Content by Keyword: Substance Abuse (Alcohol and Drug Abuse)

The average age of adult clients was consistent across the three grantees: 38.2 years in Fall River, 38.3 years in Lorain, and 39.9 in Union City. The average age of Union City youth was 14.7 years old. If youth had not been separated from the Union City adults, however, the average age for all program participants in that city would drop to 32.3

Figure 4-5 shows the variation in enrolled clients' self-reported race and ethnicity across the three communities. 8 Fall River's records indicate that the vast majority of individuals who received an intake record consider themselves non-Hispanic and White. The majority of Union City's adult and youth populations consider themselves Hispanic. Lo

The proportion of males to females at intake varied considerably across sites as shown in Figure 4-4. In both Fall River and among Union City adults, more women than men were represented at intake. In Fall River, however, only about 15 percent more women than men enrolled in the program. Given the large Portuguese population in the community and t

The CRRI contract called for sites to begin enrolling clients no later than 4 months after the grant award date (September 2010). Nevertheless, sites varied slightly as to when they began implementing their programs. The graphs in Figure 4-3 indicate the "flow" of the intakes in each site over the length of the project. Fall River began enrolling

Throughout the duration of the CRRI project, each of the three sites collected information from participants using site-specific evidenced-based screening instruments and the SAIS data system, which allows SAMHSA to meet its GPRA reporting requirements. At the time of program enrollment, grantees collected various baseline information on clients,

This chapter presents findings from Westat's analysis of the full set (from January 2011 through June 2013) of grantees' SAIS data. We begin in Section 4.1 with a discussion of the program evaluation and a description of SAIS data records collected in all three sites. This is followed in Section 4.2 with an examination of the demographic profiles

Participating in the project allowed all the collaborating agencies and staff to know their community better. The many requirements of the CRRI grant for establishing collaborative partnerships, conducting screenings, or distributing surveys led individuals and organizations to examine their entire community in much greater detail. Examining how t

Several aspects of the CRRI project in Union City will continue. For example, at least six staff of CRRI will remain in new positions and continue to share their expertise in the community. In addition, service agency staff have a newfound appreciation for preventive care and the value of increasing intellectual capital in the community through st

Implementing the CRRI effort in Union City confronted several challenges. During the initial implementation there were some delays in filling all the staff positions. Hiring bilingual staff who would meet education and licensing standards was difficult and time consuming. Unfortunately this project did experience some staff turnover, a difficulty

The Union City project found that embedding new services within well-known community agencies already serving many Spanish-speaking clients was a useful innovation for gaining trust with the immigrant community. By placing access to information about behavioral health in more routinely used general agencies like the North Hudson primary care setti

The networking and collaboration among organizations required as part of the CRRI was noted as a positive effect of participating in the Initiative. CRRI staff noted that coordination is profoundly important among otherwise fragmented services for families in need. Establishing additional resources through the newly hired staff and embedding these

During the final Westat site visit, the Union City project team noted the critical impact of its outreach and social marketing efforts. The CRRI tasks during implementation included the development of marketing information, staffing the screening sites, and working with other organizations to conduct outreach and screening. These outreach and scre

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 b

The project staff and other community professionals were trained in a number of new approaches, all of which helped to increase the community agencies' capacity to identify and respond to substance use and behavioral health issues. The staff from several community programs were trained in several SBIRT components, including screening tools, the us

The CRRI project was launched at a critical juncture in Union City, which was facing budget cuts to service programs at a time when community needs were increasing due to the Great Recession. Initial project management efforts focused on creative ways to leverage existing resources, such as identifying staff and program space across organizations

The Union City CRRI project, variously called "Strengthening Union City's Families" or "Union City Cares," offered strong outreach to Spanish-speaking residents using a model of service delivery embedded in well-known and trusted community settings. CRRI staff were located in the Mayor's office and in existing settings such as the school system, O

The collaborative partnership model of CRRI established a structure for Lorain's PRIDE that brought the mental health, substance use, FQHC, and public schools in closer collaboration and established lines of communication and cooperation that will remain. The screening and direct contact outreach has impacted all the partner agencies and was a str

Although funds are not available to continue several of the positions funded through the CRRI grant, there are several aspects of PRIDE that will continue to positively impact the community. For example, the project director reported that the PRIDE program has had significant impacts on the service delivery system in Lorain, with participating age

The organizational structure of PRIDE was both strength and a challenge for the program. The ADAS board had a coordinating, but not supervisory, role. This meant that each of the partner agencies was responsible for the implementation and oversight of the programs within its own agency. As a strength, this structure provided increased capability t