Comprehensive Prevention Planning Toolkit

Please note: resources on the toolkit are currently in development and we will be continuing to add resources to this page.


The California Department of Social Services (CDSS) envisions “An integrated state-wide system that supports families to provide safe, stable, nurturing relationships and environments for their children and youth”.This vision, developed through the CDSS Office of Child Abuse Prevention (OCAP) 2020 Strategic Plan, involves a system of care supported by a framework for prevention that includes primary, secondary, and tertiary strategies, grounded in principles of fairness and equity. 

The goal of this Comprehensive Prevention Planning Toolkit, and accompanying CPP Template, is to help county cross-sector Collaboratives develop, build upon, and/or leverage existing services and planning processes. 



As outlined in the All County Letter (ACL No. 22-23), the Prevention Planning Capacity Assessment tool is available to assess the motivation, commitment and readiness of the local Title IV-E agency and community partners, to change, develop and implement comprehensive prevention strategies. The Capacity Assessment is comprised of four domains that address the (1) motivation for change, (2) provider capacity and capability, (3) system capacity and capability, and (4) policy supports. 

To complete and submit the CDSS Capacity Assessment Tool virtually, please use the following link (a hard copy of the tool can also be found here):



Local Title IV-E agencies and community partners are encouraged to complete the Readiness Assessment which is comprised of nine domains. These domains will assist the local Title IV-E agencies and their community partners to determine which domain(s) may benefit from further technical assistance.

The CDSS Readiness Assessment Tool will be made available virtually and will be linked here once ready!

Alchemer Survey link to come!

Additional Resources:

  •     Center for States, “Change and Implementation in Practice: Readiness”



SECTION 1: Developing and Utilizing a Cross Sector Collaborative Approach 

A. Developing a Cross-Sector Comprehensive Prevention Planning Collaborative

The prevention of child maltreatment and its recurrence cannot only be the charge of the child welfare system. Therefore, cross-system coordination, collaboration, and practice are critical to meeting the goals of FFPS.

B. Regional Collaborative Option

The CDSS will accept CPPs that are submitted by a regional collaborative to streamline the delivery and infrastructure of prevention services across counties where such services are not readily available or will be more efficiently administered.

C. Required and Encouraged Partners

  1. At minimum (based on ACL*), you must identify who should be represented on the Prevention Planning Collaborative (include agency, title, name, and email).

Additional considerations and strategies for engaging community members in governance structures can be found here:

While there are many different approaches to engaging community members, specific strategies are listed in the Data Playbook in section 2, beginning on page 35: 

D. Authentic Community, Parent, Youth & Tribal Engagement

The prevention planning process is built on the concept that client feedback is critical and community organizations provide invaluable information to inform the process. 

Additional resources and guidance can be found here: 

  •   Children’s Bureau information on engaging Tribes and Tribal families:

  •   Tribal Information Exchange:

  •   CDSS Office of Tribal Affairs:

  • Collective Impact Community Engagement Toolkit:  


E. Governance and Infrastructure

As an outgrowth of this multi-agency planning, with the implementation of AB2083 and the development of Memoranda of Understandings (MOUs), local Title IV-E Agencies are strongly encouraged to incorporate comprehensive prevention planning and implementation into their AB2083 MOUs and Interagency Leadership Teams (ILTs).


A mission statement articulates the cross-sector collaborative’s purpose, the reason the team exists, and the overall goal.

    •     Creating a Mission Statement

Vision, Values, and Principles 

A vision statement is a succinct, aspirational statement which reflects the overall goal of the cross-sector collaborative. 

Center for States, Teaming Brief

Population Change Institute Collective Capacities

Stanford Social Innovations Review, “Community Engagement Matters (Now More Than Ever)”

Community Engagement Matters (Now More Than Ever)

FRIENDS NRC Collaboration toolkit:


SECTION 2: Conducting Community Asset Mapping and a Needs Assessment

Asset mapping is a process whereby a community’s assets are specifically identified, described, and often (but not always) visualized geographically on a map.

Community Asset Mapping and Needs Assessment

Gap analysis instrument available on Strategies TA website 

Data Playbook for Prevention Planning     

Healthy City Program, Participatory Asset Mapping

Casey Family Programs, Opportunity Maps

 Asset-Based Community Development Tool Kit: Asset Mapping

Building Community Resilience Action Guide 


Selection of Candidacy Population

Casey Family Programs, Opportunity Maps

Data Playbook for Prevention Planning 


Interventions and Strategies to Address Disproportionality

Gap analysis instrument available on Strategies TA website 

Data Playbook for Prevention Planning 


SECTION 3: Developing a Theory of Change

The theory of change or logic model which describes the activities and intended outcomes for children, youth, parents, caregivers, and families.

Theory of Change Information

Theory of Change Information from the Child Welfare Association       

Strategies TA information on the Prevention Plan Elements: Theory of change     

Center for States, Theory of Change

Strategies Theory of Change Form 


Selecting Primary, Secondary and Tertiary Strategies

When selecting prevention strategies (programs, services, innovative approaches) for the CPP, collaborative teams should consider their learning from both the asset mapping and needs assessment processes.

CDSS ACL 21-144: ARPA-CBCAP lists Primary Prevention strategies in Attachment A:

CDC Technical Brief on Preventing Child Abuse and Neglect:

CDC Technical Brief on Preventing ACEs:

“Supporting the First 1,000 Days of A Child’s Life: An Anti-Racist Blueprint for Early Childhood Well-Being and Child Welfare Prevention.” Center for the Study of Social Policy, February 2021. (Provides Primary, Secondary, and Tertiary prevention strategies.)



SECTION 4: Selecting EBPs

The selection of Evidence Based Practice (EBP) at the local level should be based on data and information analyzed during the needs assessment and asset mapping processes.

Rationale for EBP Selection

Title IV-e Prevention Services Inventory:

Casey Family Programs guide for selecting evidence-based programs:

Child Welfare Information Gateway: Identifying and Assessing Evidence-Based Practices:

California Evidence Based Clearinghouse for Child Welfare: 

SECTION 5: Workforce and Training

Workforce and Training Requirements

Identified training partners to assist in building a workforce to deliver primary, secondary, and tertiary prevention strategies, services, and programs. 

Resources coming soon!


SECTION 6: Ongoing Monitoring and CQI

Continuous quality improvement is the complete process of identifying, describing, and analyzing strengths and problems and then testing, implementing, learning from, and revising solutions.

PDSA Support  

Monitoring, Evaluation and Applying Findings

Community Tool Box at the University of Kansas

Developing Strategic and Action Plans

Evaluating the Initiative                     

FRIENDS NRC, Evaluation Planning

Center for States

Focusing on Race Equity Throughout Change and Implementation

Logic Model

A logic model is a depiction or roadmap that defines the inputs, outputs and outcomes of a program.

FRIENDS NRC has a comprehensive logic model page with how-tos, formatting, examples, etc.

Ensuring EBP Fidelity

Monitoring, Evaluation and Applying Findings

Assurance of Monitoring Child Safety

Monitoring, Evaluation and Applying Findings

Center for States 


SECTION 7: Developing Spending and Sustainability Plan

Child welfare should engage in cross-sector planning and collaboration for the purposes of the CPP with the goal of long-term sustainability.

Title IV-E Agency Spending Plan

Resources to come!

Coordination with Local Mental Health Plan

Resources to come!

Sustainability of Services

Resources to come!


SECTION 8: Developing a Collaborative Communications Plan

A communication strategy guides an entire program or intervention. It sets the tone and direction so that all communication activities, products, and materials work in harmony to achieve the desired change.

Communication Strategy

The Community Tool Box at the University of Kansas, Center for Community Health and Development is a comprehensive resource for developing a communications plan as well as many other things.      

Community Comms Collective, Communication Plan Template    


SECTION 9: Considerations and Additional Requirements for Title IV-E Agencies 

Contracting with Community Partners

For California Child Welfare agencies this means working actively and consistently with Probation, Behavioral Health, Education, Tribes, Regional Centers, and other like-minded partners to align training, orientation and services for youth in all systems.

Resources coming soon!

Developing Strategies for Use of the ICPM

CDSS Website: ICPM Home Page


 Reimagining Prevention Resources