Challenges resulting from funding increases - 7/21/06

Q: If you have received increases in funding, what have you found to be the most difficult challenges in dealing with the increase(s)?

A:

California - Given that our program has so many needs, the first challenge is determining what the additional funds should be spent on. We try and expend the funds in a manner in which makes the program more effective and addresses existing and emerging problems, but at the same time, is the easiest for us to administer given that additional funding generally means no new staff.

What we have in place to address those challenges are the following:

* Because in the past we have been lucky enough to know that we will be receiving extra funding in advance of the fiscal year, we thoughtfully determine the priority areas that need the additional funding. These priority areas are based on the current data and on an ongoing strategic plan we have in place that lists priority areas that need more funding, that have not been addressed previously, or that are emerging issues of promotion or marketing by the tobacco industry.
* We strategically place meetings of our Tobacco Education and Research Oversight Committee around the release of the January budget and the May Revised budget so that we can present to the Committee our plans to expend new funding, with full transparency.
* Because additional funding is tenuous, and often only one-time in nature, we fortunately have multi-year spending authority, so we can extend the life of one time funds over the course of three years. This makes the money last much longer and makes it more effective too in delivering programs, conducting long term surveillance activities, etc.

Additionally, challenges exist from various constituency groups knocking at the door and asking that their issues or populations be funded. We feel with full disclosure that people at least understand why we made the decisions. We have generally had a more difficult time justifying past decisions when we have had to make cuts (e.g., when we lost our $20 million of MSA funding and we eliminated entire program components).

Indiana (foundation) - We use the ACTON model that was used by the Advocacy Institute to conduct a yearly assessment of the tobacco control movement in Indiana. It is a version of SWOT analysis but I like it because it takes the process one step further.

A- Advantages inside the movement
C-Challenges inside the movement
T- External threats to the movement
O-External opportunities to capitalize on
N- Next steps developed after analyzing ACTO