help coalitions achieve the goal of safer, healthier and drug-free communities.

About CADCA

CADCA (Community Anti-Drug Coalitions of America) is an international membership organization representing more than 5,000 community anti-drug coalitions in the United States and abroad. CADCA holds Consultative Status with the United Nations’ Economic and Social Commission and enjoys nonprofit status in the United States.

CADCA builds and strengthens the capacity of community coalitions by providing technical assistance and training, public policy education and advocacy, coalition-specific media strategies, national conferences and special events. As the nation’s leading drug abuse prevention organization, CADCA educates the public about the latest trends in substance abuse, builds community coalitions from the ground up and develops helpful tools and resources that empower communities to solve their drug and alcohol-related problems.

About CADCA’s Institute

CADCA administers the National Community Anti-Drug Coalition Institute. The Institute was established in 2002 by the Drug Free Communities Act with three goals: 1) Provide education, training and technical assistance for coalition leaders and community teams, with emphasis on the development of coalitions serving economically disadvantaged areas;

Handbook for Community Anti-Drug Coalitions

2) Develop and disseminate evaluation tools, mechanisms and measures to better assess and document coalition performance measures and outcomes; and 3) Bridge the gap between research and practice by translating knowledge from research into practical information.

The Institute is funded through a grant as part of the Drug Free Communities Support Program (DFC) that is administered by the Executive Office of the President, Office of National Drug Control Policy (ONDCP) in partnership with the Substance Abuse and Mental Health Services Administration’s (SAMHSA) Center for Substance Abuse Prevention (CSAP). Creating smarter coalitions, faster

The news is out. Coalitions that receive training and technical assistance (TA) from CADCA’s Institute report higher levels of effectiveness. Overall, an independent evaluation conducted by the Michigan State University found that coalitions that participated in training or received TA from the Institute were more likely to have in place the essential processes needed to affect community change.

The evaluation also shows: • Coalitions that receive training and TA from the Institute are engaged in a more comprehensive set of strategies to address substance abuse, versus those who did not receive training and TA from the Institute. • Coalitions that receive TA from the Institute cite spending a greater portion of their time on implementing environmental strategies, such as changing policies, decreasing access, changing consequences and changing the physical structure of their environment. • 60 percent of coalitions that received TA or personal coaching from the Institute report that they helped bring about a new policy or practice in their community, compared to 42 percent of those who did not receive TA or personal coaching.

Source: Michigan State University conducts an annual independent evaluation of the Institute. Read the most recent evaluation, covering the fiscal year from September 2006 to August 2007, on the About the Institute section of the Web site at www.cadca.org. National Coalition Institute

The Institute provides training, technical assistance, publications and other resources to community coalitions. Institute staff respond to coalition- or prevention-related questions and provide resources to improve the effectiveness of community anti-drug coalitions. The Institute also provides assistance on issues pertaining to evaluation and research focusing on coalitions and coalition-related organizations.

Why community coalitions?

Throughout the United States, community coalitions make a significant difference. Local coalitions continue to change the way that American communities respond to the threats of illegal drugs, alcohol abuse and tobacco use. By mobilizing the entire communityâ&#x20AC;&#x201D;parents, teachers, youth, police, health care providers, faith communities, business and civic leaders and othersâ&#x20AC;&#x201D;communities can transform themselves. National surveys show a steady downward trend in substance abuse among youth since 2002. Although there was little Essential differences between coalitions and programs Coalitions

Scale Coalitions measure success by examining community-level indicators. This applies to all coalition outcomes (short- and long-term). Addresses multiple causes Coalitions seek to ensure that all causes of identified problems are addressed

Actors Coalition activities are diffused and taken by all members with staff playing more of a coordinating and supporting role. 4

Programs

Programs measure change in individuals who have been directly affected by the intervention(s). Programs are more focused on single strategies, e.g., parenting classes or peer mentoring. Program staff lead the process and are responsible for implementing interventions.

Handbook for Community Anti-Drug Coalitions

change in past month use of cigarettes, alcohol and illicit drugs among adolescents between 2006 and 2007—the last years for which figures are available—the rates generally declined between 2002 and 2007. For example, 9.8 percent of adolescents used cigarettes in the past month in 2007. This rate showed a slight decrease from the 10.4 percent reported in 2006, but statistically lower rates than the 13.0 percent reported in 2002.1

Additionally, a National Interim Evaluation of the Drug Free Communities Support Program shows that in both 2005 and 2007, high school students (grades 9-12) in DFC communities reported significantly less past 30-day alcohol, tobacco and marijuana use than non-DFC communities. Aditionally, between 2005 and 2007, among high school students in DFC communities, there was a significant decrease in the percentage of Past 30-Day use rates across all three substances.2

Clearly, anti-drug coalitions can claim part of the credit for this success and will continue to contribute to reductions in drug and alcohol use among youth and adults in the future. Coalition building, collaborative problem solving and community development are some of the most effective interventions for change available to us today. Coalitions are partnerships of the many sectors of a community which gather together collaboratively to solve the community’s problems and guide the community’s future. When they are driven by citizen identified issues, citizens become involved in all steps of the problem solving process. Source: Excerpts from "What Coalitions Are Not" by Tom Wolff

Substance Abuse and Mental Health Services Administration, Office of Applied Studies. (December 4, 2008). The NSDUH—in Substance Use, Dependence or Abuse, and Treatment among Adolescents: 2002 to 2007. Rockville, MD. Retrieved from Internet at http://www.oas.samhsa.gov/2k8/youthTrends/youthTrends.htm, July 2009. The National Interim Evaluation, conducted by Battelle Memorial Institute on behalf of ONDCP, examined trends in current use among communities with DFC coalitions, compared to reported use at the national level using data from the Youth Risk Behavior Surveillance System (YRBS). Retrieved from the Internet at http://www.ondcp.gov/dfc/files/dfc_interim_findings _ 092408.pdf, July 2009. National Coalition Institute

What are community coalitions?

CADCA defines coalitions as a formal arrangement for collaboration among groups or sectors of a community, in which each group retains its identity but all agree to work together toward the common goal of a safe, healthy and drug-free community. Coalitions should have deep connections to the local community and serve as catalysts for reducing local substance abuse rates. A such, community coalitions are not prevention programs or traditional human service organizations that provide direct services. Rather they are directed by local residents and sector representatives who have a genuine voice in determining the best strategies to address local problems. Coalitions must work hard to connect with community members at a grassroots level. Coalition development takes time and skill. DFC grantees must show a minimum of 12 community sectors participating in their group, but all coalitions can Anti-Drug alphabet soup

CADCA—Community Anti-Drug Coalitions of America Institute—CADCA’s National Coalition Institute NCA—National Coalition Academy NYLI—National Youth Leadership Initiative DHHS—United States Department of Health and Human Services CDC—Centers for Disease Control and Prevention SAMHSA—Substance Abuse and Mental Health Services Administration CSAP—Center for Substance Abuse Prevention SPF—Strategic Prevention Framework CSAT—Center for Substance Abuse Treatment CMHS—Center for Mental Health Services DOJ—Department of Justice CCDO—Community Capacity Development Office OJJDP—Office of Juvenile Justice and Delinquency Prevention ONDCP—Executive Office of the President, Office of National Drug Control Policy DFC—Drug Free Communities Support Program NIH—National Institutes of Health NIAAA—National Institute on Alcohol Abuse and Alcoholism NIDA—National Institute on Drug Abuse Handbook for Community Anti-Drug Coalitions

increase their potential power by ensuring that they include not only the “movers and shakers,” but also the “grassroots” folks who have strong links within neighborhoods and informal institutions. Coalitions should incorporate evidence-based approaches when developing their strategic plans. Rather than depleting resources by implementing prevention programs with a limited reach, effective coalitions focus on improving systems and environments. Collectively, their approaches must be geared toward population-level changes.

Drug Free Communities Support Program

In 1997, Congress enacted the Drug Free Communities Support Program to provide grants to community-based coalitions to serve as catalysts for multi-sector participation to reduce local substance abuse problems. By 2009, more than 1,600 local coalitions are receiving or have received funding to work on two main goals: • Reduce substance abuse among youth and, over time, among adults by addressing the factors in a community that increase the risk of substance abuse and promoting the factors that miniDrug Free Communities Support mize the risk of subProgram’s 12 required sectors stance abuse. DFC coalitions must include a minimum • Establish and of one member/representative from strengthen collaboraeach of these 12 community sectors: tion among commu• Youth (persons <= 18 years of age) nities, private • Parents nonprofit agencies • Business community and federal, state, • Media • Schools local and tribal gov• Youth-serving organizations ernments to support • Law enforcement agencies the efforts of commu• Religious or fraternal organizations nity coalitions to pre• Civic and volunteer groups vent and reduce • Healthcare professionals • State, local or tribal agencies with expertsubstance abuse ise in the field of substance abuse among youth. • Other organizations involved in reducing substance abuse National Coalition Institute

To learn more about this important program, please visit the DFC Web site at http://www.ondcp.gov/ dfc/index.html. If you are a coalition and do not currently receive funds through the DFC program, contact CADCA’s National Coalition Institute by e-mail at training@cadca.org or by calling 1-800-54-CADCA, ext. 240, to find out about application criteria and guidelines.

What are ONDCP, SAMHSA and CSAP?

The Office of National Drug Control Policy (ONDCP), a component of the Executive Office of the President, was established by the Anti-Drug Abuse Act of 1988. The principal purpose of ONDCP is to establish policies, priorities and objectives for the nation's drug control strategy. The goals of the program are to reduce illicit drug use, manufacturing and trafficking, drugrelated crime and violence and drug-related health consequences. To achieve these goals, the director of ONDCP is charged with producing the National Drug Control Strategy, available online at http://www.ondcp.gov/policy/ndcs.html.

By law, the director of ONDCP also evaluates, coordinates and oversees the international and domestic anti-drug efforts of executive branch agencies and ensures that such efforts sustain and complement state and local activities. The director advises the president regarding changes in the organization, management, budgeting and personnel of federal agencies that could affect the nation's anti-drug efforts; and regarding federal agency compliance with their obligations under the strategy. Congress has given ONDCP authority to administer the DFC. The Institute is funded as part of the DFC program, through a grant from SAMHSA. To learn more about ONDCP and its many initiatives, visit its Web site at www.ondcp.gov.

The Department of Health and Human Services’ Substance Abuse and Mental Health Services Administration (SAMHSA), is charged with administering the country’s substance abuse system. SAMHSA works to achieve its vision—A Life in the Community for Everyone—through an action-oriented, measurable mission of "Building Resilience and Facilitating Recovery." 8

Handbook for Community Anti-Drug Coalitions

Through three Centers (Center for Substance Abuse Prevention, Center for Substance Abuse Treatment and Center for Mental Health Services) and supporting offices, SAMHSA engages in program activities to carry out its mission. With a fiscal year 2009 budget of nearly $3.3 billion, SAMHSA funds and administers a rich portfolio of grants and contracts that support state and community efforts to expand and enhance prevention and early intervention programs and to improve the quality, availability and range of substance abuse treatment, mental health and recovery support services in local communities.

The Center for Substance Abuse Prevention (CSAP) provides national leadership in the development of policies, programs and services to prevent the onset of illegal drug and underage alcohol and tobacco use. CSAP disseminates effective substance abuse prevention practices and builds the capacity of states, communities and other groups to apply prevention knowledge effectively. An integrated systems approach is used to coordinate these activities and collaborate with other federal, state, public and private organizations. SAMHSAâ&#x20AC;&#x2122;s Web site, www.samhsa.gov contains valuable information about its many initiatives, three centers and funding opportunities. CADCA collaborates with many additional federal partners including the Drug Enforcement Administration, National Highway Traffic Safety Administration, the National Guard The Public Health Model Bureau, its counterdrug train- The public health model demonstrates that problems arise through relationships ing centers and Multijurisdictional Counterdrug Task Force and interactions among an agent (e.g., the substance, like alcohol or drugs), a Training, CADCA also partners host (the individual drinker or drug user), with numerous state, local and the environment (the social and physical context of substance use). and private organizations.

The Public Health Model Prevention programs historically have focused on approaches designed to affect

These more complex relationships compel coalitions to think in a more comprehensive way. Over time, the public health model has proven to be the most effective method to create and sustain change at a community level. National Coalition Institute

individuals, peers or families. Today, many coalitions work to reduce substance abuse in the larger community by implementing comprehensive, multi-strategy plans. Activities and initiatives that target individual users reach limited numbers of people, but community-based programs that provide direct services to individuals, such as parenting classes, are important coalition partners. Strategies that focus on the substance and the environmentâ&#x20AC;&#x201D;although more difficult to implementâ&#x20AC;&#x201D; are likely to impact many more people. Chances of keeping youth from using alcohol increase if the classes form part of a multi-strategy approach that includes a campaign to limit billboards near local schools and an education program for store owners to ensure they do not sell to minors. Such approaches Figure 1. The Public Health Model might include strategies that target the substance Agent (e.g., raising the price of alcohol) and/or the environment (e.g., implementing policies to Environment Host reduce youth access). To show communitywide imAlcohol pact, your coalition needs a variety of strategies focusing on multiple targets of sufficient scale Individual Physical & and duration that affect Social Context the broader community.

SAMHSAâ&#x20AC;&#x2122;s Strategic Prevention Framework

The DFC program uses the Strategic Prevention Framework (SPF) developed by SAMHSA. The framework is built on evidence-based theory and practices, and the knowledge that effective prevention programs must engage individuals, families and entire communities. It sets into place a process that empowers communities to identify and implement the most effective strategies to achieve community-level change. The 10

Handbook for Community Anti-Drug Coalitions

SPF’s elements guide coalitions in developing the infrastructure needed for community-based, public health approaches leading to effective and sustainable reductions in alcohol, tobacco and other drug (ATOD) use and abuse. CADCA’s Institute trainings are aligned with the SPF and focus on the five elements shown in Figure 2 including: ● Assessment. Collect data to define problems, resources and readiness within a geographic area to address needs and gaps. ● Capacity. Mobilize and/or build capacity within a geographic area to address needs. ● Planning. Develop a comprehensive strategic plan that includes policies, programs and practices creating a logical, data-driven plan to address problems identified in Assessment. ● Implementation. Implement evidence-based prevention programs, policies, and practices. ● Evaluation. Measure the impact of the SPF and its implemented programs, policies and practices. Note that Sustainability and Cultural Competence have been placed in the center of the circle, indicating that they impact and should be integrated into all elements of the SPF. Figure 2. SAMHSA’s Strategic Prevention Framework

National Coalition Institute

CHAPTER 2: ANTI-DRUG COALITIONS AND COMMUNITY CHANGE Understanding substance abuse problems

Substance abuse problems are complex and impact international, national and local efforts to create healthy communities. Recent federal anti-drug strategies have described how we, as a country, need to prohibit drugs from entering into our country, stop use before it starts and help those who need treatment. But those large-scale goals do not resolve serious debates as to how best to balance the allocation of resources between reduction in demand and supply. Further, while research clearly indicates that alcohol causes much more devastation to individuals, families and communities, many still perceive that its use is less dangerous than illicit substances.

While community coalition leaders should be aware of national and international trends in substance abuse and take advantage of current research, they must focus on local conditions. Over the past two decades, understanding these problems centered on identifying and addressing risk and protective factors. This framework provides an important way to understand the causes of substance abuse. Research identifies risk and protective factors in various domains: Individual and peer, family, school and community. Many evidence-based prevention programs have been developed to address these factors, with a strong emphasis on individual, family and school domains. CADCA acknowledges the importance of understanding risk and protective factors in all identified domains. We suggest that coalitions can have their greatest impact when they address local conditions by examining the unique characteristics that promote substance misuse through comprehensive strategies. This is not to say that coalitions cannot create or support programs that address family issues, for example. But, coalitions are well-equipped to address problems that are shared by all residents rather than solely concentrating on individual or 12

Handbook for Community Anti-Drug Coalitions

family interventions. If they focus only on prevention programs rather than developing strategies to address communitywide problems, they are less likely to achieve their goal of solving population-level problems.

Addressing local substance abuse problems involves undertaking a solid assessment of your community. Look at available quantitative and qualitative data to get a handle on what happens in specific parts of the community rather than importing model programs that may or may not meet their needs. Residents are more likely to join an effort that specifically responds to local problems or issues.

In looking at their communitiesâ&#x20AC;&#x2122; substance abuse problems, coalitions should analyze their area to identify high-risk or problem environments. This requires going beyond basic epidemiological data on use and perception of harm and looking at your community through a sharper lens. Focus on where problems occur and how they can be changed. For example, does a particular liquor store create havoc in your community? Do juveniles go to a certain park to smoke marijuana? An environmental scan will help you determine the long-term strategies that are most appropriate for your coalition. Often communities first implement random, disconnected and timelimited activities because they want to take action against drug abuse. These activities often fall short of the identified goal.

The need to create population-level changes to reduce substance abuse

As the research indicates, forming and sustaining a community coalition is difficult work. It involves skill and knowledge to bring together diverse sections of your community, build consensus and pursue common goals. Community coalitions can unleash the capacity of a community to bring about needed change. At the end of the day, it is probably not worth the effort merely to develop programs that affect only a discrete population, like 40 youth in an after-school program. National Coalition Institute

At CADCA, we believe that Americans want to reduce substance abuse rates nationally. Undoubtedly, people in your community want to â&#x20AC;&#x153;move the needle.â&#x20AC;? So your challenge is to implement strategies to achieve that goal. Ask yourself if working with a group of students in a classroom or developing a teen center will change the overall substance abuse rates in your community. Is developing a school-based course for sixth graders going to impact how problem liquor outlets in your community operate? Consider the entire community when you develop your strategies or you are unlikely to make populationlevel reductions in substance abuse rates in your community. In our trainings, we show seven basic approaches for creating community change. These are highlighted on the next page. Note that the first three strategies focus primarily on individuals while the latter four focus on systems and policies.

Approaches designed to create systemic change often are called environmental strategies. The substance abuse prevention system is certainly not the only one which has employed such strategies to create better public health. Consider for a minute the anti-tobacco movement. Laws enacted in the past two decades in many states and communities severely limited the ability of people to smoke in public, made it more difficult for minors to purchase tobacco products and made such products more costly. The result has been a significant reduction in rates and a change of cultural norms. The tobacco control movement succeeded in reducing tobacco use not by only implementing tobacco cessation programs, but by changing the environment. Because of the efforts, thousands of lives have been saved. Population-level change requires a significant mind shift. You must acknowledge that substance abuse does not just impact one part of the communityâ&#x20AC;&#x201D;such as low-income populations, ethnic minorities or recent immigrants. Research shows that substance abuse impacts all socio-economic levels, although in greatly varying ways. It is impossible to inoculate a single community group or sector. 14

Handbook for Community Anti-Drug Coalitions

Seven strategies to affect community change

1. Provide information—Educational presentations, workshops or seminars and data or media presentations (e.g., public service announcements, brochures, billboard campaigns, community meetings, town halls, forums, Web-based communication). 2. Enhance skills—Workshops, seminars or activities designed to increase the skills of participants, members and staff (e.g., training, technical assistance, distance learning, strategic planning retreats, parenting classes, model programs in schools). 3. Provide support—Creating opportunities to support people to participate in activities that reduce risk or enhance protection (e.g., providing alternative activities, mentoring, referrals for services, support groups, youth clubs, parenting groups, Alcoholics or Narcotics Anonymous). 4. Enhance access/reduce barriers**—Improving systems and processes to increase the ease, ability and opportunity to utilize systems and services (e.g., access to treatment, childcare, transportation, housing, education, special needs, cultural and language sensitivity). 5. Change consequences (incentives/disincentives)—Increasing or decreasing the probability of a specific behavior that reduces risk or enhances protection by altering the consequences for performing that behavior (e.g., increasing public recognition for deserved behavior, individual and business rewards, taxes, citations, fines, revocations/loss of privileges). 6. Change physical design—Changing the physical design or structure of the environment to reduce risk or enhance protection (e.g., parks, landscapes, signage, lighting, outlet density). 7. Modify/change policies—Formal change in written procedures, by-laws, proclamations, rules or laws with written documentation and/or voting procedures (e.g., workplace initiatives, law enforcement procedures and practices, public policy actions, systems change within government, communities and organizations). ** Note: This strategy also can be utilized when it is turned around to reducing access/enhancing barriers. When community coalitions establish barriers to underage drinking or other illegal drug use, they decrease its accessibility. Prevention science tells us that when more resources (money, time, etc.) are required to obtain illegal substances, use declines. When many states began to mandate the placement of pseudoephedrine-based products behind the pharmacy counter, communities experienced a significant decrease in local clandestine methamphetamine labs. Barriers were put into place that led to a decrease in the accessibility of the precursor materials for meth production.

The list of strategies were distilled by the University of Kansas Work Group on Health Promotion and Community Development—a World Health Organization Collaborating Centre. Research cited in selection of the strategies is documented on CADCA’s Web site, www.cadca.org. The Institute uses this list by permission of the University. National Coalition Institute

Finally, if your aim is to create population-level change, you need to have all major groups of your community involved in your coalition. If severely affected neighborhoods are not involved in the decision making for planning and carrying out community change, your efforts likely will fall short or fail.

Our theory of change

CADCA has organized its trainings and other resources around a theory of change—when a community coalition implements the SPF, it is more likely to decrease rates of substance abuse over time—which will enable coalitions to become more effective. Basically, we believe that if a coalition develops important skills, uses several evidence-based processes and develops essential products, they are more likely to be able to achieve population-level change. They become smarter, faster. Skills, processes and products

Skills = What you need to know Processes = What your community needs to do Products = What your coalition needs to create

Note that the skills, processes and products found on pages 17, 18 and 19 align with SPF.

The importance of community mobilization

Implementing strategies to create community-level change is challenging. While you are not likely to face opposition in your community if you develop an evidence-based parent education program, some folks may not welcome your efforts to limit consumption of alcohol in public parks. In many cases, coalitions find themselves attempting to change practices and policies that have been in place for decades.

For example, if you try to limit the consumption of alcoholic beverages in public places, you may find that residents have never considered such a ban and may see drinking in public as a normal activity or rite of passage. People may tell you that it is their” right” to open a six-pack in public. 16

Handbook for Community Anti-Drug Coalitions

Skills Required to Implement the Strategic Prevention Framework

National Coalition Institute 9. Develop strategic and action plans.

C. Planning

management and development.

8. Improve organizational

7. Enhance cultural competence.

6. Build leadership.

and membership.

5. Increase participation

B. Capacity

change.

4. Develop a framework or model of

3. Analyze problems and goals.

and resources.

2. Assess community needs

*Core Competencies 2004 ÂŠ University of Kansas. Used by permission.

D. Implementation

10. Develop interventions.

11. Advocate for change.

12. Influence policy development.

13. Write grant applications for funding.

E. Evaluation

14. Evaluate initiatives.

15. Sustain projects and initiatives.

A. Assessment

partnerships.

1. Create and maintain coalitions and

The relationship between SAMHSAâ&#x20AC;&#x2122;s Strategic Prevention Framework and the Core Competencies* supported by

Figure 3. Skills required to implement the Strategic Prevention Framework

Handbook for Community Anti-Drug Coalitions

8. Developing and Using Strategic and Action Plans

D. Implementation

9. Implementing Effective Intervention

10. Sustaining the Work

E. Evaluation

11. Making Outcomes Matter

12. Documenting Progress and Using Feedback

A. Assessment B. Capacity

7. Developing a framework or model of change

C. Planning

Best processes identified through a literature review conducted by Dr. Renee Boothroyd, University of Kansas â&#x20AC;&#x201C; used with permission. 1

6. Arranging Resources for Community Mobilization

5. Developing Leadership

4. Assuring Technical Assistance

3. Defining Organizational Structure and Operating Mechanisms

2. Establishing Vision and Mission

1. Analyzing Information About the Problem, Goals and Factors Affecting Them

Best Processes1 for Implementing the Strategic Prevention Framework FIgure 4. Best processes for implementing the SPF

In other instances, you may find yourself confronting alcohol outlets or other institutions. For example, you may want to limit sales of over-the-counter medicines in local drug stores but find that corporate policies, developed nationally, do not allow for such a change.

To enact policy changes, alter problem environments and/or create genuine systems change, you likely will need to generate considerable community support. You may find that you not only need to have residents agree with your policies, but they also must mobilize to help create the change. Since community mobilization requires an investment of resources, both human and material, you coalition should carefully consider various tactics to achieve broad-based support. If you want to tax alcohol and have not included lower-income residents, you can be portrayed as being insensitive to issues facing poor people. Attempting to develop policies to protect the youth from drug dealers and users in your local park but not including community members and other institutional partners can cause serious setbacks to your work. FIgure 5. Products your community needs to create

A. Community Assessment

B. Logic Model

E. Sustainability Plan

D. Evaluation Plan

C. Strategic and Action Plan

National Coalition Institute

Mobilizing your community requires working with sector representatives and reaching out to groups and individuals who can become important allies to your coalition. For example, have you involved places of worship in your community? Do you conduct neighborhood meetings?

Many coalition leaders are uncomfortable with community mobilization. They may fear conflict or lack community organizing skills. In reality, coalitions have little choice but to engage in community mobilization if they want to change the status quo. Remember, your coalition aims to change problem environments, alter practices that lead to increased substance abuse and change systems that may support longstanding policies. Coalition members should develop skills to become change agents and oppose those who perpetuate “business as usual.”

Community mobilizing means you can turn out large numbers of people to advocate for a specific action. Whether conducting a letter-writing campaign to your local congressperson, advocating in front of a school board for student assistance programs, asking your city council to prohibit alcohol billboards or promoting drug courts in front of your county commission, you need the support of many sectors of your community, particularly residents and civic groups. Local politicians will support your coalition because it represents expertise, enables the community’s voice and exercises its influence successfully. Some coalitions report that they are afraid of losing state and federal grants because they engage in “lobbying.” However, advocacy and lobbying are not synonymous. This topic is complex and beyond the scope of this publication, but CADCA offers a variety of resources focusing on the basic concepts of community mobilization and policy advocacy. You also will find materials outlining the types of activities in which you can engage even though you receive federal funds. CADCA can provide guidance on effective advocacy and its importance.

Handbook for Community Anti-Drug Coalitions

Building an effective coalition

An effective coalition is not a collection of prevention programs. An effective coalition follows all of the steps of the SPF as it develops strategies to bring about population-level change. It works with others to create a coherent communitywide plan that may include not only prevention, but treatment and recovery services. But other essential ingredients to building an effective coalition also exist.

An effective coalition remains true to its mission and does not “follow the money.” Too often, communities come together to fight substance abuse and after a few years “mission creep” sets in. For example, a coalition project director discovers that funds are available for obesity prevention and skews the mission to fit new funding criteria, because “they are inter-related.” Your coalition must guard against going off on tangents. This does not mean that you will never change strategies. But such changes should be based on your assessments of community problems. For example, after five years of work you discover that meth labs have essentially disappeared and you now need to focus on decreasing rates of over-the-counter medicine abuse by teens.

An effective coalition builds capacity and this includes providing training for coalition leaders and members. Most people have not studied coalition building and although they have good intentions, they often lack the requisite skills to generate community-level change. If you want people to meet with legislators, you need to demonstrate how to run a successful meeting with elected officials. If you want youth to conduct environmental scans, provide them with a basic understanding of environmental strategies. If you want immigrants to join your coalition, inform them of how systems run in your community and communicate using their native language. Make your coalition a learning institution, a place where people know that they can get the information and training they need. Become the substance abuse experts in your community. National Coalition Institute

An effective coalition knows how to work with volunteers. Vibrant, meaningful, effective coalitions become the group to which others turn when they need information and resources and when they want to generate community action. Attracting members will be easier and you may need to enlist a volunteer coordinator to manage the efforts of all those who want to be affiliated with your group.

If, on the other hand, your coalition does not accomplish much, does not welcome new members and allows a small group to hold power indefinitely, your coalition will decline and you may become the coalition leader who constantly complains about the community lacking readiness or simply not caring. CADCAâ&#x20AC;&#x2122;s Institute understands that capacity building is important and has published a primer and other important materials on the topic. This primer and other materials regarding capacity can be found on our Web site. Also remember that cultural competence falls under capacity in the SPF, although it is important in all elements of coalition development and implementation. When developing capacity, always keep diversity issues in the forefront, not as an afterthought. Incorporate and practice policies of inclusion. â&#x20AC;&#x153;I am convinced that we have just begun to see what coalitions can accomplish. I have been accused of being an eternal optimist or a dreamer. I have been labeled a coalition guru, groupie and cheerleader. But, in fact, I am a believer in the power that lies within each of us to hatch a new idea, dare to do things differently and succeed despite the challenges. I have witnessed what can happen when people and organizations celebrate their differences, ask the hard questions, reach into their pockets and put their collective talents to work for change.â&#x20AC;?

Dr. Frances D. Butterfoss Coalitions and Partnerships for Community Health

Handbook for Community Anti-Drug Coalitions

The importance of understanding the function and form of a coalition

Considerable research has been conducted to determine what factors impact the development of a community coalition. Many of these studies have focused on the structure, processes and practices of community coalitions. For example, Dr. Frances D. Butterfoss has published a textbook, Coalitions and Partnerships for Community Health, which outlines the development of coalitions and highlight those elements key to success.The book looks at more than 100 studies related to coalitions and other community partnerships. CADCA supports a strong capacity-building focus. Many community coalitions have failed in their efforts to create community-level change because they have not paid sufficient attention to effective organization, coalition development, productive meetings and sustainability. Coalitions, however, must guard against a focus only on the form (infrastructure) of a coalition and not enough on its function. Why are members of your community joining your coalition? The answer should be because your group impacts local substance abuse rates. Your function should be mobilizing residents to develop and carry out a communitywide plan to achieve your aims, not to solely focus on creating a solid organizational structure.

Of course, form and function must mesh. For example, if you have a great community plan but think that coalition staff should implement it, you will marginalize your members. Your real challenge is to engage members to implement the plan within their own sectors and spheres of influence. Staff should play a supporting role, but not be the central drivers of action.

Unfortunately, the history of community coalitions and their antecedent community partnerships is filled with stories of groups that spent hours hashing out mission statements and carefully worded vision statements and never went on to focus on serious analysis of their community problems. Other groups National Coalition Institute

created elaborate by-laws only to develop a series of limited prevention programs rather than engage in significant community change. They failed to demonstrate their value to their communities hindering their abilities to sustain their efforts over time.

Remember, your coalition’s mission should determine its strategies. Smooth functioning of a coalition is critical, but only to the extent that it helps your group achieve its goals.

Diversity, inclusion and cultural competence

The SPF places cultural competence and sustainability at its center as these key concepts must be incorporated into every element. What is meant by cultural competence?

Cultural competence encompasses several guiding principles that enable coalitions to have positive interactions in culturally diverse environments. For example: • Each group has unique cultural needs. Your coalition should acknowledge that several paths lead to the same goal. • Significant diversity exists within cultures. Recognize that cultural groups are complex and diverse; do not view them as a single entity. • People have group and personal identities. Treat people as individuals and acknowledge their group identities. • The dominant culture serves people from diverse backgrounds in varying degrees. Coalitions must recognize that what works well for the dominant cultural group may not work for members of other cultural groups. • Culture is ever-present. Acknowledge culture as a predominant force in shaping behaviors, values and institutions. • Cultural competence is not limited to ethnicity, but includes age, gender, sexual identity and other variables. CADCA’s Institute has published a primer dealing with cultural competence and offers other good online resources. You may access these by visiting our Web site at www.cadca.org. 24

Handbook for Community Anti-Drug Coalitions

Figure 6. Cultural competence continuum Incapacity

Destructiveness Blindness Pre-Competence

Competence

Proficiency

The characteristics delineated in this continuum allow systems and organizations to broadly gauge where they are, and to plan for positive movement and growth to achieve cultural competence and proficiency. Cultural destructiveness acknowledges only one way of being and purposefully denies or outlaws any other cultural approaches. • Cultural incapacity supports the concept of separate but equal; marked by an inability to deal personally with multiple approaches but a willingness to accept their existence elsewhere. • Cultural blindness fosters an assumption that people are all basically alike, so what works with members of one culture should work within all other cultures. • Cultural pre-competence encourages learning and understanding of new ideas and solutions to improve performance or services. • Cultural competence involves actively seeking advice and consultation and a commitment to incorporating new knowledge and experiences into a wider range of practice. • Cultural proficiency involves holding cultural differences and diversity in the highest esteem, pro-activity regarding cultural differences, and promotion of improved cultural relations among diverse groups.

Source: Adapted from: Cross, T., Bazron, B., Dennis, K., & Isaacs, M. (1989). Toward a Culturally Competent System of Care, Volume 1. Washington, DC: CASSP Technical Assistance Center, Center for Child Health and Mental Health Policy, Georgetown University Child Development Center. Available at: http://gucchd.georgetown.edu/nccc/sidsdvd/continuum.pdf. National Coalition Institute

CHAPTER 3: CADCA AND THE NATIONAL COALITION INSTITUTE

CADCA and its National Coalition Institute offer numerous resources for communities. Most Institute resources are available to any coalition and are offered free or on a cost-reimbursement basis. Many of the Instituteâ&#x20AC;&#x2122;s resources are available electronically and CADCA membership is not necessary for access. CADCA charges a nominal fee for multiple copies of some publications and products. If you are a DFC grantee, we encourage you to utilize Institute resources. Free technical assistance is available for coalitions on a variety of topics. However questions related to your grant are more appropriate for your CSAP project officer or other federal officials. Institute policy prohibits staff from writing, reviewing or evaluating grant applications or re-applications to the DFC or any federal program. The Institute incorporates three divisions to meet its goals: Training and Technical Assistance, Evaluation and Research and Dissemination and Coalition Relations. Information on CADCA and Institute resources are identified under those headings on the following pages.

Training and technical assistance

No-cost training and technical assistance options

Technical assistance. CADCAâ&#x20AC;&#x2122;s Institute offers free telephone or Web-based technical assistance (TA) to any coalition in the United States on a wide variety of topics to help build coalition effectiveness. You do not have to be a CADCA member to receive TA. All TA is provided by an expert in the coalition field, either a CADCA staff member or one of its coaches.

To receive technical assistance, please contact our TA Manager at (800) 54-CADCA, ext. 240, or fill out the TA request form on the CADCA Web site. 26

Handbook for Community Anti-Drug Coalitions

Personal coaching. Coalitions meet with an experienced coalition leader for a “one-on-one session” on topic(s) requested by the coalition. Personal coaching takes place at the CADCA MidYear Institute, other training conferences and through technical assistance requests.

Low-cost training and events

The National Coalition Academy (NCA), the Institute’s flagship training, offers a unique format that combines three weeks of classroom instruction with Web-based teleconferencing, mentoring and an online workstation for participant support. Course materials, lodging and meals are provided free through support from the Institute, the National Guard Bureau and its Counterdrug Training Centers. Coalitions are responsible only for travel costs to and from the Academy sites.

The training equips coalition leaders with vital skills and techniques necessary to make real change happen in their community. Participants receive instruction on core competencies essential for a highly-effective coalition ranging from developing strategic and action plans, building partnerships to enhancing cultural competence and resource development. For more information or to register, contact the Institute’s Training and TA Department at 1-800-54-CADCA, ext. 240, or go to the training page of the Web site.

CADCA's National Youth Leadership Initiative (NYLI) helps coalitions build their capacity to foster youth leadership in the design, implementation and evaluation of action strategies addressing community problems. In this course, youth and their adult advisors learn how to help their local coalitions become more effective in producing community change. The NYLI represents a significant workforce development strategy for community coalitions.

For more information, contact our Training and TA Department at training@cadca.org or at 1-800-54-CADCA, ext. 240. National Coalition Institute

State-level training. The CADCA Institute offers each state an annual (one- or two-day) training which takes place within the state provided all coalitions in that state are invited to participate. The Institute grant covers the cost of trainers, CADCA staff and trainer travel and course material. The host state (or designated state representative) publicizes the event, provides the venue, registration, logistics and (if possible) meals/refreshments.

Regional training. On an annual basis, the Institute provides two to three grant-funded regional or cluster trainings in different locations in the United CADCA National Leadership Forum States. There is no registraand tion fee, but participants Mid-Year Training Institute Schedule are responsible for their travel costs. Regional trainNational Leadership Forum XX ings generally last two to Feb 8-11, 2010 four days. Gaylord National Resort and Convention CADCAâ&#x20AC;&#x2122;s National Leadership Forum is the nation's premier training conference for community antidrug coalition members and prevention professionals. Senior federal officials, members of Congress and and three former presidents have addressed particiants at past Forums. The Forum is an annual event, held within the first months of the new year in the Washington, D.C., area. The Forum provides networking opportunities, training and workshops on coalition core competen28

Center, National Harbor, MD Mid-Year Training Institute July 26-29, 2010 Phoenix, AZ

National Leadership Forum XXI Feb 7-10, 2011 Gaylord National Resort and Convention Center, National Harbor, MD Mid-Year Training Institute July 25-28, 2011 Garden Grove, CA

National Leadership Forum XXII Feb 6-9, 2012 Gaylord National Resort and Convention Center, National Harbor, MD

National Leadership Forum XXIII Feb 4-7, 2013 Gaylord National Resort and Convention Center, National Harbor, MD

Handbook for Community Anti-Drug Coalitions

cies, drug abuse trends, the latest techniques and research in substance abuse and a chance to meet key congressional leaders. Other conference highlights include regional receptions, roundtable discussions, and a special program for youth participants, Capitol Hill Day and CADCAâ&#x20AC;&#x2122;s annual award luncheon. Visit the Web site for details. CADCAâ&#x20AC;&#x2122;s Mid-Year Training Institute provides focused and hands-on training on core coalition competencies to participants in a small group format. The Mid-Year is held in a different city each year to provide coalition members and leaders from all regions of the country the opportunity to participate. Visit the Web site for more information.

Fee-for-service trainings

In addition to the many free and low-cost training options, arrangements can be made for CADCA trainers to come to your location to train your coalition on a variety of topics, including strategic planning, evaluation, cultural competence and sustainability, on a fee-for-service basis. CADCA also contracts with states and other governmental, non-governmental and tribal agencies to provide customized training and technical assistance to meet their specific needs.

Evaluation and research resources

CADCA's Annual Survey of Coalitions (formerly the National Coalition Registry) is an exclusive survey ONLY for substance abuse prevention coalitions. The aim of CADCA's Annual Survey is to identify coalitions around the country and learn more about what they are doing to address substance abuse problems in their communities. Through the survey, coalitions provide critically needed information that will advance the coalition field and help inform CADCA of training and technical assistance needs that are vital to coalitions. The Annual Survey serves as a single source where coalitions, policymakers, researchers and practitioners can access up-to-date information on coalitions. National Coalition Institute

The Annual Survey period opens each fall/winter for coalitions to complete. The Survey asks coalitions to reflect on activities conducted in the last 12 months and coalitions are encouraged to update their information yearly.

The Annual Survey Reports provide a real-time snapshot of the vital work of coalitions for the media and policy-makers. The Annual Survey is designed as an interactive, online resource for coalitions, providing up-to-date information for the field. Coalitions that participate each year will have special access to Annual Survey results.

The GOT OUTCOMES! Coalition of Excellence Awards are a National Coalition Institute-sponsored competition recognizing coalitions that have successfully impacted substance abuse rates in a measurable way through the implementation of a sound strategic plan/logic model. The GOT OUTCOMES! Awards consist of a two-phase process. CADCA’s GOT OUTCOMES! Coalition of Excellence Awards honor coalitions that are effective change agents in their community--they have contributed to communitywide declines in their substance abuse problems. These model coalitions have undergone a comprehensive community assessment, used these data to develop a communitywide plan, implemented a truly comprehensive response to their local substance abuse problems, and as a result, can document the community changes they have helped bring about and their contributions to population-level substance abuse outcomes.

Awards are made in the following categories: • Milestones Award (community-level changes in intermediate outcomes). This award is for coalitions that can show progress toward long-term outcomes as indicated by measurable, population-level changes in intermediate outcomes (e.g., community risk and protective factors). • Coalition in Focus Award (multiple strategies toward reducing use for a single substance). This category targets groups that successfully address a single substance abuse 30

Handbook for Community Anti-Drug Coalitions

problem. These coalitions can show their contribution to communitywide declines for a specific substance. • Coalition of the Year Award (multiple strategies toward multiple aims). This is the premier award for coalitions and targets advanced groups that can demonstrate their contribution toward population-level reductions in substance abuse rates for multiple substances (e.g., underage drinking, meth use, prescription drug abuse, etc.).

Dissemination and coalition relations No-cost print resources

Primer Series. This series consists of seven publications, each covering one element of the SPF. Each of the primers provides a basic understanding of the element and provides examples of how to implement the themes into your coalition work. While the primers were designed to be a series, they also are stand alone publications. The titles include: • Assessment Primer: Analyzing the Community, Identifying Problems and Setting Goals • Planning Primer: Developing a Theory of Change, Logic Models, and Strategic and Action Plans • Capacity Primer: Building Membership, Leadership, Structure and Cultural Competence • Implementation Primer: Putting your Plan into Action • Evaluation Primer: Setting the Context for a Community Anti-Drug Coalition Evaluation • Cultural Competence Primer: Incorporating Cultural Competence into Your Comprehensive Plan • Sustainability Primer: Fostering Long-Term Change to Create Drug-Free Communities You may order limited copies of each primer free. For larger quantities, a small shipping and handling charge is applied. The primers also are available in PDF format on the CADCA Web site and unlimited copies may be made. To order primers, please call 1-800 54-CADCA, ext 240. National Coalition Institute

Most of the publications in the Primer Series also are available in Spanish, in print versions and on the Spanish-language section of the CADCA Web site.

The Beyond the Basics: Topic-Specific Publications for Coalitions Series. The Institute developed this series to provide more in-depth information about several important topics. The series works in conjunction with the Primer Series to move coalitions closer to their goals. As with the primers, these publications work as a set; but each also can stand alone. They were developed for practitioners, and are somewhat more advanced and designed for those who have mastered the basic coalition building blocks outlined in the Primer Series.

As of spring 2009, three publications in this series have been developed. The first is titled The Coalition Impact: Creating Environmental Strategies. This publication provides an overview of the environmental strategies approach to community problem solving. It includes real examples of efforts where environmental strategies aimed at preventing and reducing community problems related to alcohol and other drugs. The second in the series, Telling the Coalition Story: Comprehensive Communication Strategies focuses on working with media and advocates a comprehensive approach to planning and implementing coalition marketing and communications.

The third in the series highlights the lessons learned from research and how they can be used to improve your coalitionsâ&#x20AC;&#x2122; functioning. Coalition Research: What It Means for Your Community examines what research from 1990 to the present tells us about developing and sustaining effective community coalitions and partnerships.

You may order limited copies of each Beyond the Basics publication free. For multiple quantities, a small shipping and handling charge will be applied. The publications also are available in PDF format on the CADCA Web site. 32

Handbook for Community Anti-Drug Coalitions

The Ambassador Program addresses a need for young adult coalition workforce leaders in economically challenged communities. The Institute provides each member of the program training at its National Coalition Academy, the annual Mid-Year Training Institute and CADCA’s annual, high visibility National Leadership Forum. Student- focused Webinars and other relevant activities complement our formal training to provide the Ambassador with well-rounded and practical experience that equips them to better serve their communities. Ambassador Program participants are typically 18–30 years old, actively involved in a community coalition, residing or working in an economically disadvantaged community and interested in pursuing the community coalition field as a career path. The Institute conducts intentional recruitment and outreach to ensure inclusion and balanced representation of our nation’s community coalitions.

Web-based and distance learning resources

The CADCA Web site (www.cadca.org) is the major portal through which you can access many CADCA resources. Conveniently designed with the user in mind, the Web site provides copies of our major publications, a schedule of events and links to other resources. You also can learn about membership, funding and public policy programs operated by CADCA through the Web site. The site also incorporates sections with Spanish- and Portuguese-language resources.

Coalitions Online, CADCA's electronic newsletter, is distributed on a weekly basis to more than 17,000 subscribers. Content includes feature articles highlighting the work of America's coalitions. If you want up-to-date information about what is happening at CADCA and in the coalition field, subscribe to this newsletter by visiting our Web site at www.cadca.org. Research into Action is a free, Web-based one-page briefing published up to eight times a year by the CADCA Institute. Research into Action synthesizes the results of recent substance National Coalition Institute

abuse-related studies and outlines how coalition leaders can use the findings in their work. To view the briefing and sign-up, go to the Resources and Research section of the Web site. Coalitions. CADCA's bi-annual print newsletter provides information about CADCA and practical tips for coalition leaders and others who support coalitions. Coalitions is available in PDF format on the Web site.

CADCA TV. CADCA, the National Guard Bureau (NGB) and the Multijurisdictional Counterdrug Task Force Training Program (MCTFT) co-sponsor live satellite broadcasts and webcasts on varied topics related to substance abuse prevention, intervention and treatment. All previous broadcasts are archived and available as webcasts. Visit the Web site for the current schedule and to access the archive.

Connected Communities (http://connectedcommunities.ning.com) offers coalitions a Web-based, peer-to-peer network with the potential for multilevel communication among participants. Community members from around the world can network with others on an individual or group basis and can share issues and challenges, successes and best practices and lessons learned. The site features blog posts and diverse groups. Consider joining this exciting network.

The Institute blog, on the CADCA Web site and Connected Communities, features short articles on topics related to community coalitions such as environmental strategies and cultural competence. Guest posts from coalitions are welcome. The Instituteâ&#x20AC;&#x2122;s Podcast Series. This two-track series provides short (5-8 minutes) audio files that can be accessed through your deskop or laptop or uploaded to an MP3 player or iPod. Track I reinforces the Instituteâ&#x20AC;&#x2122;s training and technical assistance and includes segments on a variety of topics. Track II focuses on coalition successes. These brief recordings feature coalition leaders talking about coalition work from assessment to evaluation and everything in between. 34

Handbook for Community Anti-Drug Coalitions

CADCAâ&#x20AC;&#x2122;s Web 2.0 Presence. CADCA recently added several social media applications to its arsenal of communication tools. A variety of videos are posted on our YouTube channel at www.youtube.com/user/CADCA09. Coalitions using Facebook can join CADCA (www.facebook.com/CADCA) and the National Coalition Institute (www.fbook.me.Institute). Distance Learning/Webinars. Each year, the Institute hosts four to six distance learning sessions known as Webinars through a software program called Elluminate. These sessions generally are scheduled the third Thursday of every other month from September through May. Examples of topics include: coalition evaluation and environmental strategies. Visit the Web site for the current schedule and archived events.

Web-based courses on the core competencies. Community Systems Group and the CADCA Institute have teamed up to develop and launch a new series of Web-based training courses. Go to the Web site to see the list of available courses and learn how you can use the courses to reinforce face-to-face CADCA trainings and how other members of your coalition who cannot attend CADCA trainings can benefit.

Low-cost options

Strategizers. CADCA has published more than 54 Strategizers. These brief publications provide practical guidance to coalition leaders about a wide variety of topics related to coalition operations and effectiveness and are available at www.cadca.org. Please note that three of the Strategizers have been translated into Spanish and are available in print and electronic versions. Practical Theorist. CADCA publishes the Practical Theorist in collaboration with leading research institutions including the National Institute on Drug Abuse and the National Institute on Alcohol Abuse and Alcoholism. This series is devoted to illustrating how research results can be applied to the daily practice of community coalitions. Available at www.cadca.org. National Coalition Institute

CHAPTER 4: RESOURCES

General anti-drug and coalition resources

The American Indian and Alaskan Native National Resource Center for Substance Abuse Services, www.oneskycenter.org CADCA (Community Anti-Drug Coalitions of America), www.cadca.org, 1-800-54-CADCA Center for Underage Drinking Laws, www.udetc.org

Center on Addiction and Substance Abuse at Columbia University (CASA), www.casacolumbia.org Drug Enforcement Administration, www.dea.gov Drug Free Communities Support Program, http://www.ondcp.gov/DFC/index.html Join Together, www.jointogether.org

National Asian Pacific American Families Against Substance Abuse, www.napafasa.org

National Association for Children of Alcoholics, www.nacoa.org National Institute on Alcohol Abuse and Alcoholism, www.niaaa.nih.gov

National Clearinghouse for Alcohol and Drug Information, www.ncadi.samhsa.gov, 1-800-729-6686

National Institute on Drug Abuse, www.drugabuse.gov National Youth Anti-Drug Media Campaign, www.mediacampaign.org Partnership for a Drug-Free America, www.drugfreeamerica.org 36

Handbook for Community Anti-Drug Coalitions

SAMHSA's Center for Substance Abuse Prevention, www.csap.samhsa.gov

SAMHSA's National Centers for the Application of Prevention Technologies, www.captus.org SAMHSA’s Prevention Platform, www.preventionplatform.samhsa.gov

SAMHSA’s Science-Based Prevention Programs, www.modelprograms.samhsa.gov

University of Kansas Community Tool Box, http://ctb.ku.edu/ White House Office of National Drug Control Policy, www.whitehousedrugpolicy.gov

Funding links

The Foundation Center Online. foundation directory, library and searchable issues of Philanthropy News Digest, www.fdncenter.org Office of National Control Drug Policy—Funding. Listing of drugrelated funding opportunities, training and technical assistance, equipment procurement programs and resources from public and private sources, www.whitehousedrugpolicy.gov/funding/index.html SAMHSA Funding Opportunities. Information on current grant funding opportunities, awardees, assistance with applications, special notices and archives, www.samhsa.gov/grants/grants.html U.S. Department of Education—Grants. Funding opportunities forecast, searchable guide to ED programs, discretionary grants process overview, www.ed.gov/about/offices/list/ocfo/grants/grants.html National Coalition Institute

A word about words

As noted at the beginning of this handbook, there are a number of terms that sometimes are used interchangeably. Often, the difference depends on who is funding your efforts or the field from which you come. The following chart highlight terms that often are used to describe the same or similar concept.

A word about words

Assess

Plan/ Implement

“The problem is… But why? But why here?”

What you want

• Aim • Goal • Objective • Target

What you do to get there

• Activity •Approach • Initiative •Input • Method • Policy • Practice •Program • Strategy

Evaluate

Are you getting there?

• Benchmark • Indicator •Intermediate

Outcome •Input/Output • Measure • Milestone •Short-term Outcome •Output

Build Capacity Sustain the Work Increase Cultural Competence

Handbook for Community Anti-Drug Coalitions

Did you get there?

• Impact • Outcome • Results

GLOSSARY

Activities: Efforts to be conducted to achieve the identified objectives.

Adaptation: Modification made to a chosen intervention; changes in audience, setting, and/or intensity of program delivery. Research indicates that adaptations are more effective when underlying program theory is understood; core program components have been identified; and both the community and needs of a population of interest have been carefully defined. Addiction: Compulsive physiological need for and use of a habit-forming substance (as marijuana, nicotine or alcohol) characterized by tolerance and by well-defined physiological symptoms upon withdrawal.

Age of Onset: The age of first use.

Agent: In the Public Health Model, the agent is the catalyst, substance or organism causing the health problem. In the case of substance abuse, the agents are the sources, supplies and availability. ATOD: Acronym for alcohol, tobacco and other drugs.

Baseline: The level of behavior or the score on a test that is recorded before an intervention is provided or services are delivered.

Capacity: The various types and levels of resources that an organization or collaborative has at its disposal to meet the implementation demands of specific interventions. Capacity Building: Increasing the ability and skills of individuals, groups and organizations to plan, undertake and manage initiatives. The approach also enhances the capacity of the individuals, groups and organizations to deal with future issues or problems.

Coalition: A formal arrangement for cooperation and collaboration between groups or sectors of a community, in which each group retains its identity but all agree to work together toward a common goal of building a safe, healthy and drug-free community.

Community: People with a common interest or experience living in a defined area. For example, a neighborhood, town, part of a county, county, school district, congressional district or regional area.

Community Readiness: The degree of support for or resistance to identifying substance use and abuse as significant social problems in a community. Stages of community readiness for prevention provide an appropriate framework for understanding prevention readiness at the community and state levels. National Coalition Institute

Cultural Diversity: Differences in race, ethnicity, language, nationality or religion among various groups within a community. A community is said to be culturally diverse if its residents include members of different groups.

Cultural Sensitivity: An awareness of the nuances of one's own and other cultures.

Culture: The shared values, traditions, norms, customs, arts, history, folklore and institutions of a group of people that are unified by race, ethnicity, language, nationality or religion. Environment: In the Public Health Model, the environment is the context in which the host and the agent exist. Environment creates conditions that increase or decrease the chance that the host will become susceptible and the agent more effective. In the case of substance abuse, the environment is a societal climate that encourages, supports, reinforces or sustains problematic use of drugs.

Epidemiological Data: Measures of the frequency, distribution and causes of diseases in a population, rather than in an individual. Evaluation: A process that helps prevention practitioners discover the strengths and weaknesses of their activities so that they can do better over time. Time spent on evaluations is well spent because it allows groups to use money and other resources more efficiently in the future. Some evaluations can be done at little or no cost and some can be completed by persons who are not professional evaluators. Expected Outcomes: The intended or anticipated results of carrying out program activities. There may be short-term, intermediate and long-term outcomes.

Goal: A broad statement of what the coalition project is intended to accomplish (e.g., delay in the onset of substance abuse among youth).

Host: In the Public Health Model, the host is the individual affected by the health problem. In the case of substance abuse, the host is the potential or active user of drugs.

Impact Evaluation: Evaluation that examines the extent of the broad, ultimate effects of the project, i.e., did youth drug use decrease in the target area? Logic Model: A comprehensive and sequential method of moving from defining needs to developing goals, objectives, activities and outcome measures. The Logic Model shows the link between each component. The goal is often built around the ultimate impact that is sought by the program. The objectives are often built around the risk and protective factors. The activities then may indicate several interventions. 40

Handbook for Community Anti-Drug Coalitions

Multisector: More than one agency or institution working together.

Multistrategy: More than one prevention strategy, such as information dissemination, skill building, use of alternative approaches to substance abuse reduction, social policy development and environmental approaches, working with each other to produce a comprehensive plan.

Objectives: What is to be accomplished during a specific period of time to move toward achievement of a goal, expressed in specific measurable terms.

Outcome Evaluation: Evaluation that describes the extent of the immediate effects of project components, including what changes occurred. Process Evaluation: Evaluation that describes and documents what was done, how much, when, for whom and by whom during the course of the project.

Protective Factors: Those factors that increase an individual's ability to resist the use and abuse of drugs, e.g., strong family bonds, external support system and problem-solving skills. Resiliency Factors: Personal traits that allow children to survive and grow into healthy, productive adults in spite of having experienced negative/traumatic experiences and high-risk environments.

Risk Factors: Those factors that increase an individual's vulnerability to drug use and abuse, e.g., academic failure, negative social influences and favorable parental or peer attitudes toward or involvement with drugs or alcohol. Substance Abuse: The use or abuse of illegal drugs; the abuse of inhalants; or the use of alcohol, tobacco or other related product as prohibited by state or local law.

Sustainability: The likelihood of a program to continue over a period of time, especially after grant monies disappear.

Target Group: Persons, organizations, communities or other types of groups that the project is intended to reach. Technical Assistance (TA): Services provided by professional prevention staff intended to provide technical guidance to prevention programs, community organizations and individuals to conduct, strengthen or enhance activities that will promote prevention.

Theory of Change: As used in the Achieving Outcomes Guide, a set of assumptions (also called hypotheses) about how and why desired change is most likely to occur as a result of a program. Typically, the theory of change is based on past research or existing theories of human behavior and development.

National Coalition Institute

Community Anti-Drug Coalitions of America (CADCA) is a nonprofit organization that is dedicated to strengthening the capacity of community coalitions to create and maintain safe, healthy and drug-free communities. The National Community Anti-Drug Coalition Institute works to increase the knowledge, capacity and accountability of community anti-drug coalitions throughout the United States. CADCA’s publications do not necessarily reflect the opinions of its clients and sponsors. CADCA® is a registered trademark.

All rights reserved. This publication, in whole or in part, when used for educational purposes, may be reproduced in any form by any electronic or mechanical means (including photocopying, recording or information storage and retrieval) without written permission. Please cite CADCA’s National Coalition Institute in references. Reproduction in any form for financial gain or profit is prohibited. Published 2004, revised 2005, 2009 CADCA National Coalition Institute 625 Slaters Lane, Suite 300, Alexandria VA 22314 Web site: www.cadca.org Blog: prevention.typepad.com Telephone: 703-706-0560, ext. 240 Fax: 703-706-0579 E-mail: training@cadca.org

CADCA’s National Coalition Institute is operated by funds administered by the Executive Office of the President, Office of National Drug Control Policy in partnership with SAMHSA’s Center for Substance Abuse Prevention.

DRUG-FREE COMMUNITIES ORGANIZATIONAL CHART

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CONGRESS

• • • • •

Created the program with the Drug Free Communities Act of 1997 Reauthorized DFC in 2001 Reauthorized DFC again in 2006 for ﬁve years Appropriates funding for DFC Program to ONDCP each ﬁscal year FY 2010 appropriation for DFC Program = $95 M

($4.75M)

Grant Review • Funding and peer review process

DGM-DIVISION OF GRANTS MANAGEMENT

CSAP Project Officers GM Specialists • Primary point of contact • Point of contact between grantee and for ﬁnancial issues Federal government • Mentoring and brief technical assistance to grantees • Monitor grantees for compliance with terms and conditions • Conduct site visits and other support activities

CSAP-CENTER FOR SUBSTANCE ABUSE PREVENTION

SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (SAMHSA)

w w w. o n d c p . g o v / d f c

746 DRUG FREE COMMUNITIES (DFC) GRANTEES

($85.4M)

• Design and lead training workshops for DFC grantees and other community coalitions • Provide technical assistance to DFC grantees through helpline (800) 54-CADCA x240 • Produce and disseminate resource materials for community coalitions • www.coalitioninstitute.org

NATIONAL COALITION INSTITUTE (NCI)

COMMUNITY ANTI-DRUG COALITIONS OF AMERICA (CADCA)

($2.0M)

($95M) WHITE HOUSE OFFICE OF NATIONAL DRUG CONTROL POLICY (ONDCP) ($2.85M)

DEPARTMENT OF HEALTH AND HUMAN SERVICES (DHHS)

• Makes ﬁnal funding decisions for new and continuation grants • Overall program mgmnt. • Program policy decisions • National evaluation of DFC • Reports to President and Congress on progress and success of DFC • Contracts with DHHS/SAMHSA for day-to-day management of DFC grants

D F C F E D E R A L PA R T N E R S

RFA FACT SHEET

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WHITE HOUSE OFFICE OF NATIONAL DRUG CONTROL POLICY in partnership with the Substance Abuse and Mental Health Services Administration

DRUG-FREE COMMUNITIES (DFC) SUPPORT PROGRAM FY10 Request for Applications (RFA) Established under the Drug Free Communities Act passed in 1997, the Drug Free Communities Support Program funds community coalitions working to reduce youth substance use. Any coalition that meets the statutory eligibility requirements may apply for DFC funding.

DFC RFA:

DFC MENTORING RFA:

 Release Date: Tues., January 19, 2010

 Tentative Release Date: Mon., February 15, 2010

 Due Date: Fri., March 19, 2010

 Tentative Due Date: Fri., April 23, 2010

 Estimated Number of Competitive Awards: 150

 Estimated Number of Competitive Awards: 15*

 Estimated Competitive Award Total: $18.75M  Maximum Per Award Per Year: $125,000  Funding Opportunity Number: SP-10-005  Application Workshops: • • •

Ft. Worth, TX – Tues., January 26 Salt Lake City, UT – Thurs., January 28* Washington, DC/National Harbor, MD – Fri., February 12* (in conjunction with the CADCA National Leadership Forum)

*Native American/American Indian Support Sessions will be held immediately after the General Application Workshop.

 Online Support: www.ondcp.gov/dfc, including training video and slide presentation

*Only existing DFC grantees are eligible to apply.

 Estimated Competitive Award Total: $1.125M  Maximum Per Award Per Year: $75,000  Funding Opportunity Number: SP-10-006  Online Support: www.ondcp.gov/dfc

FREQUENTLY ASKED QUESTIONS

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FY 2010 Drug Free Communities (DFC) Support Program Frequently Asked Questions

QUESTIONS ON ELIGIBILITY REQUIREMENTS Requirement #1: 12 Sectors Q. What is the purpose of the Coalition Involvement Agreement (CIA)? A. The application requires 12 CIAs to document the 12 individuals listed in the sector table. The agreements document that an individual understands that he/she represents, for the purposes of this application, a specific sector within the applicant coalition’s membership. The CIA signature and the sector table should match 12 names to 12 signatures (one on each CIA) for each of the required 12 sectors. Q. My coalition has many members. How do I determine which members should be listed as the representative for each of the 12 sectors? A. In completing your sector table and CIAs, it is important that you provide the individuals that demonstrate the greatest likelihood of leveraging resources, including other members of his/her sector. For example, getting a school teacher to represent the School sector is sufficient, but can you get the individual who is the policymaker in the school district, such as the School Superintendent or School Board Member? Put your 12 “heaviest hitters” in your sector table and match those to the 12 required CIAs. The only individuals that cannot be listed on the sector table are those who are or will be paid by the DFC grant (should you be awarded). Q: Is there a timeframe prior to submitting an application that the sectors have to be members of the coalition? A: No, but all 12 sectors are required at the time of application and no CIA can be more than 12 months old. Q: Do you want a CIA from every coalition member/partner outlining involvement, just the ones contributing in-kind or just the ones on the required Sector Table? A: You must submit a total of 12 CIAs—one for each sector. The name that is listed in the sector table MUST match the person designated within the CIA as the sector representative. Submitting more than 12 CIAs will not positively or negatively affect your application. Q: Can we use a Memorandum of Understanding (MOU) instead of the CIA? A. Yes, as long as the MOU is less than 12 months old at the time of application. You do not have to use the template of the CIA provided in the RFA, but please label (to include sector and individual name) the MOU or CIA so that it can be easily found. We do not consider an MOU, nor the CIA to be legally binding documents. They are simply there to document that the individual in the sector table knows that he/she is representing the sector for the purposes of this Federal grant. Q: Do the sectors’ individuals that need to be represented have to be Board members or just involved in some manner with the coalition?

A: They need to be active members of your coalition. While they need not be board members, Sector representatives need to be the individuals in your community that can best leverage other sector members and move the coalition forward. Q: How many representatives from each sector do you really want? One from each, or many from each? A: For the purposes of responding to the RFA, only one representative per sector (as named in the sector table) is required along with a matching CIA. For a coalition to be healthy and accomplish its Action Plan, it is up to the coalition how many members it needs. Q: Do legislators qualify as a sector representative from State agencies? A: Yes. Q: How is "Youth" defined? A: Youth is an individual 18 or under at the time of application. There is no minimum age requirement. Q. What signatures are needed on the CIA? A. Two signatures are required on the CIA. One must be that of the individual on the sector table for each of the 12 required sectors and the other must be the individual who signs documents on behalf of the applicant coalition. A staff person that is/will be PAID BY THE DFC GRANT cannot be a sector representative on the table and on the CIA, but can be the countersignature for the coalition. Each CIA should have two signaturesâ&#x20AC;&#x201D;the sector representative and whomever the coalition has designated as the person to sign on their behalf (e.g., paid staff, Chairperson, Executive Director, etc.). Since is CIA is not a legally binding document, your youth sector representative may sign for themselves. However, we will also accept the signature of their parent or guardian if clearly identified in the CIA. Requirement #2: Six Months Existence Q: Can we submit more than 2 sets of meeting minutes? A: Applicants must submit two sets of minutesâ&#x20AC;&#x201D;one within each specified timeframe. Submitting additional minutes will not affect your Peer Reviewed score positively or negatively. Q: We have not been listing our attendees at each meeting by sector. What do we do? A: Page 14 of the RFA states that attendees at meetings must be listed by sector. Please go back and annotate the minutes to include the sector each attendee represents.

Requirement #3: Mission Statement Q: We have a well-established coalition whose mission has been to reduce underage drinking. Is our coalition eligible if we expand our work to include alcohol, marijuana, and tobacco? A: Yes, as long as your coalition is addressing multiple drugs of abuse at the time you submit your application and has, as part of its principal mission, the reduction of substance use among youth, the coalition meets the eligibility requirements. Q: What if your coalition does not have a mission statement, but rather a vision statement? Do you need both? A: You are only required to have a mission statement. A vision statement could serve as your mission statement for the purposes of this grant. You need not have both. Requirement #4: Multiple Drugs of Abuse Q: Can prescription medication/drug abuse be the focus of the applicant coalition when applying for the DFC grant? A: Yes, but remember that you must focus your efforts on at least two drugs. The terminology â&#x20AC;&#x153;prescription drugsâ&#x20AC;? is sufficient for identifying this class of drugs. If you have specific drugs in your community that are considered prescription drugs and appear to be prevalent in your community, you may use specific names. However, naming two specific prescription drugs does not meet the requirement of your addressing at least two different drugs of abuse. Requirement #5: Entity Eligible to Receive Federal Grants Q: Who can be a grantee? A: The Grantee is the organization that will receive Federal grant funds. If the coalition is not legally eligible to apply for a Federal grant, it must make arrangements with an outside agent that will apply for the grant on behalf of the coalition and serve as the legal entity (grantee). Grantees may be domestic, public or private non-profit entities, such as State, local, or tribal governments; public or private universities and colleges; professional associations; voluntary organizations, self-help groups; consumer and provider services-oriented constituency groups; community and faith-based organizations; and tribal organizations. Q: Would a university be eligible to serve as a grantee if it partnered with a coalition? A: Yes. For examples of agencies currently serving as grantees on behalf of coalitions, go to http://ondcp.gov/dfc/files/fy09_combined_grantees.pdf. Q: Can a grantee apply for a new grant if they are applying on behalf of a new coalition in a new community (regardless of whether the grantee previously had a grant for a different coalition serving a different community)? A: A Grantee may only hold one grant for one coalition at a time. Former applicants may apply as a grantee (outside agent acting on behalf of the coalition) for a new

applicant coalition so long as they are holding no other DFC grant. The applicant should submit a letter on agency letterhead, signed by the Authorizing Official, certifying that the agency is applying for the DFC FY 2010 grant on behalf of a new coalition serving a new community. Please reference the grant number of the prior award, project start and end dates, name of the previous coalition, and the community served by that coalition. Include this letter as an attachment to the application. Mark "new" on form SF 424 v2 under the "type of application" and leave the Federal Award Identifier blank (Item 5b). Q: Our coalition is in the process of applying for tax-exempt status with the IRS but we do not anticipate having that completed until after March 19. However, it will be in place by the start of the grant period. How should we proceed? A: A private, non-profit organization must include evidence of its non-profit status at the time of application (see page 2 of the Checklist in the PHS 5161-1); therefore, not having your 501 (c) 3 at the time of applications makes you ineligible. Requirement #6: Substantial Support from non-Federal Sources Q: Can pro-rated savings for office space, utilities, etc., be used toward the match requirement? A: Yes. Q: Can space be used as "matchâ&#x20AC;?, for example, the "rent equivalent" of the space provided for grant personnel? How about telephone service? A: Yes to all. Q: In regard to the in-kind match, how are staff salaries handled? Are they part of in-kind match, and how is this documented? A: Yes, as long as the costs are consistent with those paid for similar work in the organization or the current market rate. Provide documentation for costs according to the sample match budget. Q: If the budget includes a match/in-kind cost and something happens where we cannot get the item or service donated, can it be purchased and the budget be amended? A: No, the applicant must find another source of non-Federal match funds. Q: What about parent and youth volunteers who are part of coalition? What is their time worth for the match? A: The value of their time is calculated consistent with the rate paid for similar work in the organization or the current market rate. Q: Is a church's rent, mortgage, gas, lights, insurance, and maintenance part of the dollar-for-dollar match and how would you estimate the percentage? A: A mortgage payment is unallowable. However, full-time employees, square footage, etc., may be charged according to the costs incurred by the organization during the 12month budget period.

Q: Is there a ratio for cash match and in-kind? A: No. Requirement #8: Zip Code Overlap Q: How can you find out which zip codes/communities funded DFC coalitions serve? A: A list of DFC grantees is available at http://ondcp.gov/dfc/files/fy09_combined_grantees.pdf . You will need to contact the listed coalitions in your area to determine all of the zip codes they serve. Q: How does a coalition demonstrate "cooperation with one another" when there is already a coalition in the community? A: A Letter of Mutual Cooperation between the two coalitions is required in the applying coalitionâ&#x20AC;&#x2122;s application. Q: As a new group seeking a grant, what is our chance to receive a grant if there is already a DFC grantee in our city? A: As long as you document that you are coordinating with the current grantee, your chances are the same as any other applicant. The DFC grants are not awarded based on how many are in a State, county, city, town or any other geographic boundary. They are decided by SCORE.

GENERAL QUESTIONS Q. Is there a method by which Peer Reviewers are assigned applications? Geographic boundaries? Community types, etc.? A. No. The applications for the DFC funding are assigned to Peer Reviewers in a random manner. Thus, it is important for applicants to use the Community Overview to paint the picture of their communityâ&#x20AC;&#x2122;s context for the Peer Reviewer. Q. What parts of the application do the Peer Reviewers receive for review? A. Peer Reviewers receive the entire application. They are instructed to score only the 30 pages of the Narrative, the Budget and the Budget Narrative. They can use the Attachments as tools to help them understand the applicant coalition, but are not to score the application based on those documents. Q: We are a college coalition serving 17-22 year olds, but concentrate many of our efforts on 1st year college students, those 17-18. Are we eligible to apply for DFC funds? A: Yes. Q: If you are already applying for another SAMHSA grant, can you apply for this one? A: Yes.

Q: Can the community be defined across state lines if the community sits on the border? A: Yes. Q: How much preference is given to a community that is defined as economically disadvantaged over a suburban area that does not have 20% or more population of children living in a household below the poverty line? A: This criterion is only used to break ties in the peer review. Q: Is the size of a community (geography or population) used as a determining factor for funding? A: No. Realistic and feasible implementation of the scope of your planned efforts and population to be served will be the determining factor. Q: Realizing that the DFC grant is a community-based grant, is it okay to target a specific population within the community? A: Yes. It is the applicant's responsibility to define and choose the community and to provide the rationale for that choice. Q: Does acquiring other large grants negatively impact a coalition in the DFC funding process? A: No. It is not considered in the funding decision. Q: Are DFC coalitions required to use “evidence-based programs”? A: No. While, DFC does not require the use of “model” or “evidence-based” programs, it does require comprehensive prevention planning with an emphasis on environmental prevention strategies. Q: If you have been a DFC "mentee" coalition, but never received DFC funding, are you still considered a new applicant? A: Yes. Q: If you applied last year and did not receive the grant, is this a blemish? A: No, this will not affect the 2010 review. Q: Is an applicant who is applying for Year 6 new or continuation? We were funded Years 1-5, lapsed for a year, and now are applying for Years 6-10. Do we use your previous award # on the form? A: New. Yes, please show your old SAMHSA grant number. Q: Regarding the number of new grant awards and the funding available for FY 2010, do the 6th year applicants have any inherent advantage to receive funding over 1st year applicants? A: No. By law, Year 1 and Year 6 applicants must be treated equally in the funding process.

Q: Can we represent multiple counties within one application? A: Yes. Q: I live in an area that previously received the grant, but the coalition there focused mainly on outlying areas around the city. My coalitionâ&#x20AC;&#x2122;s focus is inner city. Will their receipt of a grant, should they re-apply, hinder our coalition's chances of funding? A: Coalitions in close proximity do not compete against each other any more than a coalition that is far away. As long as there is evidence of collaboration between two coalitions (if they overlap any zip codes), one application will not affect the other. When there is no evidence of collaboration, continuing coalitions (those inside a five-year funding cycle) always take precedence. Q: If awarded, when will the funding period begin? A: The funding period begins September 30, 2010. Q: What were the cut-off scores in previous years? A: Cut-off scores varies from year to year based on the funding available for new awards. We are unable to predict the funding score cutoff in advance. For reference, past funding cycle cut-off scores have ranged from the 70s to the low 80s . Q: If your application is not funded, can you get specific feedback in order to improve the following year? A: Yes. You will receive comments including identified strengths and weaknesses from the Peer Reviewers through the SAMHSA Office of Grants Review in October 2010. Q: Can we apply for both a DFC Mentoring grant, as well as a "regular" DFC grant? A: Mentoring grants are awarded to current DFC grantees who are in good standing and whose applications meet the Mentoring eligibility criteria and score high enough to receive a grant. If a coalition is applying for Year 6 and a Mentoring grant, the Mentoring grant will only be awarded if the applicant coalition also receives its Year 6 DFC award. Q: Can the Business Official signatory be the same as the Program Director? A: Yes, but this is not recommended. Q: The RFA makes reference to youth. Are applicants to define the age bracket for youth or is this detail to be provided by ONDCP or SAMHSA? A: Since the DFC program is about community change over time, it is up to each applicant to define their community and describe how they will work with it, including defining the target groups and the age bracket of youth you are focusing on. Please keep in mind that one of the two DFC goals is to reduce substance use among youth and, over time, reduce substance abuse among adults by addressing the factors in a community that increase the risk of substance abuse and promoting the factors that minimize the risk of substance abuse.

Q: Which title goes on page 2 of the SF 424 v2? A: Use Drug Free Communities Support Program. Q: How do you define key personnel? A: The Program Director, Project Coordinator and anyone paid through the grant to carry out the goals and objectives of your application are considered key personnel. Q: If a coalition is using a grantee, does that grantee become the primary applicant for the grant? A: Yes, however, the coalition may apply if they are a legally incorporated entity that is eligible to receive Federal funds. Q: On the SF 424 v2, Item 5a - Federal Entity Identifier, what is this? A: HHS/SAMHSA. Q: Does every page in the application need to be numbered. A: Yes. Please number pages consecutively from beginning to end starting with the Table of Contents as page 1, even if you need to hand write the numerals, so that information can be located easily during review of the application. Q: Can you contract with another agency to handle payroll and financial administration? A: Yes, as long as the agency/organization is not a Federal agency.

QUESTIONS RELATED TO EVALUATION Q: If your community does not currently have data on the perception of risk/harm or disapproval by adults, can that be built in as a data gap and Year 1 needs assessment? A: Yes. Q. The grant requirements state that we must address multiple drugs, but we only have to supply data on alcohol, tobacco and marijuana? What if my coalition is addressing prescription drugs? A. The DFC National Evaluation currently requires that all grantees collect specific data on three substances (alcohol, tobacco and marijuana) in three grades every two years. The markers for alcohol, tobacco and marijuana are most prevalent within the DFC Program and have historically been the three substances most commonly addressed by grantees. If you choose, for example, to focus your efforts on prescription drugs, that is acceptable, but you will still need to comply with the collection of the measures the DFC National Evaluation Program requires. Q: Is there a particular survey you would like us to use to measure the 4 core measures?

A: No. DFC does not require that you use a specific survey. Q: Do we have to conduct our own or can we use surveys provided to us by other agencies? A: You do not need to use your own survey. You can rely on data gathered by others through any instrument that prove valid and reliable. Q: Must we have an external evaluator? A: No.

QUESTIONS RELATED TO THE PROJECT NARRATIVE Q: Why are applicants required to re-write the questions in the Project Narrative if there is a 30-page limit and applicants may need the space? A: This is required to assist the Peer Review process. The requirement is the same for all applicants. You do not have to type the bullets under each question, nor do you have to answer each bullet specifically. The bullets are solely to be used for guiding your answer. Applicants are not expected to respond to each bullet specifically or any of them if they do not apply to you. ANSWER ONLY THE BOLDED QUESTIONS. Q: Can responses be bulleted as opposed to full narrative writing? A: Yes. Q: If the community was not as involved as we would like, is it okay to indicate as part of the 1st year plan the implementation of specific work on engaging the community in the planning and implementation process? A: Yes. Q: Is it okay to use tables or charts in the narrative section that illustrate data? A: Yes, as long as you comply with the page and font requirements. You may use 10point font for charts and tables ONLY if you are submitting a paper application. Remember that charts and tables will count toward your 30-page limit. Q: If submitting for Year 6 funding, do we need to build on the strategies that we used in the first 5 years of funding or can we look at new strategies for the upcoming 5 years of funding? A: There is no requirement on this. This is your decision. Q. Where should Cultural Competence be address/discussed in the narrative? A. Throughout and where appropriate. Q. What is the difference between Question #4 and Question #10 in the RFA? A. Question #4 specifically asks how the coalition used data to inform and mobilize the community. Your coalition may have used some or none of the ways listed in the bullets under Question #4. Question #10 asks for the coalitionâ&#x20AC;&#x2122;s communication

mechanisms, which may or may not be some of the same ways used to communicate data for the purposes of mobilization. Q. Is a narrative explaining the 12-Month Action Plan required in Question #13? A. A narrative is not required in Question 13. What is required is that you use the table provided, in the way that it is designed, to outline your coalitionâ&#x20AC;&#x2122;s plan for the first 12 months should you receive the grant. It is up to you if you feel you need to highlight or explain certain aspects of the 12-Month Action Plan that is not already described in the remaining 17 questions within the RFA.

QUESTIONS RELATED TO BUDGET Q: Can I include training in my travel line item? A: Yes. Q: Does the grant cover organizational development for a newly formed coalition (i.e., training, technical assistance, leadership development, etc.)? A: Yes. Q: Can the budget pay stipends for coalition members? A: Incentives may be paid to coalition members up to $20 each. Q: Can I budget for food for coalition meetings? A: No. Q: Can the cost of food be counted as matching funds? A: No. You may not count as match anything prohibited for purchased with Federal funds. Q: Does the DFC announcement stipulate a budget amount or percentage that must be spent on evaluation? A: No, but you may not use more than 20% of your total award amount on evaluation or evaluation services. Q: Is there an administrative cap on how much of the budget can be used for salaries for paid staff? A: No, but it must be reasonable for the locale in which the coalition operates. Q: We plan to contract with a state university to provide evaluation. What would be a reasonable amount of the budget for this contract? A: This is up to you. No more than 20% of the total grant award may be used for data collection and evaluation. Q: Can a coalition member with special expertise be contracted for services (i.e., epidemiologist or evaluator)? A: Yes.

Q: If you get a negotiated indirect rate, can that be put under match? A: No, unless the organization has another source of funding to pay for those costs other than Federal funds. Q: Are National Tobacco Settlement dollars channeled through State agencies and/or local health departments eligible for use as matching funds? A: Yes. Q: If some of our coalition members are paid by their employers with Federal grants (e.g., SPF-SIG, etc.), can we still count their contribution with the coalition as in-kind match? A: No, nor can you count any Federal dollars that pass through another entity (such as the State Government). Q: Does the indirect cost proposal need to be approved before the grant submission date, and can you explain the provisional rate? A: An indirect cost rate does not have to be approved before the submission date, but if you plan to negotiate with a Federal cognizant agency as it is explained in the application, then SAMHSA may provide your organization with a provisional indirect cost rate of up to 10% of salaries and wages only. Your organization must submit an indirect cost proposal within 90 days from the start date of the project in order to use the provisional indirect costs. Q: Do you allow institutions to take indirect costs? If so, what is the percentage? A: SAMHSA allows the grantee organization the use of indirect costs if you have a current indirect cost rate agreement negotiated with a Federal cognizant agency. Indirect costs may be charged as direct costs if the applicant does not have a negotiated indirect cost rate agreement. Q: Will we need a Federal negotiated rate of administration before applying? A: No. Q: How many training days are Year 1 applicants required to budget for? A: Budget for 18 total training days, spread out over the events outlined in the RFA (3day New Grantee Meeting and 3 weeks of the National Coalition Academy (NCA)). To discuss estimated costs, call 800-542-2322, ext. 240 (CADCA TA Manager). Q: Are Year 6 applicants required to budget for 18 training days at the NCA and New Grantee Training? A: No. Year 6 applicants are only required to budget for the 3-day New Grantee Training. However, they may budget for more training days if they so choose. Year 6 applicants are allowed to attend the NCA if they have not already done so. They can also choose to send different individuals that did not attend a prior session. For more information on the NCA, contact 800-542-2322, ext. 240 (CADCA TA Manager).

Q. Can our budget amount change for each year? A. Yes Q. Can we apply for less than $125,000? Are there advantages to doing so? Reasons for doing so? A. Yes, you can ask for less than the allowed $125,000/year, but know that when you write the budget for the remaining four years, you cannot later ask for more than what you projected in this original application. There are no advantages for asking for less than $125,000. Q. Can officer overtime be used as match when he/she performs DUI/Safety Checkpoints, Alcohol Compliance Checks and other enforcement duties? A. Yes. Q. How do you calculate the value of volunteer time to be used as match? A. There are many volunteer time calculators available online. Cite which calculator you used in your application and remember that it must be reasonable for your coalitionâ&#x20AC;&#x2122;s location. Conduct market research as appropriate.

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