A community-based prevention program in western Norway: Organisation and progression model

This paper presents the organisation, progression, and main findings from a community-based substance use prevention project in five municipalities in western Norway. At the central level, this project was organised with a steering committee and a principal project leader, who is situated at the Dep...

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Bibliographic Details
Published in:Addictive behaviors 2002-11, Vol.27 (6), p.977-988
Main Authors: Skutle, Arvid, Iversen, Erik, Bergan, Tone
Format: Article
Language:English
Subjects:
Community
Community Health Planning - organization & administration
Community Mental Health Services - organization & administration
Community Participation
Drug prevention
Health Planning Councils
Humans
Interprofessional Relations
Local Government
Models, Organizational
Norway
Politics
Preventive Health Services - organization & administration
Public Health Administration
Rural Health Services - organization & administration
Substance-Related Disorders - prevention & control
Urban Health Services - organization & administration
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Summary:This paper presents the organisation, progression, and main findings from a community-based substance use prevention project in five municipalities in western Norway. At the central level, this project was organised with a steering committee and a principal project leader, who is situated at the Department of Health and Social Welfare at the county level. Locally, the way of organising differed, as one would expect from the community-based model. Top–down/bottom–up strategies can apply both in the way a community organises its efforts, as well as in the relationship between the central project organisation and the participating local communities. It is argued that it can be beneficial for the success of community action programs if one attains a “good mix” between top–down and bottom–up strategies. Factors of importance for such “mix” in the Hordaland project were that the municipalities applied for participation, the availability of economic funding, the venues for meetings between central and local project management, the position of local coordinators, the possibilities for coupling project work to otherwise existing community planning, and the extent of formal bureaucracy.
ISSN:0306-4603
1873-6327
DOI:10.1016/S0306-4603(02)00299-X