Proposal for Environmental Scan & Strategic Plan
Puerto Rico Project LAUNCH
Division of Community Services
Excellence Professionalism Innovation Collaboration Solidarity
PO Box 365067-San Juan, PR-00936-5067
787-758-2525 xt.1035, 1422  787-751-0772 (fax)  http://ciespr.org
Proposal for Environmental Scan – Project LAUNCH
February 1,2015
Division of Community Services
CENTER FOR EVALUATION AND SOCIOMEDICAL RESEARCH
Graduate School of Public Health, Medical Sciences Campus, UPR
SCIENTIFIC PARTNERSHIP FOR THE PUERTO RICO PROJECT LAUNCH
PROPOSAL FOR ENVIRONMENTAL SCAN & STRATEGIC PLAN
INTRODUCTION
This proposal is presented to the Institute of Violence Prevention/Rape Crisis Center (CAVV by its Spanish
acronym) of the Puerto Rico Department of Health (PRDoH) by the Division of Community Services-Center
for Evaluation & Sociomedical Research, (DSC-CIES by its Spanish acronym) of the Graduate School of
Public Health, Medical Sciences Campus, University of Puerto Rico.
Project LAUNCH is a federal initiative funded by the Substance Abuse and Mental Health Services
Administration (SAMHSA). Through this project communities increase the quality and availability of
evidence-based programs, improve collaboration among child-serving organizations, and integrate
physical and behavioral health services and supports for children and their families.1
The purpose of the Puerto Rico’s Project LAUNCH project is to promote wellness of young children from
birth to 8 years of age by addressing the physical, social, emotional, cognitive and behavioral aspects of
their development. The goal is to create a shared vision for the wellness of young children that drives the
development of alliances for the coordination of services and the integration of behavioral and physical
health services at the municipalities of Fajardo, Vieques, and Culebra.2 The first objective to achieve the
goal is to develop, within the first five months of the grant, an environmental scan that builds on the needs
assessment and serves as the foundation for the comprehensive strategic plan. For this proposal the DSCCIES has been identified as the scientific partner/consultant that will provide expertise in the
environmental scan and strategic planning for the implementation of the Puerto Rico’s Project LAUNCH.
Founded in 1982, DSC-CIES specializes in the evaluation of health programs, applied research on human
service organizations, basic research on public health issues, and the development of methods to measure
program success. DSC-CIES has conducted evaluation and research projects funded by government
agencies in the US and PR, as well as by private human service organizations seeking evaluation in order
to improve their policies or programs. Among these are projects funded by SAMHSA, NIMH, HRSA, CDC,
NIDA, NIAID, and NIGMS.
DSC-CIES is an expert in the Strategic Prevention Framework (SF), we are the scientific partner of the
Puerto Rico Strategic Prevention Framework State Incentive Grant (SPF-SIG) since its inception in 2009
and conducted the statewide needs assessment and strategic plan. Additionally we are the scientific
partner of the ACA Maternal, Infant & Early Childhood Home Visiting Program (PR-MIECHV) program
funded by HRSA and conducted the needs assessment and strategic plan for this project. DSC-CIES team
has conducted extensive research in child development, substance abuse prevention issues, has
experience in the development of capacity building initiatives, and evidence-based models. It is
noteworthy that DSC-CIES currently serves as the scientific partner of several relevant initiatives in Puerto
Rico such as the PR-MIECHV, Abstinence, Personal Responsibility of the PRDoH, the Nido Seguro program
of the Family Department, the Puerto Rico SPF-SIG of the Mental Health & Addiction Services
Administration (ASSMCA by its Spanish acronym), and Proyecto Futuro of the Puerto Rico Department of
Education. DSC-CIES is also serving as the Planning Consultant of the Department of Family of Puerto Rico
(DF) to design and facilitate the “Comisión para la Niñez Temprana” (Early Childhood Advisory Council)
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2014-2016 strategic plan. Additionally, DSC-CIES has conducted extensive evaluation and an effectiveness
trial of the PARENTING FUNDAMENTALS, an evidenced based intervention developed by the Community
Counseling Centers of Chicago (for more information search www.nrepp.samhsa.gov).
On October 2012, the DSC-CIES team spearheaded a local effort to institute the Puerto Rico Evidence
Based Board, a national best practice board across prevention issues. In this role the DSC-CIES developed
the first Spanish language digital database of EBPs for child abuse prevention in PR, positive youth
development, substance abuse prevention, community violence prevention and others. This tool is
currently available through www.archivopbe.info.
COLLABORATIVE APPROACH
DSC-CIES proposes to use a collaborative partnership approach based on the Robert Wood Johnson
Foundation Stakeholder Engagement model (see Figure 1) with the CAVV in order to maximize the design
process. Rather than act as an external entity to which responsibilities are assigned, the DSC-CIES/CAVV
partnership will have greater effectiveness by capitalizing on expertise brought by both entities. Therefore
a series of coordination meetings will be facilitated through the consulting process to ensure input from
all parties. These meetings will be held with the stakeholders/decision makers groups from each
municipality identified by the CAVV, a representative from the CAVV and CIES staff. The main objective of
the Executive Committee will be to manage the project.
Figure 1. A Practical Guide for Engaging Stakeholders in Developing Evaluation Questions, Robert Wood
Johnson Foundation (2009)
ENVIRONMENTAL SCANNING
To ensure that a program’s strategic plan reflects and build upon the programs, services, and resources
that are already in place for the target population, an environmental scan must be conducted. An
environmental scan includes, but is not limited to, an inventory of services available for the target
population. It should also stimulate thoughtful analysis of gaps in programming, duplication of efforts,
and challenges related to access to or quality of services. It is a living document that may expand in scope
over the course of the project to reflect changes in the community as well as changes in systems and
supports that address the target population. Environmental scans should be updated periodically over the
life of the project.
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THEORETICAL MODEL
For the design of the environmental scan for Puerto Rico-Project LAUNCH the DSC-CIES will utilize the
Community Readiness Model developed by the Tri-Ethnic Center for Prevention Research at Colorado
State University. This model has been utilized for assessing the level of readiness in a community to
develop and implement prevention and other intervention efforts. The model delineates five dimensions
of readiness that are key factors influencing a community’s readiness to take action on an issue: (1)
Community Knowledge of the Issue, (2) Community knowledge of Efforts, (3) Community Climate, (4)
Leadership, and (5) Resources Related to the Issue.3 The model has been demonstrated to be both valid
and reliable in many communities and with many issues (e.g., substance abuse prevention, child abuse,
HIV/AIDS, etc.), delineating five dimensions of readiness that are key factors influencing a community’s
readiness to take action on an issue (see Figure 2).
Community
Knowledge of the
Issue
Community
Knowledge of the
Efforts
•To what extent
do community
members know
about the causes
of the problem,
consequences,
and how it
impacts your
community?
•To what extent
do community
members know
about local
efforts and their
effectiveness,
and are efforts
accessible to all
segments of the
community?
Community
Climate
•What is the
prevailing
attitude of the
community
toward the
issue? Is it one
of helplessness
or one of
responsibility
and
empowerment?
Resources
Related to the
Issue
Leadership
•To what extent
are appointed
leaders and
influential
community
members
supportive of
the issue?
•To what extent
are local
resources –
people, time,
money, space,
etc. – available
to support
efforts?
Figure 2. Dimensions of Community Readiness
The Community Readiness Model identifies specific characteristics related to different levels of problem
awareness and readiness for change. Once the sources of data are scored according to each readiness
dimension’s nine-point Anchored Rating Scale, a final score is computed to identify with one of the nine
stages of community readiness (see Figure 3).
No Awareness
Denial/Resistance
Vague Awareness
Preplanning
Preparation
Initiation
Stabilization
Confirmation/Expansion
High Level of Community
Ownership
Figure 3. Stages of Community Readiness
This model is a step-by-step system for developing an effective prevention strategy, supporting the
development of a clear map of the prevention/intervention journey. It is used to help match and tailor
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Proposal for Environmental Scan – Project LAUNCH
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strategies to specific communities by identifying the stage of community readiness in each dimension.
Utilizing this approach, DSC-CIES Evaluators will develop an environmental scan of Fajardo, Vieques, and
Culebra communities in regards to implementing evidence based programs to improve physical and
behavioral health services and supports for children from birth to 8 years old and their families. Gaps in
programming, duplication of efforts, and challenges related to access to or quality of services will also be
assessed. Based on the findings, formulated recommendations will be provided to address the resulting
levels of readiness, which can aid in future planning of coalition activities, thus supporting the physical
and mental wellbeing of children in the identified communities.
METHODS AND ACTIVITIES
This assessment will be conducted through a mixed-methods approach and will be based on the
Environmental Scanning and Strategic Planning Guidance, which is a reference tool for Project LAUNCH
grantees, prepared by the Project LAUNCH Team. Following these guidelines data gathered will be divided
in five general topic areas:
1. Family support and parenting education
2. Mental health and social and emotional wellness
3. Early care and education
4. Primary care
5. Systems development
Four activities per each municipality will take place: (1) document review of previous needs assessments
and environmental scans from existing early childhood-serving initiatives, (2) interviews with keyinformants across the municipality, (3) a Town Hall meeting with community stakeholders, and (4) asset
mapping of community resources. Throughout all data collection, the main unit of analysis will be each
municipality. After all data is collected, it will be analyzed to identify each municipality’s stage in each
community readiness dimension per topic area.
DATA COLLECTION
Document Review: In order to obtain a comprehensive scan, it is recommended to build from existing
scans. Previous needs assessments and environmental scans from existing initiatives such as the Early
Childhood Comprehensive Systems (ECCS) grants; the PR-MIECHV; Head Start Community Assessments,
PR SPF-SIG, Iniciativa II-Sustainability Strategic Plan and other local efforts will be reviewed. Puerto Rico
LAUNCH grant proposal’s needs assessment will also be reviewed. Pertinent data will be collected and a
“dashboard” for each municipality will be developed.
Key-Informants Interviews (6): A total of six interviews will be held, two per municipality. Semi-structured
Interviews will be held with municipalities’ key informants from ASSMCA and PRDoH. Interviews will
include a description of the project and questions regarding readiness in each one of the five general topic
areas. To standardize the interviews an interview guideline based on the recommendations of the
reference tool for Project LAUNCH grantees and a data collection sheet will be developed.
Town Hall Meetings (3): Three town hall meetings will be held, one per municipality. From the keyinformants interviews, community leaders will be identified across the three municipalities. Community
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leaders will be invited to a town hall meeting in their municipality where the project and a “dashboard”
of their municipality will be presented. Readiness and capacity on the five topic areas will be
systematically assessed. Community readiness will be measured through an exercise developed using the
Tri-Ethnic Center for Prevention Research Community Readiness Model3 as theoretical basis. Capacity will
be assessed through a Community Resource Map exercise. A Community Resource Map is a visual and
dynamic instrument to portray communities’ resources.
Asset Mapping: Using the information collected through documental review and the Community
Resource Maps from the town hall meetings, information of resources on each of the five topic areas will
be presented in a table format for each municipality. Templates for this tables has been supplied by the
reference tool for Project LAUNCH grantees. Information presented will include service provided,
organization delivering the service, population served, goals, funding amount and source, and the
expected involvement with Puerto Rico Project LAUNCH.
DATA ANALYSIS
Data will be analyzed for each readiness dimension per each topic area for the municipalities of Fajardo,
Vieques, and Culebra (see figure 4). Quantitative data will be analyzed using various software applications
including: Excel, SPSS, Survey Monkey and In VIVO.
Family Support
and Parenting
Education
Mental Health
and Social and
Emotional
Wellness
Early Care and
Education
Primary Care
Systems
Development
Community Knowledge
of the Issue
Community Knowledge
of the Issue
Community Knowledge
of the Issue
Community Knowledge
of the Issue
Community Knowledge
of the Issue
Community Knowledge
of the Efforts
Community Knowledge
of the Efforts
Community Knowledge
of the Efforts
Community Knowledge
of the Efforts
Community Knowledge
of the Efforts
Community Climate
Community Climate
Community Climate
Community Climate
Community Climate
Leadership
Leadership
Leadership
Leadership
Leadership
Resources Related to
the Issue
Resources Related to
the Issue
Resources Related to
the Issue
Resources Related to
the Issue
Resources Related to
the Issue
Figure 4. Organization of data reporting per municipality
ENVIRONMETAL SCAN FINDINGS REPORT
The DSC-CIES will develop an environmental scan report for the municipalities of Fajardo, Vieques and
Culebra with a description of the participants, a description of the data gathering methods, the
environmental scan data, and a summary of the findings. The scan will also include (1) each municipality’s
stage in every community readiness dimension per topic area, (2) tables with available resources and
related information in each topic area per municipality, and (3) recommendations for the strategic plan.
STRATEGIC PLAN
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All models for the design and implementation of public health strategies are based on the results of a
needs assessment and environmental scan of the community to be impacted. Once information is
gathered through these processes a strategic plan is developed. Strategic planning is an organization's
process of defining its strategy, or direction, and making decisions on allocating its resources to pursue
this strategy. It has many definitions, but generally involves setting goals, determining actions to achieve
the goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will
be achieved by the means (resources).
As recommended in the Reference Tool for Grantees, in addition to programmatic elements, the strategic
plan should address how the project will structure their financial resources to achieve their goals and
objectives during the funding period, how grantees intend to sustain the system of services that is
developed or enhanced through the grant, and references to services that will be directly connected to
the implementation of the project but that will not be funded by it. Similar to the environmental scan, the
strategic plan is part of an ongoing process that changes over time. As objectives are met, new needs and
strategies are identified, and evaluation findings are reviewed, the strategic plan should be adjusted. So
strategic planning updates should occur periodically across the life of the project.
THEORETICAL APPROACHES
DSC-CIES will use both of the following theoretical models to guide its work and ensure the development
of skills and knowledge about the strategic planning process among the participants. This will provide
Puerto Rico Project LAUNCH with the tools to effectively implement this plan in the future.
The Strategic Prevention Framework (SPF) planning model was initiated by the Substance Abuse and
Mental Health Services Administration’s (SAMHSA) Center for Substance Abuse Prevention (CSAP). The
five steps of the SAMHSA SPF are designed to help communities build prevention competencies and the
infrastructure necessary to implement and sustain effective prevention policies, practices, and programs.
This model has been successfully implemented in Puerto Rico since 2009. The experience has shown that
the model can be successfully used to address other areas of public health, such as child development.
The SPF challenges us to work towards population-level change – that is, impacting whole communities,
not just the individuals who directly participated in the prevention activities. SPF is a process comprised
of the following five steps (see figure 5).



Step 1: Needs and Resource Assessment– Identify the
needs, resources, and readiness to attend the needs of the
organization, its personnel and the community, using
epidemiological data to guide to process.
Step 2: Capacity Development – Strengthen and/or
develop the capacity of the organization and its’ personnel
to meet projected goals and respond to identified needs.
Step 3: Strategic Planning– Involves the creation of a
comprehensive plan with goals, objectives, and strategies.
Figure 5. SPF Framework

Step 4: Implementation– Implementing evidence based prevention interventions (programs,
policies, and practices).
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
Step 5: Evaluation– Monitoring and evaluating the strategic plan and the selected prevention
interventions, to identify the areas that need to be improved or corrected.
In addition to the five steps, the SPF framework includes an explicit focus on Sustainability and Cultural
Competence throughout the process.
DSC-CIES Capacity Building Model. In the US, collaborative partnerships and community capacity
building have taken a prominent place at the table as a way to address social problems. UNA’s review
of several capacity building models nationwide revealed that each model has its own specifics with
respect to strategies and activities, but they all share an ecological approach and theoretical
perspective.4 A sound and comprehensive capacity building model should utilize the three main
strategies below:
(1) Assisting communities in assessing stages of readiness, asset and resource levels, organizational
capability.
(2) Conducting training in all the key programmatic areas including but not limited to strategic
planning, logic model design, decision-making and conflict resolution strategies, evidence based
practices/program, evaluation and sustainability techniques.
(3) Provision of continuous technical assistance throughout the life of the project.
WORK SCOPE
The strategic plan will be based on the needs assessment and environmental scan data, prioritization
process, and direction from stakeholders/decision makers groups from each municipality identified by the
CAVV. A diversity of technologies (VMOSA, LM, SWOT, and Concept Mapping) will be used as a framework
to organize the information.
• VMOSA is a practical planning process developed by the Community Tool Box- Kansas University
Workgroup that can be used by any community initiative. It provides a blueprint for moving from vision
to action to outcome. It stands for: Vision, Mission, Objectives, Strategies, Action Plan.
• Logic Model is a simplified picture of a program, initiative, or intervention that is a response to a given
situation. It shows the logical relationship among the resources that are invested, the activities that take
place, and the benefits or change that result. It is the core of program planning, evaluation, program
management and communications. A logic model serves as a framework and a process for planning to
bridge the gap between where you are and where you want to be. It provides a structure for clearly
understanding the situation that drives the need for an initiative.
• SWOT Analysis is the most renowned tool for overall strategic planning of organizations and its
environment. Its key purpose is to identify the strategies that will create an organization’s plan that will
best align with its resources and capabilities, and the requirements of the environment in which the
organization operates. In other words, it is the foundation for evaluating the internal potential and
limitations and the probable/likely opportunities and threats from the external environment. SWOT is an
acronym for Strengths, Weaknesses, Opportunities and Threats. By definition, Strengths (S) and
Weaknesses (W) are considered to be internal factors over which you have some measure of control. Also,
by definition, Opportunities (O) and Threats (T) are considered to be external factors over which you have
essentially no control.
• Concept Mapping is a structured process, focused on a topic or construct of interest, involving input
from one or more participants, that produces an interpretable pictorial view (concept map) of their ideas
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and concepts and how these are interrelated. Concept mapping helps people to think more effectively as
a group without losing their individuality. It helps groups to manage the complexity of their ideas without
trivializing them or losing detail.
PROPOSED ACTIVITIES
The strategic planning process for the Puerto Rico Project LAUNCH will view each municipality (Fajardo,
Vieques, and Culebra) as independent units, each with their own goals and objectives. Consequently, even
though the project will have one vision and mission, the goals, objectives, and strategies will be worked
on independently with each community. As recommended by the guidelines for strategic planning
presented in the Reference Tool for Grantees offered by the Project LAUNCH Team, the following activities
will take place:
PREPARATION FOR PLANNING
Engage Stakeholders: DSC-CIES will collaborate with the CAVV in engaging the stakeholders/decisionmakers at state level and local level for the three communities. It is proposed to form an adhoc
subcommittee of the “Comisión para la Niñez Temprana” (Early Childhood Advisory Council) for decision
making at state level. At local level, previously identified candidate groups for decision making are:
“Consejo de Niñez Temprana” in the Fajardo region, and the two Advisory Committees for ASSMCA’s
Iniciativa II Project in Vieques and Culebra named “Comité Comunitario Intersectorial”. These groups
already have child welfare focused initiatives and a strong presence on the target populations. These key
players are pending confirmation.
Gather Existing Information to Inform the Process: As previously stated, the Puerto Rico Project LAUNCH
strategic plan should build on existing efforts focused on resources, services, supports, policies, and
programs available to address the identified problems. DSC-CIES will evaluate the possibility of expanding
on the Puerto Rico’s Early Childhood Advisory Council’s strategic plan. Other strategic plans, such as the
PR-MIECHV and ECCS will also be evaluated. This strategy will strengthen Puerto Rico’s capacity to attend
children’s health issues at state level. Materials to provide an overview of the program to stakeholders
will be acquired.
DECISION MAKING
A total of eight (8) decision making meetings will be held at state and local level. A description of each
meeting’s activities is presented below:
Meeting #1 (Half-day): Review and Refine Puerto Rico Project LAUNCH Vision, Mission, Project Values
Statements and State Level Goals and Objectives.
In the Puerto Rico Project LAUNCH funding application a vision, mission, and project values
statements have already been defined. After evaluation of the environmental scan for each
municipality it might be necessary to make adjustments. A half-day state level stakeholder’s decision
making meeting will be held to redefine these statements. State level goals and objectives will be
refined using the VMOSA process (Objectives, Strategies, and Strategic Planning).
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Meetings #2, #3, #4 (One-day each): Establishment of the local decision making groups.
A one-day meeting with previously identified stakeholders groups at Fajardo, Vieques, and Culebra
will take place to present the project and establish the expectations of the development of its strategic
plan at local level. Their recurrent monthly meetings will be used for this purpose. DSC-CIES will guide
the groups through the following actions:




Introduction of the Puerto Rico Project Launch, and its vision, mission, and project values
statements
Discuss the expectations, roles and responsibilities of the decision making group
Conduct a strategic analysis of the environmental scan including a SWOT Analysis
Describe suggested strategies (including evidence based practices) for identified needs in
each Project LAUNCH topic area (family support and parenting education, mental health and
social and emotional wellness, early care and education, primary care, and systems
development
Meetings #5, #6, #7 (One-day each): Review and Refine Local Goals and Objectives.
Two one-day decision making meetings with each stakeholder group will take place to develop the
project’s strategic plan at local level. Their recurrent monthly meetings will be used for this purpose.
DSC-CIES will guide the groups through the following actions:


Review and refine local goals and objectives using the VMOSA process (Objectives, Strategies,
and Strategic Planning)
Identify tasks and move forward
Meeting #8 (Half-day): Logic Model, Program and Policy Strategies, Health Disparities, and
Sustainability.
A half-day state level stakeholder’s decision making meeting will be held to ratify decisions at local
level and to complete the state level decision making process, including:





Refine the logic model, including the outcomes and indicators
Develop or refine program and policy strategies
Identify policies and procedures to address health disparities
Plan financing and sustainability
Identify tasks and move forward
DOCUMENTING THE COMPREHENSIVE STRATEGIC PLAN
Document Strategic Plan: The Puerto Rico Project LAUNCH strategic plan will present a description of the
strategic planning model, methodology, VMOSA results and recommendations for further development
of Puerto Rico Project LAUNCH infrastructure, and logic model. It will use the templates offered by the
Reference Tool for Grantees to organize the information. This includes: (a) Mission, Vision, and Project
Values Statements, (b) Goals and Objectives at state and local level for each municipality, and (c)
Implementation and Sustainability Strategies.
Dissemination Meetings (4): Four half-day dissemination meetings will be held, one at each municipality
and one at state level. The finalized version of the Puerto Rico Project LAUNCH Strategic Plan will be
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presented to the stakeholder/decision makers groups at state level and in each municipality during their
monthly meetings.
PROJECT COORDINATION
DSC-CIES will develop a working plan to outline the sets of processes by which the team will accomplish
this project’s goals. Our team will have weekly meetings to coordinate activities, follow up on project
progress and make necessary adjustments to the working plan. DSC-CIES staff in collaboration with the
CAVV will coordinate key-informants interviews, town hall meetings, and decision-making and
dissemination meetings at state level and in each municipality. Additionally, DSC-CIES will partake in
monthly meetings with Puerto Rico Project LAUNCH Director to offer updates on the project progress.
DELIVERABLES
DSC-CIES will develop an environmental scan report for the municipalities of Fajardo, Vieques and Culebra.
Based on the findings, a strategic plan for the Puerto Rico Project LAUNCH will be developed.
The deliverables within this proposal will be:
1. An environmental scan for the municipalities of Fajardo, Vieques and Culebra with a description
of the participants, a description of the data gathering methods, the environmental scan data,
and a summary of the findings. The scan will also include (a) each municipality’s stage in every
community readiness dimension per topic area, (b) tables with available resources and related
information in each topic area per municipality, and (c) recommendations for the strategic plan.
2. Municipalities “dashboards”.
3. Town hall meetings Power Point Presentations and exercises.
4. A strategic plan for the Puerto Rico Project LAUNCH with a description of the strategic planning
model, methodology, VMOSA results and recommendations for further development of Puerto
Rico Project LAUNCH infrastructure, and logic model. The strategic plan will include: (a) Mission,
Vision, and Project Values Statements, (b) Goals and Objectives for each municipality, and (c)
Implementation and Sustainability Strategies for each municipality.
These documents will be delivered to the Institute of Violence Prevention/Rape Crisis Center.
TIMELINE
Activity
Environmental Scanning
Documental Review
Key-Informants Interviews (6)
Town-Hall Meetings (3)
Asset Mapping
Data Analysis
Findings Report
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Month
1
2
3
X
X
X
4
5
6
7
8
X
X
X
X
X
X
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Month
Activity
1
Strategic Planning
Preparation for Planning
Decision Making Meetings (8)
Document Strategic Plan
Dissemination of Strategic Plan Meetings (4)
Project Coordination
Staff Meetings
Monthly Meetings w/ CAVV
2
3
4
5
6
7
X
X
X
8
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
STAFFING
DSC-CIES’s collaboration with the Puerto Rico Project LAUNCH will include a team with extensive
experience working in program design, development, evaluation, technical assistance, capacity building
and evidence based programs. DSC-CIES will assume responsibility for administering resources awarded
through this proposal in accordance with the guidelines established by the University of Puerto Rico and
the policies of the University of Puerto Rico Medical Sciences Campus. The staffing of this project will
include:





Lili M. Sardiñas, PhD
Marizaida Sánchez Cesáreo, PhD
Héctor Colón-Jordán, PhD
Mónica Vigo Mockford, MA
Rosa Corrada, PhD
Lead
Co-lead
Methodological Consultant
Technical Assistant Consultant
Technical Assistant Consultant
COSTS
Activities outlined in this proposal will be implemented during an 8-month period. The table below details
a description of project activities and related expenses:
BUDGET PROPOSED ACTIVITIES
COST
Environmental Scan
Documental Review
Listing desired documents, contacting resources, obtaining documents, document
review, data collection, municipalities “dashboard” development
Key-Informants Interviews (6 interviews = 2 per municipality)
Design of interview guideline and data collection sheet, coordination, execution,
organization of data collected
Town Hall Meetings (3 THM = 1 per municipality)
Design of exercises, coordination, execution, data collection, organization of data
collected
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BUDGET PROPOSED ACTIVITIES
COST
Asset Mapping
Organize and analyze collected data for resource tables, collect missing data if
possible, complete table templates
Data Analysis
Environmental Scan Findings Report
Report writing and dissemination
Strategic Plan
Preparation for Planning
Review and refine Puerto Rico Project LAUNCH vision, mission, and project values
statements, design of exercises, coordination, execution, engage stakeholders, gather
existing information to inform the process
Decision Making Meetings (8 mtgs. = 2 state level and 2 per municipality)
Two decision-making stakeholders meetings per municipality and at state level.
Design of exercises, coordination, execution
Documenting the Comprehensive Strategic Plan (4 dissemination mtgs. = 1 state level, 1
per municipality)
Report writing, strategic plan dissemination to municipalities’ stakeholders groups
Project Coordination
Project Coordination
Development of working plan, weekly staff meetings, monthly meetings with CAVV ,
and any other necessary activities related to the project coordination
Activities
$58,140
Supplies-Paper, coping, binding and other office supplies including: printer ink, pens,
paper pads, sticky notes, markers, labels, folders.
$5,508
Snacks for group meetings ($5 per snack per participant, 20 participants per half-day
group meeting x 14)
$1,800
Mileage to Fajardo: 580 miles at .50/mile US standard reimbursement rate (back & forth
from Río Piedras to Fajardo: 29x2=58, 5 trips (key-informants interview, town hall
meeting, two decision making meetings, & dissemination meeting), 2 staffers per travel)
$290
Travel to Vieques (back & forth from Isla Grande to Vieques: $72x2=$144, $9 airport
parking, 5 trips (key-informants interview, town hall meeting, two decision making
meetings, & dissemination meeting) , 2 staffers per travel)
$1,530
Travel to Culebra (back & forth from Isla Grande to Culebra: $72x2=$144, $9 airport
parking, 5 trips (key-informants interview, town hall meeting, two decision making
meetings, & dissemination meeting), 2 staffers per travel)
$1,530
Subtotal
$68,798
Administrative Cost- A stipulated 15% to cover all administrative related costs for the
duration of the project.
$10,320
GRAND TOTAL
$79,118
Confidential
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Proposal for Environmental Scan – Project LAUNCH
February 1,2015
Division of Community Services
References:
1. http://projectlaunch.promoteprevent.org/sites/default/files/projectlaunch/2012_getting_started_briefing_sheet.pdf
2. Puerto Rico’s LAUNCH Project Grant Proposal
3. Oetting, E.R., Plested, B.A., Edwards, R.W., Thurman, P. J., Kelly, K.J., and Beauvais,, F. (2014). Community Readiness for
Community Change: Tri-Ethnic Center Community Readiness Handbook, 2nd Edition. Modified and expanded by Stanley, L.R.
4. Wandersman, A., Duffy, J., Flaspohler, P., Noonan, R., Lubell, K., Stillman, L., Blachman, M., Dunville, R., & Saul. (2008).
Bridging the Gap Between Prevention Research and Practice: The Interactive Systems Framework for Dissemination and
Implementation. American Journal of Community Psychology, 41, 3-4, 171-181.
Confidential
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