So now let's jump into our example for the implementation section using the wildfire example. So just as a reminder, this first section is about the stakeholder assessments. And so we will be using this stakeholder assessment table to fill it out with our wildfire example. So as you recall, we did an implementation readiness assessment for this example. And we identified our implementers as the health department, physicians and nurses and social workers, emergency responders and volunteers. And so what we are asking in this first construct in terms of its readiness is about the motivation of these implementers. And so as you recall, we had a score of about eight, so pretty high. And so what we're what we want to do here in this example, or in this case, is explain what that means. And you can see here that we've interpreted as all implementers have high motivation for receiving training and providing training on psychological first aid. These implementers won't have to put in a lot of resources into convincing stakeholders on the value of training. There will be a large interest in the training, so we know that there will be a large interest in the training based on that. And that we will need sufficient time and sufficient space to include those interested participants. So that's an example of how you would interpret the motivation score that we got. The second construct for the implementation readiness is about general capacity, which we scored kind of low on. And so how we would interpret this is that our implementers don't work in organizations that are, rather these implementers work in organizations that are inflexible to their new projects. So we know then the way we would interpret that is that the implementation of this training will require that everything is very easily accessible, and it's convenient and supported by leadership. So we're thinking about these things now so that we can incorporate them into the design. The last construct that's related to implementation readiness is on this adaptation specific capacity. And so this scored moderate at a 5. So we would interpret interpret this as being the implementers have moderate levels of capacity to do psychological first aid training. So they're familiar with first aid training, but perhaps they're not familiar with the mental health related outcomes. And so in terms of what this means for our design, we could say that because the mental health component of this training might be less familiar to some of the implementers, we'll want to do like a regular knowledge check in during the training to acknowledge and clarify new content for our recipients. So that's the stakeholder assessment table looking at the implementation implementers and their readiness, and what that means for the design of the adaptation action. So do in our week three, we did not do an example of our community readiness. But I want to take you through some simulated results because you'll probably have to do this for yourself, since you may or may not have done both sides of the readiness for your adaptation action of interests. And also, the interpretation of these constructs can be a little bit different for for each of the readiness assessments. So in our hypothetical situation, we scored community knowledge of the issue at 3. So we say on average, we think this community would have vague awareness of mental health impacts from the wildfires that they're experiencing. So they might not realize that they're experiencing a lot of stress. They might not realize that they're experiencing symptoms of PTSD. So that's why they're scored low. And this means in terms of the implementation of this activity is that when we're teaching this content, you'll need to emphasize to the first responders who are the people that might be encountering people. At first the people who are experiencing the the impacts of the wildfire might not be able to interpret their situation as one that's related to a mental health concern. So they might not identify it. So that might be something that you would want to develop into your training to train the folks who have be doing the psychological first aid to help the community identify for themselves. It's important also that you would want to use language that's accessible or culturally appropriate for the audience of concern. So you'd want to use some clear language in that example. The second construct from the community readiness assessment is community climate or the priorities. And so we scored this kind of low. And so the reason why is because this community is knowledge of the issue is pretty vague. So the folks who are at risk, they're not super knowledgeable about this or they may not be thinking about it. So they might not have an attitude, or they might not even prioritize this, it's not there. It's not on the radar. And so this tells us that there is glass is half full and half empty. There's a lot of opportunity here, but there's also a lot of ground to cover in terms of raising awareness on the mental health impacts of wildfire. The third component is leadership, and we scored the set of 4. And so, of course, this is simulated, so based on the previous scores, we're assuming that the leaders of the community have slightly more awareness of the mental health impacts of wildfire on their friends and neighbors. Because they actually have a pulse on what the collective community is experiencing. And so what this means in our design is that we would want to make sure that we include those community leaders in terms of endorsing this psychological first aid that would be available to them after folks are trained. Community knowledge of efforts is another dimension of the community readiness assessment. And so here we listed as low. So there is little knowledge of the community's planned for the current activities or programs around mental health impacts of wildfires. Remember, this is not on their radar. So what this tells us is, like the previous example, that there's a lot of opportunity for raising awareness on this new initiative. So that the group that will be receiving it is aware that this is being offered. And then lastly, the resources. Resources, we scored it a 4. So based on the previous assumptions that we made, we're going to state that the community is vaguely aware of this issue. And leadership is a moderately aware of this issue, likely making resources at like a prepaid planning phase. And so we would interpret this as our resources are relatively low, which means that you have to operate within certain resource constraints. Or if you must, you would need to seek supplemental funding for those resources if you needed to do more to make sure that your action is successful. So that covers the stakeholder assessment table and gives some context about what those scores mean and how they can be used to design your adaptation action. So next we'll jump into the the next section of the implementation design, our major activities table. So for this example, our major activities, we've identified as being holding a kickoff meeting, translating the psychological first aid training for wildfires. So if you remember, we polled that the training is actually one that came from hurricanes. So we'll need to translate that so that it's conducive to wildfires. We'll have to create our final training. We're going to want to make sure we have a place to do the training. And we want to practice because practice makes perfect. And then we'll want to hold those trainings. And so let's jump into the activities table and see what that looks like. So we'll want to hold those trainings. So in the major activities section, you'll also have information on the content and the material development. So for this wildfire example, we need to create our meeting invite. And we need to create an agenda. And we'll probably want to have a PowerPoint that maybe has a video that includes information on psychological first aid. We'll create our invite list for this for this meeting. And we will then deliver those invites to the people that we want to have come to the meeting. So we'll send them out and we'll walk through the presentation during the kickoff. So since we're trying to focus on the office of emergency management, we'll probably hold this meeting in one of those rooms, so that it's familiar to the people that we're trying to get become trainees. And also, it's conducive to holding a large group. We'll also want to make sure that the technology is working on the day of. It's often very important to make sure that things run smoothly so that you can convince people to be part of it. We'll consider who our relevant stakeholders are. And in this case, we're focusing on the office of emergency management director. Because leadership is really important to maintain and to rely on. We'll include managers and coordinators, so that if staff have to leave during work hours to take this training, their managers and coordinators are aware of what the training is and how it's going to build institutional capacity and knowledge. And then of course, our specialists who will be in the room. And so let's just take a look at the first two major activities in this table. So the first activity that I spoke to was holding this kickoff meeting for the office of emergency management. So you can see that I've organized it by the the template. I took all that content that I just went through and I put it into this table. So you can see that your content is listed in the top. So you're going to create your meeting invite, your agenda, your PowerPoint, your video. You're going to create your list. You'll then send your invites to your list and walk through the presentation during the kickoff meeting. Then you have your details about the meeting being held in the conference room. And the reasoning why and then who your stakeholders are. So that's an example of one section of the major activities table. And then you'd follow it with the following activities that you've already identified. So our second major activity is translating psychological first aid training model modules, but using the wildfire examples and content. So what this would require is that you have a translation staff. So you might pull from your director and your managers and your interns, people who are familiar with the issue at hand. And you might have them take their psychological first aid training. So they'll just do it and try to think about how they can adopt some of that content for the wildfire specific example. And this will require that there's a lot of print and markup materials. So you will use this information and some ways to also help plan for budget that you might need. You'll hold weekly meetings in the winter of 2020, since that's before the wildfire season, to give you adequate time to reconcile some of the content changes that you might need. And then you'll finalize. And again, this will all happen within the office of emergency management and in the conference rooms. And it will primarily be done by your managers, the coordinators of this project and the specialists on which you're going to to rely. So you can see that in this major activity is table, I have some information about what those activities are. And then I've really built out what the details are. I've included times that I will want to have. I will include materials that I need to create. And and started to think about and identify what types of people will be working on certain parts of these activities. And so that leads us into the milestone table, which is the third part of the implementation section of your adaptation action plan. And so going back to those two major activities that we have, let's start thinking about timelines. So holding a kickoff meeting. I'm going to give myself months a month of time months period to put together what I need for the the presentation, to organize the meeting, to get the meeting notes out. And I'm going to say that my benchmark for this, or the standard, is that it's held and that it's attended. The second example is our the translating the actual first aid from the hurricane examples, but using wildfire content. And so I'm not sure what this is going to entail, but I'm going to give myself a few months. I'm going to say we'll start this October, so after we've had our kickoff meeting. Because we'll get a good feel for what people thought and if they had any feedback. And then my goal is to have it translated by the beginning of December. And what does that look like? So that would be a full presentation structure. So I know what I want in the presentation for the most part, some of the examples. And that I've had content vetted and reviewed by my internal colleagues, the directors and the leaders, as well as other colleagues. But I hope to have that information all completed and done by December 1st. And so then you would go on and continue to do this for all of your major activities. So in reviewing this section, which is a very large section, an incredibly important section of the plan, you have your three major components. You have your stakeholder assessment, you have your major activities table and then you have your timeline and your milestones table. And so what most of this content is doing is it's telling you, and it's telling your partners or whoever might see this plan, how you intend to do the actual work. So it's going to force you to think about a lot of the details that we tend to avoid when we start projects. Because for various reasons, maybe we're not confident about what we're putting down in terms of dates, maybe we're not confident about who's going to be involved. But I would argue that incorporating more detail into these plans is only going to help you see where this activity will be going and anticipate how things might change. So that when it's happening in real time, you'll be able to say, this doesn't feel right, or this could be better, and potentially modify that. So the implementation section can be very challenging. Because for those individuals, and I can say that at times I am one of them, where it feels ownerís to write out every step of a process. It does help when I come back to a plan and I say, okay, this is why, this is the justification for why I was doing this. Because back seven steps ago, I wanted to engage these partners. So this implementation section of the plan is really going to tell you what's going to happen. And it's also going to be helpful when you start evaluating to see what was planned to happen and maybe what didn't happen. Because that is life and it happens that way. [LAUGH] That despite all the planning that we can do, very rarely do we follow down that exact path.
