Community Resilience and Recovery Initiative: Final Evaluation Report. Community Partnerships


The emphasis on collaborative partnerships for the CRRI model encouraged agencies in Union City to work together. Housing part of the program in the Mayor's Office developed close political ties that later served to assist the project. Partnerships were fostered by co-locating staff in several key agencies. Although the initial partnerships were built upon long-standing relationships among a few core agencies, specific issues for this project lead to the establishment of several new community partnerships. Financial support through the CRRI initiative ensured that staff had time to create and maintain these relationships that were central to the program.

Through the duration of the project, new relationships were established between NHCAC and the One-Stop Career center and with the juvenile court. The project also created a referral pathway for families of students in the UCSD program and developed a new communication infrastructure between the schools and substance use providers. Some of the partnerships evolved overtime, and sometimes resulted in the sharing of needed resources. For example, Corrections staff discussed the possibility of providing space in which to operate future programs.

The collaborations addressed special issues, for example, strategies to reach the large Spanish-speaking population, finding ways to overcome stigma about behavioral health and substance use services and promotion of help-seeking behaviors. Designing ways to overcome stigma was an important priority for staff who indicated that among the male Spanish-speaking population it is often difficult to connect consumers to much needed services. Community partnerships also worked together to determine service delivery strategies for how to respond to the high service needs of undocumented individuals. Embedding the new CRRI services within agencies already servicing the Spanish-speaking population was useful for these new outreach efforts.

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