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  • workplace-based and military-based interventions that target underage populations;

  • interventions with youth who are currently drinking; and

  • research to further refine understanding of the multiple interrelated factors that affect underage drinking and long-term outcomes.


Some of the committee’s recommendations, especially those in Chapters 7 and 8, are addressed to the private sector; they do not entail any public expenditure and, for the most part, require little more than commercial self-restraint. Similarly, some of the recommendations directed to the government in this chapter do not involve significant new expenditures. The data collection and monitoring needed to implement the overall strategy are unlikely to entail substantial new costs, although the proposed data collection efforts may require consideration of the value and opportunity costs of the data proposed in comparison with the data that are currently collected. Similarly, the committee’s recommendation (in Chapter 10) that resources for school-based programs be explicitly targeted at programs with elements of proven effectiveness will entail a shift of funding rather than significant new expense. And the committee’s recommendations for research are an effort to identify policy-relevant priorities for research funding agencies, both private and public, and do not necessarily involve new funding.

Several components of the proposed strategy will require new investment, at the federal, state, or community levels: the adult-centered media campaign (Chapter 6); improved enforcement of existing laws at the state and local levels (Chapter 9); community mobilization grants (Chapter 11); funding for prevention and treatment of adolescent alcohol use and abuse (above); and resources for HHS to monitor adolescent exposure to alcohol messages in advertising and entertainment media (above). Responsibility for funding the strategy could be shared by the federal and state governments and the industry-funded nonprofit foundation envisioned by the committee (Chapter 7). The necessary government contribution could be offset by revenue generated by increased federal and state alcohol excise taxes (above).

Available data do not allow the committee to make specific estimates of the costs of developing and implementing individual components of the strategy or the strategy as a whole. However, the actual costs of similar programs provide a starting point for gauging the likely cost of some components. For example, the Office of National Drug Control Policy’s antidrug campaign and the American Legacy Foundation’s anti-tobacco campaign each cost approximately $100 million per year for production and

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