This document outlines training and resources for problem gambling treatment providers. It discusses improving referral pathways, maximizing client encounters, integrating services, quality improvement processes, and collaborating with the problem gambling system. Specific topics covered include GBIRT training, developing referral plans, diversifying treatment options, and participating in workforce development opportunities. The overall aim is to strengthen problem gambling treatment networks and provider capabilities.
APM Benefits Summit 2017 : Realising benefits in a changing world
From ambition to delivery: Don't just do something, stand there and think!
presented by Joseph Lowe, HMRC
22 June 2017
This presentation was part of a webinar on the 19th November 2014. These slides were presented by Karen Naya from OPM where he looks at the basic principles of demand led support and his exploratory research.
For more information on BIG Assist: www.bigassist.org.uk
Beneficiary feedback in evaluation ukes methods workshopLeslie Groves
“Beneficiary feedback” means different things to different people. It is also under-utilised in development evaluation. There are no clear frameworks for engaging beneficiary feedback in evaluation. This has resulted in poor practice; confusion; a lack of rigour in application; lost opportunities for enhancing the quality of evaluations and insufficient attention given to ethical considerations for “beneficiaries” themselves. DFID commissioned a piece of work to develop understanding and guidance on how to improve beneficiary feedback in evaluation.
Objectives
The presentation will shed light on four frequently asked questions:
• How do we define beneficiary feedback in the context of evaluation?
• Is beneficiary feedback an approach, method or principle?
• What distinguishes beneficiary feedback from existing evaluation tools e.g. participatory evaluation?
• How do we meaningfully and ethically engage beneficiary feedback in evaluation?
Methods
This paper is based on:
• a literature review of over 100 documents;
• interviews with 36 key informants representing DFID, INGOs and evaluation consultants/consultancy firms and;
• contributions from 32 practitioners via e-distribution lists and through a blog set up for the purpose of the research.
The snowballing technique was used for data gathering and attempts were made to minimise North-North bias through posting in different forums.
Findings and Learning Points
• Beneficiary feedback is relevant to all types of evaluation design
• It is not a subset of participatory evaluation; and goes beyond data collection. It can engage both extractive and/ or participatory methods.
• There is scope to incorporate beneficiary feedback within formal evaluation quality assurance processes.
The paper outlines a structured, four step approach to beneficiary feedback in evaluation, which incorporates feedback as part of evaluation design, data collection, joint validation / analysis; and on end product / response and follow up. This will be discussed.
Social Marketing for Behaviour Change: Topic: Ethics in Tanzania Jim Mintz
There is a long history internationally of social marketing programs being run in developing countries in social and health areas, however, at the time of CEPSM’s involvement, there were no examples of successfully applying social marketing in the advancement of ethics in government.
This project yielded a diverse set of lessons learned.
• Although the process of social marketing is quite resilient there are major challenges implementing social marketing in a setting with very little modern technology, and unique culture and language differences.
• If you use a disciplined approach to social marketing planning which includes an extensive environmental scan, conducting marketing research and developing effective marketing mix strategies your chance of success is quite good.
• It is important to train your developing country client on how to develop & implement a social marketing strategy and plan so when you leave they have the skills to continue to implement the strategy
• Developing countries do not have access to funds so you need to be innovative and find low cost ways to conduct marketing research and implement social marketing tactics.
• There are many stakeholders involved in social marketing initiatives in the developing world so your social marketing strategy needs to take into consideration the involvement of several outside groups. (e.g. non-state actors)
APM Benefits Summit 2017 : Realising benefits in a changing world
From ambition to delivery: Don't just do something, stand there and think!
presented by Joseph Lowe, HMRC
22 June 2017
This presentation was part of a webinar on the 19th November 2014. These slides were presented by Karen Naya from OPM where he looks at the basic principles of demand led support and his exploratory research.
For more information on BIG Assist: www.bigassist.org.uk
Beneficiary feedback in evaluation ukes methods workshopLeslie Groves
“Beneficiary feedback” means different things to different people. It is also under-utilised in development evaluation. There are no clear frameworks for engaging beneficiary feedback in evaluation. This has resulted in poor practice; confusion; a lack of rigour in application; lost opportunities for enhancing the quality of evaluations and insufficient attention given to ethical considerations for “beneficiaries” themselves. DFID commissioned a piece of work to develop understanding and guidance on how to improve beneficiary feedback in evaluation.
Objectives
The presentation will shed light on four frequently asked questions:
• How do we define beneficiary feedback in the context of evaluation?
• Is beneficiary feedback an approach, method or principle?
• What distinguishes beneficiary feedback from existing evaluation tools e.g. participatory evaluation?
• How do we meaningfully and ethically engage beneficiary feedback in evaluation?
Methods
This paper is based on:
• a literature review of over 100 documents;
• interviews with 36 key informants representing DFID, INGOs and evaluation consultants/consultancy firms and;
• contributions from 32 practitioners via e-distribution lists and through a blog set up for the purpose of the research.
The snowballing technique was used for data gathering and attempts were made to minimise North-North bias through posting in different forums.
Findings and Learning Points
• Beneficiary feedback is relevant to all types of evaluation design
• It is not a subset of participatory evaluation; and goes beyond data collection. It can engage both extractive and/ or participatory methods.
• There is scope to incorporate beneficiary feedback within formal evaluation quality assurance processes.
The paper outlines a structured, four step approach to beneficiary feedback in evaluation, which incorporates feedback as part of evaluation design, data collection, joint validation / analysis; and on end product / response and follow up. This will be discussed.
Social Marketing for Behaviour Change: Topic: Ethics in Tanzania Jim Mintz
There is a long history internationally of social marketing programs being run in developing countries in social and health areas, however, at the time of CEPSM’s involvement, there were no examples of successfully applying social marketing in the advancement of ethics in government.
This project yielded a diverse set of lessons learned.
• Although the process of social marketing is quite resilient there are major challenges implementing social marketing in a setting with very little modern technology, and unique culture and language differences.
• If you use a disciplined approach to social marketing planning which includes an extensive environmental scan, conducting marketing research and developing effective marketing mix strategies your chance of success is quite good.
• It is important to train your developing country client on how to develop & implement a social marketing strategy and plan so when you leave they have the skills to continue to implement the strategy
• Developing countries do not have access to funds so you need to be innovative and find low cost ways to conduct marketing research and implement social marketing tactics.
• There are many stakeholders involved in social marketing initiatives in the developing world so your social marketing strategy needs to take into consideration the involvement of several outside groups. (e.g. non-state actors)
Totara User Group Webinar | Watch & Learn | Oct 15 2014Kineo
In the second instalment of our Totara User Group webinar series, we provided examples from BMI Healthcare and MindEd leveraging their LMS to maximise learning retention.
In this webinar we were joined by Mango Partner Gary Patrick from QSM Group. Gary is a very successful QHSE consultant and trainer based out of Perth, Western Australia.
We discussed how to establish objectives and targets for your QHSE management systems.
Establishing and monitoring objectives and targets for health and safety, ISO 9001, ISO 14001, OHSAS 18001, AS 4801 and ACC programmes is something that companies really struggle with.
The webinar recording can be found here: http://www.mangolive.com/blog-mango/objectives-and-targets-for-iso9001-iso14001-iso45001-webinar-recording
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Organizational Capacity-Building Series - Session 6: Program EvaluationINGENAES
This session describes different kinds of program evaluations, and key evaluation considerations. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
Ethics: Real Life Application of the AICPA Code of Professional ConductMcKonly & Asbury, LLP
This webinar focuses on specific ethical examples related to both public accounting and industry. There is also a discussion on key points in the AICPA Code of Professional Conduct and their application to our daily responsibilities.
IIBA 2020 November - The Project Lab Masterclass: Shapeshifter BA in a Digita...AustraliaChapterIIBA
Ben Cashman from The Project Lab to discuss the skills & approaches needed as a new age business analyst in our changing digital world
About this Event
Overview:
You've heard a lot over the years of organisations moving from 'waterfall' ways of working to 'agile', with value expected to be delivered faster, through iterations of work rather than one fell swoop.
While the seasoned among us understand there is a place for both delivery methods, what does it really mean for a digital product world? A world that has proven recently that we can work effectively from home, and that many of the services we use as consumers can (and likely will) pivot to a digital product world. And more importantly how will this impact you, the business analyst expected to adapt and shapeshift your skills and approach in this fast changing world?
Presentation Value/Learning Points:
The Business Analysis Role - Do you have the skills to adapt?
How do I know which delivery approach works best for my organisation or project or client?
Business Analysis Ways of working
Business Analysis and Product Owners
Presenter– Ben Cashman
Managing Director, The Project Lab
With almost two decades of delivery and Information Technology industry experience, Ben has managed a varied project portfolio, spread across the Energy and Utility (E&U), government, healthcare, and private sectors.
Ben has managed projects with upwards of 100 team members and over $10m in value over the years, and while he still leads a number of significantly complex projects (and still consults on projects for key customers), he is now the co-founder and Managing Director of The Project Lab. The Project Lab specialises in providing organisations with advisory and management consulting, helping them link their strategic goals right through to actionable projects and work on the ground.
Ben has seen big changes in the way successful work is done over the years and is investing his energy in challenging the current mindset of the professional services industry. Ben is driven to develop a framework in which the very best Project Managers, Business Analysts and Industry Specialists can collectively deliver more successful projects to organisations around the country, every single day.
A. Discuss the conditions, advised not conduct an evaluation?
1. There are no questions about the program.
2. The program has no clear direction.
3. Stakeholders cannot agree on the program objectives.
4. There is not enough money to conduct a sound evaluation.
B. Name the stages in a program life cycle?
1. Pilot program stage.
2. Model program stage.
3. Prototype program stage.
4. Organizationally institutionalized program stage.
5. Professionally institutionalized program stage.
C. What do you mean by diversity in the context of health?
Diversity, in the context of health, refers to the numerous ways in which individuals
and groups differ in their beliefs, behaviors, values, backgrounds, preferences, and
biology.
D. What are the steps in conducting the assessment?
1. Involve community members.
2. Define the population.
3. Define the problem to be assessed.
4. Anticipate data- related and methodological issues.
E. List the six planning steps?
1. Team formation and development.
2. Vision creation.
3. Investigation.
4. Prioritization.
5. Decision.
6. Implementation and continuation.
F. What are the types of needs?
1. Expressed need: the problem revealed through healthcare seeking behavior.
2. Normative need: it’s a lack deficit; it’s to know what is the caused.
3. Perceived need: the felt lack as experienced by the target audience.
4. Relative need: identified through a comparison between advantage and disadvantage group.
G. List the Generational Milestones of Evaluation?
1. Technical: growth of scientific management, statistics, and research methodologies.
2. Descriptive: use of goals and objectives as the basis of evaluation to establish program merit
(outcome-focused).
3. Responsiveness: concern for the usefulness of the evaluation to stakeholders participation of
stakeholders in the evaluation process (utilization-focused).
4. Meta-evaluation: evaluation of evaluations across similar programs.
H. List the Standards Established by the Joint Commission on Standards for Educational
Evaluation?
1. Utility: To ensure that the evaluation will meet the content needs of those involved
2. Feasibility: To ensure that the evaluation will be realistic, prudent, diplomatic, and frugal.
3. Propriety: To ensure that the evaluation will be conducted in a legal and unbiased way.
4. Accuracy: To ensure that the evaluation will communicate appropriate and accurate
information.
For more info visit: www.seu-ph-hi.com
SHORT NOTES AND TEST BANK OF PHC 274: Health Planning – BY ALI ALNASSER (MIDTERM EXAM)
- 13 -
I. List the Evaluation Types?
1. Community needs assessment.
2. Process evaluation.
3. Effect evaluation (Outcome evaluation, Impact evaluation).
4. Cost evaluation.
5. Comprehensive evaluation.
6. Meta-evaluation.
J. List The Four Public Health Pyramid?
1. Individual and Direct Services.
2. Community and Enabling Services.
3. Population-Based Services.
4. Infrastructure.
K. List the Public Health Planning Models?
1. PATCH
2. APEX-PH
3. MAPP
4. CHIP
5. PACE-E
Totara User Group Webinar | Watch & Learn | Oct 15 2014Kineo
In the second instalment of our Totara User Group webinar series, we provided examples from BMI Healthcare and MindEd leveraging their LMS to maximise learning retention.
In this webinar we were joined by Mango Partner Gary Patrick from QSM Group. Gary is a very successful QHSE consultant and trainer based out of Perth, Western Australia.
We discussed how to establish objectives and targets for your QHSE management systems.
Establishing and monitoring objectives and targets for health and safety, ISO 9001, ISO 14001, OHSAS 18001, AS 4801 and ACC programmes is something that companies really struggle with.
The webinar recording can be found here: http://www.mangolive.com/blog-mango/objectives-and-targets-for-iso9001-iso14001-iso45001-webinar-recording
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Organizational Capacity-Building Series - Session 6: Program EvaluationINGENAES
This session describes different kinds of program evaluations, and key evaluation considerations. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
Ethics: Real Life Application of the AICPA Code of Professional ConductMcKonly & Asbury, LLP
This webinar focuses on specific ethical examples related to both public accounting and industry. There is also a discussion on key points in the AICPA Code of Professional Conduct and their application to our daily responsibilities.
IIBA 2020 November - The Project Lab Masterclass: Shapeshifter BA in a Digita...AustraliaChapterIIBA
Ben Cashman from The Project Lab to discuss the skills & approaches needed as a new age business analyst in our changing digital world
About this Event
Overview:
You've heard a lot over the years of organisations moving from 'waterfall' ways of working to 'agile', with value expected to be delivered faster, through iterations of work rather than one fell swoop.
While the seasoned among us understand there is a place for both delivery methods, what does it really mean for a digital product world? A world that has proven recently that we can work effectively from home, and that many of the services we use as consumers can (and likely will) pivot to a digital product world. And more importantly how will this impact you, the business analyst expected to adapt and shapeshift your skills and approach in this fast changing world?
Presentation Value/Learning Points:
The Business Analysis Role - Do you have the skills to adapt?
How do I know which delivery approach works best for my organisation or project or client?
Business Analysis Ways of working
Business Analysis and Product Owners
Presenter– Ben Cashman
Managing Director, The Project Lab
With almost two decades of delivery and Information Technology industry experience, Ben has managed a varied project portfolio, spread across the Energy and Utility (E&U), government, healthcare, and private sectors.
Ben has managed projects with upwards of 100 team members and over $10m in value over the years, and while he still leads a number of significantly complex projects (and still consults on projects for key customers), he is now the co-founder and Managing Director of The Project Lab. The Project Lab specialises in providing organisations with advisory and management consulting, helping them link their strategic goals right through to actionable projects and work on the ground.
Ben has seen big changes in the way successful work is done over the years and is investing his energy in challenging the current mindset of the professional services industry. Ben is driven to develop a framework in which the very best Project Managers, Business Analysts and Industry Specialists can collectively deliver more successful projects to organisations around the country, every single day.
A. Discuss the conditions, advised not conduct an evaluation?
1. There are no questions about the program.
2. The program has no clear direction.
3. Stakeholders cannot agree on the program objectives.
4. There is not enough money to conduct a sound evaluation.
B. Name the stages in a program life cycle?
1. Pilot program stage.
2. Model program stage.
3. Prototype program stage.
4. Organizationally institutionalized program stage.
5. Professionally institutionalized program stage.
C. What do you mean by diversity in the context of health?
Diversity, in the context of health, refers to the numerous ways in which individuals
and groups differ in their beliefs, behaviors, values, backgrounds, preferences, and
biology.
D. What are the steps in conducting the assessment?
1. Involve community members.
2. Define the population.
3. Define the problem to be assessed.
4. Anticipate data- related and methodological issues.
E. List the six planning steps?
1. Team formation and development.
2. Vision creation.
3. Investigation.
4. Prioritization.
5. Decision.
6. Implementation and continuation.
F. What are the types of needs?
1. Expressed need: the problem revealed through healthcare seeking behavior.
2. Normative need: it’s a lack deficit; it’s to know what is the caused.
3. Perceived need: the felt lack as experienced by the target audience.
4. Relative need: identified through a comparison between advantage and disadvantage group.
G. List the Generational Milestones of Evaluation?
1. Technical: growth of scientific management, statistics, and research methodologies.
2. Descriptive: use of goals and objectives as the basis of evaluation to establish program merit
(outcome-focused).
3. Responsiveness: concern for the usefulness of the evaluation to stakeholders participation of
stakeholders in the evaluation process (utilization-focused).
4. Meta-evaluation: evaluation of evaluations across similar programs.
H. List the Standards Established by the Joint Commission on Standards for Educational
Evaluation?
1. Utility: To ensure that the evaluation will meet the content needs of those involved
2. Feasibility: To ensure that the evaluation will be realistic, prudent, diplomatic, and frugal.
3. Propriety: To ensure that the evaluation will be conducted in a legal and unbiased way.
4. Accuracy: To ensure that the evaluation will communicate appropriate and accurate
information.
For more info visit: www.seu-ph-hi.com
SHORT NOTES AND TEST BANK OF PHC 274: Health Planning – BY ALI ALNASSER (MIDTERM EXAM)
- 13 -
I. List the Evaluation Types?
1. Community needs assessment.
2. Process evaluation.
3. Effect evaluation (Outcome evaluation, Impact evaluation).
4. Cost evaluation.
5. Comprehensive evaluation.
6. Meta-evaluation.
J. List The Four Public Health Pyramid?
1. Individual and Direct Services.
2. Community and Enabling Services.
3. Population-Based Services.
4. Infrastructure.
K. List the Public Health Planning Models?
1. PATCH
2. APEX-PH
3. MAPP
4. CHIP
5. PACE-E
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
2. 2
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
4. 4
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
5. 5
This Afternoon’s Stuff!
• Developing Quality Improvement
Processes!
This Photo by Unknown Author is licensed under CC BY
6. 6
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
7. 7
This Afternoon’s Stuff!
• Integration & Diversification
This Photo by Unknown Author is licensed under CC BY-ND
8. 8
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
9. 9
This Afternoon’s Stuff!
• Increasing Client Census in Your
Program
– GBIRT Train the Trainer
– In Reach and Referral Pathways
This Photo by Unknown Author is licensed under
CC BY-NC-SA
10. 10
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
11. 11
This Afternoon’s Stuff!
• Create Community! (Dialogue with
the PGS System)
This Photo by Unknown Author is licensed under
CC BY-NC
12. 12
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
13. 13
PGS System: Residential and Respite
Treatment
• Salem -- Bridgeway Residential
• Grants Pass -- Options Respite
• Baker City – New Directions Respite
This Photo by Unknown Author is
licensed under CC BY-NC-SA
14. 14
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
19. 19
Quality Improvement:
Successful Completions
• “A successful problem gambling treatment completion is
defined as the Individuals: (a) who have achieved of at
least [75]% of short-term treatment goals; (b) who have
completed a continued wellness plan (i.e., relapse
prevention plan); and (c) who have lacked engagement
in problem gambling behaviors for at least [30]
consecutive days prior to successful completion of A&D
81 Services.”
20. 20
Quality Improvement:
Length of Stay Variances
• New Form and Process
– Stream line process
– Focus on treatment completion, engagement, risk acuity.
– Opportunity for reflection/pause.
• New LOS Variance Request
21. 21
Integration & Diversification
– Integrating with program staff in your agency
• Do staff in other agency programs know about gambling?
• Do staff in other agency programs know how to identify and
refer people dealing with gambling disorder?
– Integrating clinical services in your agency
• Do clients in other agency programs receive psychoeducation
about gambling disorder?
• Do clients in your gambling programming have access to
services “outside” of gambling programming?
22. 22
Integration & Diversification
– Diversifying services available
• Does your program have capacity to provide specialty services?
– recovery mentor,
– group therapy,
– couples and family therapy,
– SUD’s treatment,
– Mental Health Treatment (including medication),
– Medical Treatment,
– Case Management?
– Diversifying staff involvement
• Are staff in other programs ready to work with gamblers?
24. 24
Legs of your chair: Keys to stability!
In Reach &
Referral
Pathways
Maximize
Encountering Integrate &
Diversify
Dialogue with
PGS system
Quality Improvement
Processes
26. 26
GBIRT Trainthe Trainer
• History and Context of GBIRT
– Nationally
– Oregon State
– Program Implementations
• Purpose and Intent of GBIRT
– Training of staff
– Training of Community Gatekeepers
– Providing a bridge from education to referral
27. 27
GBIRT Trainthe Trainer
• Structure of THIS specific training
– “Behind the Scenes” look
– “Cliff Notes” on Screening and Brief Intervention
28. 28
Behind the Scenes of GBIRT Training
• Part I: Experiential Engagement
• Part II: Establishing Problem & Prevalence
• Part III: Establishing and defining how the
specific audience interfaces with Problem
Gambling.
• Part IV: Screening
• Parts V&VI: Brief Intervention and Referral to
Treatment
31. 31
Referral Pathways: Principles of a Program
• Principle #1: At risk groups and
gatekeepers must be specifically
identified.
This Photo by Unknown Author is licensed under CC BY-SA
32. 32
Referral Pathways: Principles of a Program
• Principle #2: Outreach efforts to at risk
groups and gatekeepers must be regular.
This Photo by Unknown Author is licensed under CC BY-SA
33. 33
Referral Pathways: Principles of a Program
• Principle #3: Outreach efforts to at risk
groups and gatekeepers must be
repetitive.
This Photo by Unknown Author is licensed under CC BY-SA
34. 34
Referral Pathways: Principles of a Program
• Principle #4: Outreach efforts to at risk
groups is best done by peer mentors.
This Photo by Unknown Author is licensed under CC BY-SA
35. 35
Referral Pathways: Principles of a Program
• Principle #5: Create a detailed plan and
stick to it.
This Photo by Unknown Author is licensed under CC BY-SA
36. 36
Referral Pathways: Phases of a Plan
• Phase I. Within the Agency
• Provide Gambling Informed Training to all staff – utilize
GBIRT model
– Front desk
– Physical Health Providers (if part of agency services)
– Mental Health Providers
– Addiction Treatment Providers
• Establish clear processes for screening and referral to
treatment
37. 37
Referral Pathways: Phases of a Plan
• Phase I. Within the Agency
• Conduct ongoing trainings on a regular schedule
– Refreshers
– New Employee Training
• Outreach Education presentations to at risk clients and
patients served by the agency
– Regularly scheduled
– Conducted by Peers if possible
38. 38
Referral Pathways: Phases of a Plan
• Phase II. Outside Healthcare, Addiction and Mental
Health Service Providers in the Community
• Provide Gambling Informed Training to all staff – utilize
GBIRT model
– Front desk
– Physical Health Providers (if part of agency services)
– Mental Health Providers
• Establish clear processes for screening and referral to
treatment
39. 39
Referral Pathways: Phases of a Plan
• Phase II. Outside Healthcare, Addiction and Mental Health
Service Providers in the Community
• Conduct ongoing trainings on a regular schedule
– Refreshers
– New Employee Training
• Outreach Education presentations to at risk clients and
patients served by the agency
– Regularly scheduled
– Conducted by Peers if possible
40. 40
Referral Pathways: Phases of a Plan
• Phase III. Criminal Justice System
• Identify available groups within community
– Judges and Courts – Including Treatment Courts
– District Attorneys
– Defense Attorneys
– Parole and Probation Officers
– Jails
• Provide Gambling Informed Training to all staff – utilize
GBIRT model
41. 41
Referral Pathways: Phases of a Plan
• Phase III. Criminal Justice System
• Establish clear processes for screening and referral to
treatment
• Conduct ongoing trainings on a regular schedule
– Refreshers
– New Employee Training
• Outreach Education presentations to at risk offenders at
P&P and Jails
– Regularly scheduled
– Conducted by Peers if possible
42. 42
Referral Pathways: Phases of a Plan
• Phase IV: Community Gatekeepers
(Potentially high frequency of contact with
Problem Gamblers)
• Identify non-clinical gatekeepers (examples)
– DHS case workers
– DV/IPV agencies
– Senior Services Agencies
– Veteran’s Services
– Who Else?
43. 43
Referral Pathways: Phases of a Plan
• Phase IV: Community Gatekeepers (Potentially high frequency of
contact with Problem Gamblers)
• Provide Gambling Informed Training to all staff – utilize
GBIRT model
• Establish clear processes for screening and referral to
treatment
• Conduct ongoing trainings on a regular schedule
– Refreshers
– New Employee Training
• Ongoing regular contact (eg. newsletter, electronic
newsletter)
45. 45
Create Community! (Dialogue with
the PGS System)
– Dialogue
– Program Development Opportunities
– Technical Assistance Pilot Project
– Monthly Meetings and Events
– Workforce Development
– Other ways to collaborate This Photo by Unknown Author is
licensed under CC BY-NC-SA
47. 47
Program Development Opportunities?!?
• GBIRT Training (G)
• Referral Pathways Planning (R)
• Maximizing Your Encountering (E)
• Integration and Diversification (I)
• Quality Improvement (Q)
This Photo by Unknown Author is licensed under CC
BY-ND
48. 48
Technical Assistance Pilot Project
• Program Self Assessment
• Review with David
• Dialogue with staff
• Dialogue with clients
• Create Development Plan
• Follow Up Quarterly
49. 49
Meetings & Events
• Treatment Calls
• All Provider Webinars
• Case Consults
This Photo by Unknown Author is licensed under CC BY-NC
50. 50
Workforce Development: Notes from
Survey and Project
•Changing System
– Seasoned Gambling Counselors
– New Gambling Counselors
This Photo by Unknown Author is
licensed under CC BY
This Photo by Unknown Author is licensed
under CC BY-NC-ND
51. 51
Workforce Development: Notes from
Survey and Project
Priority Areas:
Recruit new talent into the field
Strengthen the core workforce
Broaden the concept of the workforce
Create structures to support the workforce