How will the IPAG impact existing jobs (i.e., program specialists)?

The IPAG is intended to be a force multiplier and strengthen communication across all program specialists. The IPAG is required to build rapport and sustain peer relationships with prevention stakeholders to ensure there is proactive communication and collaboration among all parties. The IPAG does not work in a clinical setting or lead secondary or tertiary prevention efforts (i.e., responding to incidents of sexual assault, harassment, retaliation, suicide, domestic abuse, or child abuse). Since the IPAG aims to prevent multiple harmful behaviors, they work with all stakeholders, such as FAP, EO, SHARP, chaplains, etc., to identify trends in data and help the entire installation community share resources. The role of the IPAG is unique and specialized and therefore has limited impact on or overlap with current position responsibilities, rather they will remain focused on integrating prevention efforts and fostering data sharing.

What are the benefits of the IPAG collaborating and sharing information with stakeholders?

Prevention of harmful behaviors requires that we work together and collaborate as a military community to achieve maximum impact in preventing abuse and harm. While the IPAG will focus on integrated primary prevention, they will communicate with program specialists (e.g., Sexual Assault Response Coordinators), clinicians, leaders, Service members, and other prevention stakeholders to share information. Information sharing will facilitate a comprehensive understanding of harmful behavior trends within communities, cultivating effective prevention.

How will the IPAG support and empower leaders to enhance command climate?

The IPAG will support leaders in their efforts to develop healthy command climates and protective environments. In practice, the IPAG will analyze local data to identify persistent barriers to readiness at the individual, relationship, and community levels. After conducting a needs assessment, the IPAG will work with leaders to implement changes or activities that meet the identified needs. Prevention activities will vary depending on the local context. An example could include expanding one commander’s successful policy to additional units, such as helping Service members change daily habits. The IPAG will also help leaders through sharing information with prevention stakeholders and fostering collaboration between DoD and non-DoD agencies to maximize prevention resources and services available.

How can leaders promote a culture of prevention?

A culture of prevention refers to the organization’s readiness to address harmful behaviors through a preventive rather than reactive approach. Leaders can promote a culture of prevention by fostering a community of practice that encourages healthy habits, empathy, communication, and help-seeking; and cultivating the values of inclusivity, connectedness, dignity, and respect while enhancing access, equity, rights, and engagement.

What do leaders need to know about integrated primary prevention?

The Department is using integrated primary prevention to prevent multiple harmful behaviors, including sexual assault, harassment, retaliation, domestic abuse, child abuse, and suicide. Studies have shown that many of these behaviors share several risk and protective factors. Thus, intervening to reduce one risk factor or boost one protective factor can help reduce multiple forms of harm and abuse. Leaders will draw on concepts from integrated primary prevention to implement prevention systems, foster a culture of respect, and encourage help-seeking behaviors. This knowledge will enable leaders to effectively oversee, and support prevention activities designed to overcome barriers to readiness. To learn more about the Department’s integrated prevention strategy, review the DoD Prevention Plan of Action 2.0.

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