Scoping Project for an Alcohol Academy

Aims: This project (funded by the Alcohol Education & Research Council, AERC) aimed to explore the need for an alcohol academy – a centre for workforce training and excellence – and a network for professionals with responsibility for alcohol harm reduction that will enable them to learn from each other and share information. Local alcohol leads, their employers, regional and national alcohol leads and academics were asked for their views about such an academy and network.

Background to the Project Since the government’s 2004 Alcohol Harm Reduction Strategy for England, there has been a steady growth in the number of new public sector posts designed to coordinate and drive local action on alcohol. The Strategy called for a joined-up approach across government departments, and for this to be reflected at local level across key organisations such as the local authority, police and health trusts. The new posts were seen by many local partnerships as the best way to achieve this.

In 2007, the updated national strategy, Safe. Sensible. Social. prepared the way for a Public Service Agreement on alcohol harm reduction, which for the first time means that local authorities and health trusts will be assessed on their performance with respect to tackling alcohol misuse. In addition, there is a new statutory duty on Crime and Disorder Reduction Partnerships to have in place, from April 2008, strategies to address alcohol-related crime.

Alcohol coordinators come from a variety of backgrounds; the posts are too new for there to be a pool of people with prior experience of the job. The knowledge and abilities of an effective alcohol coordinator include: negotiation skills; presentation skills; project management skills; knowledge of alcohol misuse with respect to public health, crime, treatment, children, families, licensing law etc; ability to work at a strategic level (e.g. arguing the case at high level meetings) and at an operational level (e.g. giving sensible drinking messages to people at the town show); ability to work with a wide range of partners.

Anecdotal evidence suggests that most coordinators come into post with gaps in their knowledge or skills, and that it can take a considerable time to learn the ropes well enough to make an impact. Peer support from other coordinators is useful, but there is no formal network to facilitate this, and no resources designed specifically for them.

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Alcohol Policy UKnews and analysis for the alcohol harm reduction field

The situation is probably even more difficult for other professionals who have an alcohol remit as part of their job, and are less able to prioritise getting the information and support they need.Organisation of projectThe project had two key elements.

The first was a survey of: local alcohol coordinators and leads (i.e. those with additional responsibilities to

alcohol); regional alcohol leads (in the Government Offices and Strategic Health

Authorities); employers of alcohol coordinators (line managers in Drug Action Teams, PCTs,

Community Safety teams, etc); alcohol leads in the Dept of Health, Home Office, DCMS and DCSF; leading academics in alcohol policy and knowledge exchange.

The second element was a one day seminar for alcohol coordinators/leads in which participants used the survey results and their own experience to consider how the academy could operate, what it would cover, and who it would be aimed at. The seminar involved facilitated discussion and two model sessions (i.e. examples of sessions the academy might run) to stimulate debate.

Methodology To recruit participants we used our existing extensive database of alcohol

leads/coordinators and relied, to some extent, on snowballing. The survey was conducted through semi-structured interview, with a tailored set

of questions for each group of professionals. Interviews were conducted by telephone and email. Evaluation of the survey results was through analysis of the structured

questionnaires.

5 questionnaires were designed for the following professionals:Type of Questionnaire Number of ResponsesQ1 Alcohol Coordinators/leads 40Q2 Employers of Alcohol Coordinators 5Q3 Regional Alcohol leads 9Q4 National Alcohol leads 5Q5 Academics 5TOTAL 64

The questionnaires were sent to over 220 professionals and followed up with phone calls and emails. A total of 64 responses is a 29% response rate.The questionnaire asked professionals to indicate whether they would attend a workshop, in central London, to consider the survey results in more depth, teasing out if there was a desire for a communications network and/or alcohol academy and what it would look like. Despite the short turn around of the project (4 weeks) and the fact the

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work was conducted during August when many people were on holiday, 10 professionals indicated they would attend such a workshop.

Findings

Questionnaire 1: Alcohol Coordinators and leads

Part A – Background & General Information

Which department are you in?Organisation Number & % of RespondentsDrug Action Team (Local Authority) 15 (36%)Primary Care Trust (NHS) 10 (25%)Community Safety Team (Local Authority) 9 (23%)Joint PCT/DAT 4 (10%)Other (Environmental Services) 1 No response 1 TOTAL 40

The majority of respondents (36%) sit within the Local Authority Drug Action Team. Those in the DATs (also known as: DAAT – Drug & Alcohol Action Team; and DAST –Drug & Alcohol Strategy Team) sit under a variety of Directorates such as Adult Care Services, Crime Reduction Service, Vulnerable Adults, Social Services, Partnership and Procurement & Neighbourhood Regeneration Team. One DAT officer was a Police Officer on secondment. Those based in the PCT were all within Public Health.

How long have you been in post?Time in Post Number & % of Respondents0-5 months 4 (10%)6-11 months 10 (25%)12-17 months 3 (8%)18 months-2yrs 11 months 11 (26%)3yrs + 8 (20%)No response 1 (3%)TOTAL 40

Within a range of 4m-6yrs, over a quarter of respondents had been in post for 1.5-3yrs. 43% had been in post for under 18 months and 2 had been in post for 6yrs.

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What was your previous role or any relevant qualifications?Background Number & % of

RespondentsAlcohol 6 (15%)Previous DAT Role 6 (15%)Young People 5 (13%)Other (including previous public sector role) 5 (13%)Public Health 4 (10%)Substance Misuse 4 (10%)Criminal Justice 3 (8%)Commissioning 3 (8%)No Response 2 (5%)TOTAL 40

The respondents came from a broad range of backgrounds, interestingly with nearly as many coming from a young people background as an alcohol or DAAT background. Others included a Clinical Standards Officer and Local Authority Town Centre Manager; the Criminal Justice background included a Police Officer and a Probation Officer.

Did you have any training or specific induction coming into the post?As to be expected with a new type of post, none of the respondents had any specific training or induction for the role of Alcohol Strategy Coordinator. A few (4/40) received a tailored induction from their line manager introducing them to the concept of the role and the key stakeholders.

Why did you go for the job? What interested you in it?From analysis of the responses, the following themes became apparent:Themes No of

RespondentsInterested in the alcohol field and its challenges both as an under-dog in the substance misuse world and broad cross-cutting nature (e.g. crime & disorder and health)

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Wanted to shift from a operational role within substance misuse to a more strategic one

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Good time to get into alcohol field; recognised the shift in the substance misuse field (accompanying the fierce media interest in alcohol consumption in the UK)

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The broad partnership building aspect of a role in alcohol appealed 3Result of a restructure in DAT/PCT 3No response 2TOTAL 40

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The majority of respondents cited an interest in the alcohol field leading them into this broad, cross-cutting role. Some felt alcohol was of the zeitgeist and with the focus finally shifting towards alcohol away from Class A drugs it was an exciting time to be in the field.

Part B – Role & Alcohol Strategy

What are the key responsibilities in your job (e.g. NTE, health, licensing, commissioning, project management, crime and disorder, street drinking)

All 40 respondents were responsible for the development, implementation & monitoring of the Alcohol Strategy for their area. This can be split down further into the following key areas:Key Area involved in Number of

responsesCrime & disorder 19Commissioning 14Development & promotion of Tier 1-4 treatment 14Prevention/ Harm Minimisation/Education & Training 12Project Management 8Screening & Brief Interventions (SBIs) 7Other 6Licensing 5Performance Management 5Campaigns/Communications/Media/Social Marketing 5Public Health 5Partnership Working 6Children & YP 6Street drinking 4Night Time Economy 4Identify & build resources (including funding) 4Events 2Domestic Violence and substance misuse 1Total number of areas highlighted within roles 127

The breadth of the role of alcohol strategy coordinator is demonstrated here with 18 areas of responsibility highlighted.

The three key responsibilities are: projects involving alcohol related crime and disorder; commissioning; and the development and promotion of alcohol prevention. 35% of respondents had some commissioning responsibilities and 30% cited a key responsibility as promoting the prevention of alcohol related harm. The majority of the respondents do not have direct responsibilities in the night-time economy or Children and Young People. Others included:

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Promoting support groups (AA, AdFam) Workforce development Alcohol in the workplace Homelessness.

Please describe any strategy you have in place or in development?Aspects of the Alcohol Strategy No

responseYes No

Does it have themes and an action plan?

1 35 4-in development

Was it based on the toolkit? - 7 32-No developed prior to its publication

Does it have a Steering group? - All had or were forming one

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Does it have a budget? 7 17 16

Steering group combinations of Task Groups/Planning Groups/ Sub groups & Alcohol Practitioners Forum were cited. They typically comprised of Police, Local Authority, DAT, PCT, Service Users, and Treatment Providers etc.

43% of respondents had a budget of some sort, or identified allocated funding.Where there was no budget, one area had incorporated this into the action plan with these three categories:

already secured bid pending still required.

However, many that said they had a budget identified these for single work strands or themes, for instance PCT funding for treatment or CDRP funding for crime and disorder initiatives. Few had any wider or pooled alcohol budgets available.

What has been the impact [of your alcohol strategy]?33/40 responded to this question.20 cited the impact as considerable or positive overall. Many mentioned that alcohol had moved up the political agenda as a result. Further proof of impact was given in examples of posts created, new committed alcohol funding, long term planning, councillor/partnership buy in, clearer lines of responsibility and monitoring, and first time baseline setting to benchmark longer term initiatives.

Those who said there had not been an impact mostly said so because the strategy was not completed or there were difficulties in assessing any changes. However one mentioned scepticism from partners as a result of lack of funding.

What level of buy-in [to your alcohol strategy] has there been?

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The majority responded positively about the level of buy-in; a significant number said they were very pleased. Many cited broad support with high-level champions (Chief exec/Director of PCT/Borough Commander etc.). However many of those reporting positively about buy-in said there had been one or two partners that were hard to engage. Some said it was “slowly steadily improving” whilst in cases there was a theme developing of stakeholders expressing support at steering groups but failing to turn this into real action against a backdrop of other targets.

Any particular barriers or obstacles [to implementing your alcohol strategy]?In order of priority, these themes emerged:

1. No funding underpinning strategy (nearly all responses highlighted funding issues);

2. Long term funding restrictions means unable to commit to Year 2-3 spend;3. Capacity issues of one coordinator overseeing too many actions with too many

stakeholders;4. Not same level of performance management scrutiny as for drugs;5. Reducing alcohol related harm against the prevailing drinking culture;6. Data issues;7. No clout;8. Personalities/interpersonal agendas/politics;9. Balancing crime and disorder and health agenda priorities;10.Ensuring crime and disorder and health objectives integrate.

Strengths In order of priority these themes emerged:

1. Strong working partnerships where there were none previously;2. Evidence based actions for first time;3. Implementation of screening and brief interventions (SBIs) or lead alcohol posts

in health/treatment;4. Not chasing targets allows room for innovation; 5. Having a strategy gives a more structured/consistent approach to alcohol.

Weaknesses 1. Short term funding makes it difficult to cultivate growth areas; 2. Data (lack of); 3. Agenda may be too broad; 4. Hard to establish realistic goals as in first year;5. Issues of structure/sustainability within DAATs or teams.

Strength & weaknessBottom up approach has cut both ways: strong engagement but no clout!

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What skills are needed in an Alcohol Strategy Coordinator?Key Skills required NumberNetworking/partnership building and maintenance 28 Negotiation/Influencing/able to tailor argument to audience 20 Project Management/organisation and coordination 19 Strategic thinking (able to separate out operational issues) 12 Presentation and communication 13 Educating/training 11 Self motivation, patience, tenacity 7 Performance management 3 Research and data interpretation 3

This question had a high response rate and clear results. The key skill base required to deliver an alcohol strategy successfully was perceived as partnership building, the ability to influence and negotiate (with no budget to help), project management, keeping track of various posts, action plan milestones, answering media queries, running successful campaigns, organising training sessions.

What knowledge is necessary?Areas of knowledge required Number & %Local partnerships (LA, PCT, Police), their structures, performance management, agendas, etc.

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Local treatment provision 12 Legislation, national and local policies and drivers 12 Alcohol and its impact on individuals/society communities 11 No response 7 Alcohol treatment structures/responses 6 Commissioning 5 Evidence base for interventions 3 Crime and disorder 3 Licensing law 2 SBIs 1

Only 23 responded to this question but over a third felt that understanding local partnerships, treatment provision and national and local policy were the most important knowledge base for the job.

Interestingly, under a quarter felt that expert knowledge of alcohol treatment structures was important, in fact four respondents cited that much of that can be learnt on the job and it is the skills base that is the most important factor in this role.

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What training needs face coordinators?Training Needs Number Commissioning 14 No response 10 How to write a successful business case/bid/strategy/needs assessment

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Project management 6 Licensing laws 6 Alcohol treatment and health implications 8 How to deliver training 4 How to influence 3 Social marketing 3 Alcohol legislation and good practice guidance 5

Whilst there was not a strong response to this question, the greatest training need appears to be for effective commissioning. Of similarly high importance was training to write business cases, bids, strategies or needs assessments.

Other one-off suggestions include the following: potential training workshops/modules/Rough guide on how Police, PCT, Local Authorities work – their structures, language, multi-agency principles; Service user involvement; and young people issues. One suggestion was for a basic training package for all new alcohol coordinators/leads, in the form of a part-time Diploma or Masters accredited by a university.

Part C – Networking and Peer Support

Are you in touch with other alcohol strategy coordinators?There is evidence of networks in the following areas:

London (comprising coordinators from Lewisham, Greenwich, Enfield, Hackney, Lambeth, Bexley, Camden, Southwark, Brent & Newham);

Greater Manchester coordinators and Alcohol Commissioners group; North West Region (Humber & Yorks - approached Alcohol Concern to

strengthen this forum but it never got off the ground); Government Office for South East (GoSE); Government Office for South West (GoSW); Government Office for East Midlands (GoEM) (Ni39 group); Devon County Council; East Midlands Counties (Leicester, Rutland, Northampton, Derby City and

County, Lincolnshire and Nottingham City).

There is evidence of some linking in the following areas: Barnsley have a regular Alcohol Coordinators group;

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Cumbria & Lancashire Coordinators; Kirklees is linked into Regional Alcohol group in Scotland; Some links around Leicestershire/Rutland; Some links around Northamptonshire; The Open Soho Project was also cited as a forum operating in London; Cheshire and Merseyside (SOEM).

These groups keep in touch via: meetings (monthly, bi-monthly, quarterly) e-mail telephone conferences, seminars.

How do you keep up to date with information?What communication or networking do you do within the alcohol field? The following resources were cited as valuable alcohol resources:

Alcohol Policy UK newsletters Daily Dose Alcohol Concern & HubCAPP LDAN newsletters Youth Work News Youth Justice News GoSE weekly bulletins/newsletters Portman Group Know your Limits Drinkaware National Treatment Agency Drugscope library Institute of Alcohol Studies NWPHO alcohol profiles DoH; DCSF; DCMS & HO websites.

Would you value a network for Alcohol Coordinators/leads?37/40 (93%) stated they would value such a network. Most responses were simple such as “yes, definitely” but some with hesitations, questions or concerns. The following comments were made:

“I am in a regular network & HubCAPP already provides some support. What would be the extra value of this network?”

“Yes, some formal support and structures would be useful for many of the groups or regions.”

“Would be useful but not just moaning and a talking-shop.”

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“Yes very much so, Alcohol Concern began one last year, only met once – very good. The e-mail group got going but similarly faded fairly quickly.”

“I think the regional one is fine. A national body would be fine but would recommend maybe an annual meeting at most and kept to regions for inclusivity of attendees. I am mindful of how many meetings there are! I have found the Regional Govt newsletters/briefings/updates and links to be helpful.”

“I’m in GoEM – don’t need additional support.”

“Could be useful on a day-to-day basis rather than strategically.”

“My local Greater Manchester network is invaluable.”

“Has the potential to be handy; could we not also explore international networks?”

“I would prefer a library source of up to date information which could link into the HubCAPP. The library should include all relevant data, research activity, comments upon newspaper articles considering false concepts etc. E-mail networking only works if people take the time to view the questions and then answer them. This happens infrequently. I would prefer a centrally based support team to answer questions for the whole nation.”

What would be of particular use or interest, e.g. a local or national network?16/40 cited both regional and national networks would be useful. Many supported regional networks over a national one, initially at least.

In favour of regional networks:“A regional group – think a national group would be too high level – a National Conference might work better – may be useful for the regions to link up more.”

“Regional local contacts for networking, with links to other regions for sharing good practice.”

“Not sure how useful a national network would be. Having a local network seems to give us opportunities to carry out joint work as well as share ideas and learn from one another.”

In favour of a national network:“National – as already have a local one.”

“A national network would be useful. The regional network for London already works well, although if different people were involved it could fall apart as it has no formal structure.”

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“London keeps in touch well but surely we are missing opportunities to share best practice nationally.”

“I would prefer a nationally based service to reduce duplication of work.”

Comments:“Not always meeting in London.”

“Would be good to produce a resource pack or directory, strategic planning aids.”

“We need a central place for sharing national and international models of good practice. Don’t know if the network would be the answer though. Maybe some sort of Clearing House for alcohol? Isn’t this Alcohol Concern’s current role?”

“Start off small with local – get it right then increase scope to national.”

Would you view a yearly national convention as useful? In your opinion where should the focus be: training, networking or sharing best practice? Focus for yearly convention Number of responses Sharing best practice, networking and training 15Sharing best practice 11Networking 7Training 3

Those that answered this question were least in favour of a national yearly convention focusing on training.

The following comments were made:

“Lots of recent national conferences lacked anything that really grabbed me but came with a great big £300 price tag; a very useful day can be organised for as little as £30 a head.”

“Would it be necessary on top of existing conferences, or would it be better as an evening or afternoon activity at another event?”

“Perhaps a number of them around the country – regional lunchtime networks?”

“Yes a jamboree of all of them, an opportunity for policy makers to talk to us for a change, they don’t seem to know we exist!”

“Not sure, a year ago felt swamped by national conferences, so it needs to have specific outcomes to all the others.”

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“The sharing of best (and worst – didn’t work) practice is invaluable but how will this yearly meeting complement the work of HubCAPP?”

“I want to go to a convention and hear something new – I want to walk away and say, ‘Yes I’ve learnt something and yes I have a few ideas for our action plan’!”

Do you think an Alcohol Academy for new coordinators is a good idea? It would aim to train and support new and existing coordinators across the country.33/40 (83%) supported the idea. The following comments and doubts were expressed:

“Unsure of value, depends on skills and experience of the individual and those delivering/running the Academy.”

“…I think having a central point for learning will provide support and confidence to alcohol leads in pushing forward their ideas and projects…”

“If it improves access to low/no cost training then yes. If based in London travel costs would be prohibitive.”

“Good idea as working as a coordinator is still a relatively newly created post in local gov compared to the drugs field. Useful to share good ideas, minimise time spent making common mistakes in approach or policy.”

“Means the knowledge shared would be consistent across localities.”

“Should be modules of training so we can pick and chose from a menu, relative to our roles, should be able to complete them like Open University. Web based would be good. Obviously the issue of funding and time away from the office would be issue if the Academy was classroom based.”

“Not sure due to huge variance in skills base and JDs [job descriptions]. For instance my job has no commissioning brief.”

“I think the issue is filling roles in the first place. I certainly found the support of the London coordinators network was vital for getting up to speed quickly.”

Would you attend something like this and why?26/40 would (some didn’t respond). Comments were:

“Meet colleagues/networking.”

“Share best practice.”

“Good to support new people – too late for me though!”

“Would have been useful when I was new in post – 3 years too late!”

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“Limited knowledge base in some areas: I would benefit from some formal training.”

“To provide guidance and training in applying for grants.”

“Would minimise the isolation that is currently experienced in the alcohol field and help boost the alcohol agenda.”

“Yes as the training would be dedicated specifically to what I would be working on or it would develop my skills to increase alcohol outcomes within my local area.”

Would you be willing to contribute to such an academy?33/40 (83%) were willing to contribute something such as:

“Commitment to attend events, happy to run workshops.”

“Happy to share successes and how to overcome common barriers.”

“Happy to lead on health needs assessments/social marketing workshops.”

“Could run workshop on managing the night-time economy.”

Questionnaire 2: Line Managers

Position and DepartmentsThree of the responding five line managers who responded were DAAT coordinators, with the remaining two being commissioning managers. Three were based within local authorities (Community Services/Chief Executive departments) and two were within the PCTs.

Recruitment, skills and knowledge and post objectivesOne line manger recruited from an existing position whereas two reported a good response and two a poor response to the job advertisement.

A variety of skills and knowledge was identified as being sought in applicants including:

Knowledge of key legislation and policy development relating to alcohol; Ability to deliver a diverse area of work but with particular focus on project

management in the development of local alcohol related services; Understanding of working with partners to manage the differing agendas with the

common goal of improving the health of individuals, improving relationships within families and improving the impact of alcohol misuse on the community;

Strategy development ; Establishing a commissioning framework and performance management systems

for alcohol services; Developing care pathways.

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Objectives for the posts were identified as:

To implement the actions within the local drug and alcohol strategies and ensure actions have an impact on the national and local LAA targets;

To keep the DAAT updated on key developments in national policy; Identify gaps in services and identify funds to meet them; Work with internal and external partners to build capacity within mainstream

services to deliver harm reduction messages on safer drinking to their client group and refer into specialist services where appropriate;

Build public awareness through publicity campaigns on safer drinking/mixing alcohol and drugs.

All five managers saw the post as being a long-term position in order to achieve objectives.

Inductions, training and supportNo specific inductions or training and support were given to coordinators other than introductions to key stakeholders and agencies, attendance at regional and national conferences and other needs generally identified through supervision and management processes.

Line manager views on an academyLine managers gave mixed reactions to the idea of an academy and were not willing to pay for any such programmes. One clearly supported the idea whereas four raised issues including existing networks or conferences and what content may be offered by an academy. Views included:

“...it is important that the alcohol coordinator gets support on a pan-London basis with the opportunity to share ideas and good practice and look for the potential to deliver joint work with other boroughs.”

“Regional and sub-regional fora exist but are not always valuable as there is significant variation in approach and need across the region. Connection with comparable core cities could be of more value but it is hard to see why this would need to be additionally funded. These posts support the activity of a number of Govt departments (DH, HO, DCLG) and regional government functionality should support any multi partnership learning or initiatives.”

Questionnaire 3: Regional Alcohol Leads

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What is your post/role?Organisation Number Government Office DH Health alcohol lead 4Government Office CDRP lead 1Regional Drug and Alcohol Senior Policy Officer 1Regional director of public health programme 3

How many local authorities/PCTs within your region have alcohol coordinators?Organisation Number All unitary areas have a designated alcohol lead 3Most have an identified lead 5Not able to answer 1

Most regional leads reported that the majority of councils/PCTs have a lead for alcohol although the number of actual specific alcohol coordinators varied greatly. The GONW reported alcohol leads had been identified in further organisations including police and probation services.

In your view how important is the role of an alcohol coordinator in terms of delivering local alcohol harm reduction?Importance of coordinator? Number Important/very important 5Mixed views about the importance 4

The majority of regional leads saw the role of the alcohol coordinator as either important of very important in delivering progress on alcohol locally, whereas four expressed mixed views stating that strategic recognition and a high-level champion were perhaps more important.

Views of the alcohol coordinator as important:

“Really important – faces spring to mind, champions, people who are able to make things happen. It is easier for us to meet those people and make progress on those areas… Coordinating is the key word: it needs someone to bring cross-cutting agendas together.”

Mixed views on the importance of the alcohol coordinator:

“In my view the role of an alcohol coordinator is predominantly a communication and dissemination one. Impact on delivery is limited to ensuring that every agency

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understands their role in delivering the impact. I think the role is often confused with an alcohol champion. This role should be senior enough to drive delivery in all agencies (at Chief Exec level). This latter role is probably the more important of the two in delivering. The co-ordinator role is essential to ensure that the legwork around agreeing priorities under the alcohol agenda and disseminating info is occurring – essentially enabling the champion to call to task the delivery agencies.”

Are you involved in any networks with alcohol coordinators/local alcohol leads?Five regional leads reported having a network in operation or under development that focused on strategic alcohol delivery. Three explained that existing networks/strategic arrangements covered alcohol through these structures.

Some comments relating to existing strategic networks:

“[we have] just reviewed governance structure – will set up a police, senior health, probation, Public Health director, quite high level to drive the delivery of regional alcohol priorities. It will mainly focus on community safety, health, social marketing. A key component will be stakeholder engagement, delivered through Regional Improvement Efficiency Partnership – working with LSPs to deliver. REAP will be developing this.”

“My Team and I are involved in sub-regional network meetings (based on the five counties), Regional NOMs Pathway meetings (prison/probation), Trading standards regional meetings, regional police alcohol forum and we chair the Regional Leadership Alliance which brings together all the sub-regional and local thematic networks.”

Would you support a not-for-profit network/academy specifically for alcohol coordinators/local alcohol leads:Would support network/academy Number of RespondentsYes would support network 5Think existing/planned activities cover this 2Want further information on how it would work 2

Most regional leads supported the idea of a network for alcohol coordinators although talked about existing strategic networks and that some functions were already in place. Responsibility of the regional offices in supporting local action on alcohol was also highlighted as a key point. However overall it seems there would certainly be value in further networking support for coordinators/leads as long as there was no duplication and it was responding to highlighted gaps/needs. Three regional leads expressed views that sufficient networking/structures were already in place and that forthcoming initiatives such as the Department of Health’s forthcoming Alcohol Improvement Programme (including the Virtual Learning Centre) covered some angles.

Some views on the proposal of further networking for coordinators/leads include:

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“It would depend on how was this was run particularly because of travel logistics. However target specific topics and specific events may be useful – virtual resources would be good too – travel time restrictive/prohibitive for many.”

“The Regional Alliance and separately the Department of Health via CSIP have already established regional networks to share practice and improve delivery. CSIP have set up an Alcohol Interventions Improvement Centre (which houses a Virtual Learning Centre). This all distils into a national forum. I have to confess that I would be very disappointed if these mechanisms did not deliver the peer support, mutual learning and innovation that a national academy might look to deliver. In my past experience (in the drugs field) leads often fail to make use of the networks in existence and quickly request something to fill their place but where these networks have been created to meet that demand they have not demonstrated additional impact (over and above offering general confidence boosters and reassurance to the leads). Before I could support an national network I would prefer to critically assess the impact of the AIIC and VLC given that these are in their infancy.”

What areas of work should be covered by the academy/network:Areas identified by regional leads included:

Appropriate skills training for new coordinators e.g. strategic work for those with practitioner backgrounds;

Sharing of best practice; Peer support and personal development; Translating strategic policy into local practice; Health integrating with wider partnership approaches and CDRPs; Training for delivery of key strategic agendas e.g. for PCT coordinators being

able to influence primary as well as secondary and tertiary care services; Linking sharing and learning from regional forums together.

Other comments, feedback and supportRegional offices generally said they would support any such project mainly through existing networks or providing venues, but none said financial support would be forthcoming. Other feedback included that there would be a necessity to ensure any such programme was sustainable as such things are prone to short shelf lives if not maintained sufficiently.

Questionnaire 4: National Alcohol Leads

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Would support network/academy Number of RespondentsYes would support network/academy 2Interested/saw potential 2Did not support network/academy 1

Five national leads provided their views on the academy. The Director of the Institute of Alcohol Studies and the DSCF policy Lead for Young People both expressly supported the idea. The remaining three highlighted existing or planned initiatives to support the national agenda and were initially sceptical of the idea. However, further discussion lead to more interest in the proposals by all except the department of Health lead (response below). The Home Office lead, through discussion, saw potential value in the network and was keen to see how it may develop to support and feed into regional strategic groups for alcohol.

“Alcohol coordination across local strategic partnerships is important, this may or may not require a coordinator per se – value of coordinators can vary depending on remit of coordinator and importantly, on strategy content – not of the view that alcohol strategies drive strategic action. LAAs and PCT plans set local priorities. The PCT’s role as a statutory body in CDRPs is intended to bring health perspective into local strategies. Specific PCT alcohol strategies can be useful in ensuring that Operational Plan priorities are achieved through effective, evidence based action.

Department of Health will shortly be announcing the National Alcohol Improvement Programme including a virtual Learning Centre, which would appear to have considerable overlap with many of the functions described for the proposed academy and feed into regionally-led strategic groups on alcohol.

The VLC will: collate and disseminate learning from PCTs implementing high impact changes

to reduce alcohol-related hospital admissions with the support of the alcohol National support Team and Regional Alcohol Managers;

provide a database of practice and policies in use and eventually of their effectiveness;

Provide toolkits developed by the SIPS programme and by Government Departments;

Provide an e learning module for health (and later other) professionals on the provision of IBA (information and brief advice);

Provide the learning resources developed by the SIPS programme for local areas to use in their own IBA training.

PSA 25 and the reduction of alcohol-related harm will largely be achieved by effective local action. We are working closely with other Government Departments to ensure that local areas are fully and authoritatively supported in implementing appropriate services for their communities’ needs. We are also working closely with regional colleagues to ensure that the support provided is consistent, useful and easily accessible.”

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Questionnaire 5: Academics in the alcohol field

We received responses from five academics working in the field of alcohol policy and research, and public policy and management.

Their expertise covered the following themes or projects:

Young People: Multiple Domains in Drinking Cultures; UKCAPP: evaluation of 3 Community Alcohol Projects in Cardiff, Birmingham,

Glasgow; Branded consumption and social identification: Young People and alcohol; Licensing; Multi-component alcohol intervention programmes; Alcohol and gender issues; Orientation and integration of alcohol policy; Review on social responsibility standards; Alcohol-related data; Substance misuse treatment approaches.

NetworksNone were involved in any networks with local alcohol coordinators or leads, although several mentioned individual contacts with leads or organisations as relevant.

The role of local coordinatorsAll were positive about the role of local coordinators and the following views were expressed:

“This is an area which needs research. I assume it is an important role – research indicates it is for operating multi-component programmes – but there is no firm evidence.”

“There is definitely a need for a local coordinator: even though we understand why people drink, certain action is needed e.g. to clamp down on alcohol related ASB etc.”

“Seems to work really well in what can be integrated across agencies-e.g. influence over criminal justice and public health agendas.”

“A good idea if followed by money and political will/clout.”

Views on the Academy: support and ideasAll respondents were in support of the academy and were interested in contributing. The following views were given for what should be covered:

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The whole gamut of alcohol-related work; This should be decided by the target groups when set up; Support to sustain viable strategies that cover all areas including best practice; Creating ways for people to learn from each other is key. This can be done

virtually through a JISC type structure; There should be development of skills in assessing evidence; Work to ensure that practitioners are able to think critically and reflectively about

what they are doing; Accreditation would be good but time requirements for modules and learning

methods may be problematic.

Seminar for alcohol coordinators and leads on the development of an alcohol academyOn 27 August a one day seminar was held which was attended by 10 local alcohol coordinators/leads plus Libby Ranzetta, Sue Baker and James Morris (Ranzetta Consulting/Alcohol Policy UK), Rachael Seabrook (Institute of Alcohol Studies), Sarah Ward (Alcohol Concern) and John Eversley (public policy academic).

The aim of the seminar was to consider the survey results in more depth and, using the experience of participants, consider how the academy could operate, what it would cover, and who it would be aimed at. Participants also considered the need for accreditation for courses and how this could be achieved. Sample sessions were included providing information and debate on key topics, to assist consideration of how best the academy could operate. The agenda for the day was:

10.00 Welcome and Introductions10.15 Overview of proposals so far and findings from the research 11.15 Coffee11.30 Sample session 1: DPPO – friend or foe 12.15 Overview of range of content possibilities, style and means of delivery12.45 Lunch1.30 Discussion on above2.30 A look at the question of accreditation3.00 Sample session 2: Knowledge exchange3.30 Round up and next steps4.00 Finish

The discussions from the seminar mainly reflected the views expressed within the surveys of coordinators in supporting the development of an academy that would focus on key skills and knowledge areas. The issue of accreditation was explored at some length although the full ‘academic’ route of accreditation was thought too time-consuming to be practicably suitable for most coordinators. The roles of Alcohol Concern and the new Department of Health Alcohol Improvement programme were discussed, as there is potential for significant duplication. However, participants

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supported an academy that would complement and add value to these, with specifically tailored content for coordinators.

One unanticipated outcome of the seminar was a proposal to use the academy as a mechanism to develop coordinator-led projects such as workplace alcohol programmes, materials for alcohol-awareness training, and for evaluating initiatives (it was noted that many alcohol initiatives are poorly evaluated, and that the academy could have a role in promoting better evaluation). There was much enthusiasm for this idea; participants clearly felt the need for an outlet for their creativity.

ConclusionsThis research has made it clear that the delivery of national alcohol objectives takes many different forms at local level, to some extent reflecting local needs, but also reflecting diverse structures and priorities between authorities. Local strategic leads for alcohol therefore sit within a wide range of structures, agendas and even organisations. Nonetheless local alcohol strategy delivery is happening, and resources supporting it are also growing, even if dedicated budgets are still elusive. At the time of the first strategy for England in 2004, it would have been hard to envisage regional government offices saying they had alcohol coordinators or leads identified for every authority/PCT in their realm. There now exists a new workforce of committed and multi-skilled alcohol coordinators who are continually developing new innovative strategies in a fast-changing public sector environment.

But quite clearly challenges exist, and the value of networks and support has been crucial in keeping coordinators afloat. 92% of surveyed leads said they would greatly value a network for them, although many highlighted that forums and networking channels had grown organically in many areas. This project aimed to scope the possibility for formalising and developing a network of coordinators that would also include the delivery of training to induct new posts and upskill existing leads. From the feedback contained in this report, it appears there is certainly a high level of enthusiasm for the development of an academy, although reservations exist and are most clearly expressed by regional leads, who themselves have a responsibility to ensure local partnerships are supported in delivering effective local strategies.

Most importantly the delivery of any such academy and network would need to be effective, and the intention has always been that it would not be a virtual forum or practice exchange, which already exists in valuable resources such as HubCAPP, Daily Dose, Alcohol Policy UK or the forthcoming Department of Health National Alcohol Improvement Programme. Instead the network would focus on practical exchange of information and ideas in a targeted and tailored setting. For instance, regional seminars could focus on agreed local priorities for delivering training, problem solving and most importantly, networking and peer support. The prospect of a national conference has also been posed, but this is seen of secondary importance to the value of tailored local events.

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The idea that emerged from the seminar of using the academy to host coordinator-led projects also seems worth exploring as part and parcel of the academy; it could also serve to develop the workforce and promote “what works” from the coordinators’ pragmatic standpoint.

It therefore seems there is sufficient scope and support to progress the idea of an alcohol coordinators’ academy, but very careful consideration must be given to how to develop it alongside existing networks, resources and forthcoming agendas. It must be developed in partnership with regional strategic leads and the broader national agenda and must be sustainable. Most importantly it must be able to show it is having a positive impact in supporting coordinators across the country in delivering effective alcohol strategies at local level.

RecommendationsThe following recommendations are therefore made in view of developing an academy for alcohol coordinators/leads based on the above findings:

1. That the academy delivers events and support that is tailored to local coordinators’ needs, as identified by them

For example the above research shows that key needs for existing coordinators/leads include:

Training relating to commissioning skills; Training relating to strategic approaches to alcohol delivery; Training relating to project management skills and partnership working; Support in translating the implications and application of national policy

and guidance at local levels; The management of multiple agendas; The delivery of both health and crime and disorder agendas; Networking and peer support events where structures are not in place; Support in delivering actions such as workforce alcohol training, managing

partnerships, building effective links into related agendas, etc.

2. That the academy has four objectives

a. The dissemination and sharing of accessible, relevant information through the Alcohol Policy UK portal and an email discussion list;

b. The development of coordinators’ skills and knowledge through tailored seminars delivered across the country;

c. Support for other initiatives that aim to network professionals in the field and share best practice, including HubCAPP, DH’s Virtual Learning Centre;

d. The promotion of “what works” in alcohol harm reduction by hosting coordinator-led projects and facilitating better evaluation of initiatives.

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3. That the academy does not duplicate any existing projects or initiatives but is developed with full regard to regional and national activity

The academy will be developed with full consideration of/discussion with the following:

Existing coordinator networks and forums; Regional alcohol leads, strategic meetings and forums; National alcohol leads, strategic meetings and forums; Key organisations such as Alcohol Concern and the Institute of Alcohol

Studies; Key projects and initiatives including HubCAPP, Daily Dose, Drug and

Alcohol Findings, etc.

The academy will ensure that the delivery of any work or seminar does not duplicate existing or planned work and that it is responding to a need that is recognised and supported by alcohol coordinators/leads.

4. That the academy runs as a not-for-profit organisation

The academy will be run on a not-for-profit basis so that there is minimal cost to coordinators or their organisations.

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