Background: Substance abuse in the United States is a serious public health concern impacting morbidity and mortality. However, systematic screening and intervention has not been widely adopted into routine practice by health care organizations and routine screening and intervention is not currently in place for primary care at Kaiser Permanente Colorado. Therefore, a formative evaluation was conducted to explore and enhance implementation of the Substance Abuse and Mental Health Services Administration (SAMHSA) screening, brief intervention, and referral to treatment (SBIRT) approach in the organization. Methods: Key clinical stakeholders, including internal and family medicine physicians, primary care nurses, mental health therapists, chemical dependency clinicians, and clinic-based psychologists provided feedback. Two focus groups were also conducted with patient stakeholders: one in English and one in Spanish. Results: All clinical stakeholders promoted clinic-based psychologists to conduct brief intervention and determine referral to treatment as the optimal implementation program. Inclusion of the patient perspective also highlighted the importance of considering this perspective in implementation. Both patient groups were generally supportive of SBIRT, especially the educational value of screening questions defining healthy drinking limits; however, English-speaking patients noted privacy concerns and Spanish-speaking patients noted frequently being asked about drug or alcohol use. Organizationally, systems exist to facilitate drug and alcohol use screening, intervention, and referral to treatment. However, physician time, alignment with other priorities, and lack of consistent communication were noted potential barriers to SBIRT implementation. Conclusions: Clinicians expressed concerns about competing priorities and the need for organizational leadership involvement for successful SBIRT implementation. A unique suggestion for successful implementation is to utilize existing primary care clinic-based psychologists to conduct brief intervention and facilitate referral to treatment. Patient stakeholders supported universal screening, but cultural differences in opinions and current experience were noted, indicating the importance of including this perspective when evaluating implementation potential.

IntroductionHow the world communicates has changed fundamentally since the U.S. Department of Health and Human Services (HHS) Public Affairs Management Manual and its HHS Publications Planning and Clearance process were created in the mid-1980s (ASPA/HHS, 1986). These changes, along with the Department's evolving needs, provided an opportunity for the HHS Office of the Assistant Secretary for Public Affairs (ASPA) to implement a significant innovation in communications process - one that can support better the Department's overall mission.Since 2012, ASPA (with its many HHS communications partners) has been engaged in planning, implementing, evaluating and improving this new process for handling the Department's print and digital communication products, and for integrating it with the Department's activities as a whole. As an official for HHS' National Institutes of Health put it, implementing this innovation is "changing the way we think" as well as reshaping a number of long-standing activities.The old process required advance clearance of print/web publications, audiovisual products, communication contracts, and campaigns, using a set of forms well-known within the Department (HHS forms 615, 524 and 524A). The innovation whose implementation is discussed here is called "Strategic Communication Planning" (SCP). It incorporates wellvalidated principles of strategic planning and communications science (see Weber and Backer, 2012).The process used to implement SCP also is innovative, especially for a Federal agency. It is based in the same science that helped shape SCP. A fundamental principle from this science is that successful change requires an intensive effort over time to involve those who are affected by the change in designing how it is implemented. HHS undertook several previous efforts to update its clearance process. These didn't work well both because they only involved change around the margins (e.g., putting the clearance forms online but not changing their content), and because they didn't engage the HHS component agencies and their leadership. The implementation approaches used with SCP are based in part on earlier work at one of HHS's organizational units (Weber and Backer, 2012).The process of change in Federal agencies too often involves only sending out a memo followed by a very short implementation period. For SCP's implementation there was an intensive effort to involve those affected by it in the design of the change, and this process took place over a two-year period. Moreover, SCP pushes down decision making to lower staff levels wherever possible, again increasing engagement. An unintended consequence of this strategy is a dramatic reduction in the number of products submitted for review.Finally, communication technology recently has revolutionized how government can engage public audiences (service recipients, their parents and family members) and professional audiences (providers, policy makers, payers, educators, researchers, advocates, media). Now, traditional media (broadcast, print and news) and digital media (websites, social media, media monitoring and metrics, mapping, video/multimedia, mobile messaging, and emerging technologies) provide many options for content development, delivery, promotion, audience engagement and evaluation. These changes are part of the context for innovation discussed here.The Challenges of Implementing SCPSince the previous process was in place more than 25 years, implementing the new one meant dealing with some challenges, both technological and human. The technological challenges involved creating a web-based SCP platform HHS staff could employ for recording and using data about print and digital communication products, and the steps by which they are created and disseminated. While this work was complex and took time and resources, the platform now is up and running successfully. Data have been gathered about both the implementation process for this platform and its initial impact on communication products and their use (see below). …

Alanna Kulchak Rahm1, Jennifer Boggs1, Carmen Martin1, Arne Beck1, Marilyn Pearson1, Thomas Backer2 and Brian Ahmedani3 1Kaiser Permanente Colorado 2Human Interaction Research Institute 3Henry Ford Health System

Over 6 years, a U.S. Federal health agency, the Substance Abuse and Mental Health Services Administration, has developed a science-based communications strategy. Agency staff reviewed the scientific literature, discussed implications of it for meeting communications goals of the agency, created a strategy based on what was learned, and refined it over time as informed by experience. Doing so led to eight significant changes in ongoing operations of the agency's Office of Communications. Discussion of these activities is followed by an analysis of possible next steps this agency or others like it could take to enhance communications strategy.

Alanna Kulchak Rahm1, Carmen Martin1, Jennifer Boggs1, David Price1, Arne Beck1, James Dearing1 and Thomas Backer2 1Kaiser Permanente Colorado 2Human Interactions Research Institute

Jennifer Boggs1, Alanna Kulchak Rahm1, Carmen Martin1, Arne Beck1, David Price1, Thomas Backer2, Maggie Gunter3, Brian Ahmedani4 and James Dearing1 1Kaiser Permanente Colorado 2Human Interactions Research Institute 3Lovelace Health System 4Henry Ford Health System/Health Alliance Plan

Alanna Kulchak Rahm1, David Price1, Arne Beck1, Carmen Martin1, Jennifer Boggs1, Thomas Backer2 and James Dearing1 1Kaiser Permanente Colorado 2Human Interaction Research Institute

From 1995 to 2012 wasn’t just the time span for the first 100 issues of the Journal of Health Communication—it also was a time of many changes for the professional field that this journal covers. I think of four that especially merit mention as we look back and look forward on the field and the Journal of Health Communication’s contribution to it. It was a time of passing for some of the 20th century’s great leaders in the field of health communication. Most especially we lost Everett M. Rogers, certainly the most influential writer and researcher about diffusion of innovations, along with other topics like agenda-setting that are key to how we see health communication from both a theoretical and a practice perspective today. The Journal of Health Communication’s 2005 Forum collection of articles from some of his most devoted colleagues and friends, including myself, celebrated his life. And a 2004 special issue on diffusion of innovations theory showed us from Ev’s remarkable work the truth of social psychologist Kurt Lewin’s dictum, ‘‘Nothing is so practical as a good theory.’’ Second, it was a time of emerging new technology platforms for health messages. Early on in this period, e-mail and websites became indispensable parts of communication strategies, both to get messages out there and to coordinate health communication campaigns. Then came the use of cell phones to deliver messages, and laptop computers and handheld devices to make data gathering easier, particularly in rural and underdeveloped areas. More recently came smart phones, able increasingly to bring high powered, complex communications in real time. And to bring them everywhere, even to places that have no electricity or running water. Also, YouTube became a powerful option for bringing visual material like videos (professional and amateur) to a diverse audience. Most recently, technology scored a direct bulls-eye on health communication strategy with the emergence of social media like FaceBook, LinkedIn, and many other systems for not just delivering messages but for orchestrating individual, small group, and community action. In 2011, Bernhardt, Mays, and Kreuter published in the journal an analysis of how social media and new technology platforms affect dissemination strategies, including those framing health communication activities.

Community mobilization can increase the effective implementation of evidence-based practices (EBPs) in youth violence prevention. These strategies bring together people and organizations in a community to try to solve or reduce a problem. They help communities address the challenges of identifying EBPs, disseminating them to local decision-makers, and then implementing and sustaining them if they are successful. Science-based systems for implementing EBPs such as PROSPER and Communities That Care can help to integrate this complex work in communities. Further insight about implementing EBPs in youth violence prevention is being developed through the CDC-funded Academic Centers for Excellence in Youth Violence Prevention. Community mobilization approaches for seven of these programs are discussed, highlighting successful approaches and challenges encountered.

American Journal of Community PsychologyVolume 48, Issue 1-2 p. 2-7 Introduction Mobilizing Communities to Implement Evidence-Based Practices for Youth Violence Prevention Introduction to the Special Issue Nancy G. Guerra, Corresponding Author Nancy G. Guerra University of California Riverside, Riverside, CA, USAnancy.guerra@ucr.eduSearch for more papers by this authorThomas E. Backer, Thomas E. Backer Human Interaction Research Institute, Los Angeles, CA, USASearch for more papers by this author Nancy G. Guerra, Corresponding Author Nancy G. Guerra University of California Riverside, Riverside, CA, USAnancy.guerra@ucr.eduSearch for more papers by this authorThomas E. Backer, Thomas E. Backer Human Interaction Research Institute, Los Angeles, CA, USASearch for more papers by this author First published: 04 January 2011 https://doi.org/10.1007/s10464-010-9421-yCitations: 3Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume48, Issue1-2September 2011Pages 2-7 RelatedInformation

Community mobilization can increase the effective implementation of evidence-based practices (EBPs) in youth violence prevention. These strategies bring together people and organizations in a community to try to solve or reduce a problem. They help communities address the challenges of identifying EBPs, disseminating them to local decision-makers, and then implementing and sustaining them if they are successful. Science-based systems for implementing EBPs such as PROSPER and Communities That Care can help to integrate this complex work in communities. Further insight about implementing EBPs in youth violence prevention is being developed through the CDC-funded Academic Centers for Excellence in Youth Violence Prevention. Community mobilization approaches for seven of these programs are discussed, highlighting successful approaches and challenges encountered.

· This article brings together the Annie E. Casey Foundation’s 15 years of experience with peer networking— examining through two research studies the process of peer networking and its impact, both with community-based and funder groups.

To investigate the construct validity of the Comrey Personality Scales, this personality test and a biographical data inventory inquiring about past and present life circumstances were administered to 209 volunteer U.C.L.A. students. Biographical data variables were correlated with scores on the eight personality scales. Personality scale score estimates by the authors, based on examination of the respondents' biographical data responses, were also correlated with actual scale scores. The personality scales which received the best confirmation were Social Conformity vs Rebelliousness and Orderliness vs. Lack of Compulsion. Support for the construct validity of the other personality scales varied from moderate to negligible.