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Nazareth proposes to Increase access to mental health services in our region through inter-professional mental health clinics created from integrating and scaling up behavioral/mental health services currently provided on campus through the York Wellness & Rehabilitation Institute. The York Institute is the umbrella for clinical education for Nazareth's health and human services programs in art therapy, music therapy, nursing, occupational therapy, physical therapy, social work, and speech-language pathology. Certi?ed and licensed clinical educators mentor student clinicians in the provision of therapy and wellness services as part of their development of clinical knowledge and skills. The York Institute provides thousands of hours of free services annually in a constellation of allied health clinics to underserved populations from neighborhoods throughout Monroe and surrounding counties, with several individual clinics providing behavioral/mental health services. A new integrated model for child and adolescent mental health services will include art therapy, music therapy, nursing, play therapy, and social work services.

Gateways Hospital and Mental Health Center will expand trauma-informed care and screening for adverse childhood experiences (ACEs) to adolescents (13-17 years) and transition-age youth (18-26 years) who are receiving mental health services. Suicide is one of the top three leading causes of death for youth, and trauma is a strong risk factor for suicide. It is critical to address the underlying drivers of suicide and other mental health disorders among youth (depression, anxiety, and posttraumatic stress disorders). Targeting ACEs with trauma-informed care is one effective strategy to improve youth mental health. Gateways serves primarily LA County Service Planning Area 4, where the hospital is located and where 55% of its patients reside. The population of focus in SPA 4 includes low-income adolescents and transition-age youth experiencing serious emotional problems or acute psychiatric emergencies, including suicide attempts. Most are racial/ethnic minorities (53% are Hispanic, 21% Black, 17% White, 6% Asian/Pacific Islander with 3% of other races or ethnicities). Our goal is to expand trauma-informed care and ACEs screening to reach 250 more youth in this project's one year project period by extending our screening from not only those 13-17 years old but also to transition-age and other youth up to the age of 26. We will also expand our screening to include outpatient as well as inpatient care, plus train more of our clinicians across departments to ensure they can provide the latest in trauma-informed care to expertly guide our staff as we expand our program. We will also upgrade our telehealth system to be able to reach more youth. Finally, we will engage a Youth and Family Advisory Board comprised of former patients and community members to facilitate greater outreach in our neighborhoods to protect the young people in our service area from suffering adverse mental health conditions that could lead them to harm themselves or others.

This Mental Health Workforce Initiative grant will be used to support the Art Therapy and Counseling (ATC) program and the Social Work program at West Liberty University (WLU). The funds will provide scholarships, help to recruit and retain students, and support them in their career choice. The majority of WLU’s student body comes from the Northern Panhandle of West Virginia, Eastern Ohio, and Western Pennsylvania. Although the area is considered metropolitan, WLU is also part of the Appalachian area which is rural and has high poverty rates. Because of these limitations, many students have difficulty in continuing their educational goals and moving into the professional workforce. The goal of the Mental Health Workforce Initiative is to increase enrollment and provide support for students preparing for a career in the mental health field. Providing this career pathway will help alleviate the shortage of mental health providers working in the community and increase access to services, particularly for those living in rural areas.

Project Abstract Summary The YMCA of Honolulu Statewide Mental Wellness Program proposes to provide school and community-based in-person services to youth and teens with a variety of experiential and therapeutic activities to help participants develop self-awareness, self-esteem, social skills, appropriate coping mechanisms, and stress management tools to address their mental health and wellness needs. All program activities will be conducted face-to-face at YMCA locations, Department of Education Schools, and venues where services are easily accessible to the community and take place outside normal school hours. The Y’s program will provide both Prevention and Intervention services to youth showing signs of distress. The goal is to screen 1350 youth, ages 11-18, and address the overall mental health and well-being of 810 youth registered in the prevention and intervention programs. Outcomes will be measured through screening, intake/registration forms, and surveys. The prevention and intervention components are based on the evidence-based curriculum 8 Dimensions of Wellness approach, providing up to 19.5 hours of support per student. Program staff will conduct pre- and post-program surveys to measure participant outcomes and help them develop strategies for managing their mental health after completing the program. Participants also receive a membership to health and wellness facilities and online content to help them with their physical health, along with socialization opportunities outside of the program. Participants will be referred to clinically appropriate care and resources if determined necessary. The target population is all youth aged 11 to 18, largely referred to us by community organizations, schools, or self-referral. While the program is open to all, regardless of demographics, we will have an intentional focus on reaching Native Hawaiians and Pacific Islanders and those who are low-income and disproportionately impacted by mental health concerns. As community-based organizations serving thousands of kids throughout Hawaii, our YMCAs are well-positioned to meet youth “where they are” in ways that are relevant to their unique cultural identities and needs. Geographic Catchment Area. Statewide (Hawaii)

Kennebec Behavioral Health’s Congressionally Directed Spending allocation will support the agency’s continued integration of the Certified Community Behavioral Health model in Kennebec and Somerset counties in Central Maine. On August 31, 2021, Kennebec Behavioral Health received a two-year CCBHC Expansion Grant from SAMHSA. During the last nearly three years, the agency has implemented systemic changes throughout the organization to meet the nine required CCBHC core services: Crisis Services; Outpatient Mental Health and Substance Use Services; Person- and Family-Centered Treatment Planning; Community-Based Mental Health Care for Veterans; Peer Family Support and Counselor Services; Targeted Care Management; Outpatient Primary Care Screening and Monitoring; Psychiatric Rehabilitation Services; Screening, Diagnosis and Risk Assessment. Although the CCBHC Expansion Grant has ended, Kennebec Behavioral Health’s work to integrate the CCBHC model continues in two significant ways: 1) SAMHSA Improvement & Advancement grant activities and 2) Congressionally Directed Spending funded activities. The CCBHC IA grant enables the agency to focus on priority populations in Somerset County and refine our Care Coordination model. The Congressionally Directed Spending funds will enable the agency to continue the CCBHC model in Kennebec County. The continuity of the CCBHC model as a whole for the two-county area is critical. On March 20, 2024, the Maine Office of Behavioral Health applied to SAMHSA to be a CCBHC Demonstration State—and Kennebec Behavioral Health is included in the demonstration application. Kennebec Behavioral Health has received provisional CCBHC Certification from the State of Maine, however the State of Maine does not anticipate being ready to reimburse providers through the CCBHC’s PPS reimbursement model until January 1, 2025 at the earliest. In the meantime, several internal KBH workgroups will start meeting in May to work on the first-year deliverables for our CCBHC Improvement & Advancement Grant in Somerset County and our CCBHC Certification work over the next several months: Access & Care Coordination Structure Workgroup; Population Health Workgroup; Referral Tracking & Care Coordination Agreements Workgroup; Training Plan & EBP Tracking Workgroup; Billing & Reporting Infrastructure Workgroup; and the CCBHC Implementation Team.

Morgan County Partnership (MCP) will employ a comprehensive evidence-based initiative that addresses generational and root causes of trauma in this underserved, Appalachian community. The project will include family-centered, community-based interventions to provide trauma-informed evidence-based programming to youth in both school and after-school settings and provide parent psychoeducation, therapeutic supports, and family navigation services. This grant will also support Therapeutic Interventionists to provide school-based ACEs screenings and follow-up therapeutic supports. Adverse Childhood Experiences (ACEs), trauma-informed responses for children and families, school-based strategies through our existing, Handel with Care program and evidence-based SBIRT program in Morgan County Schools. This will address the current dramatic influx of youth-based trauma related to parental substance use in our community. The project will provide ACEs mitigation strategies and respond to identified ACEs by providing free therapeutic supports directly within the framework of our public education system. Morgan County Partnership will implement programs and services that mitigate the impacts of ACEs and expand evidence-based interventions focused on ACEs prevention, diversion, therapeutic treatment, and family navigation case management services for youth and families impacted by trauma and SUDs. We will form an innovative consortium to provide wrap-around services to traumatized and opioid affected youth in Morgan County Schools (MCS) and youth involved in juvenile abuse and neglect cases due to parental neglect and abuse. This grant will also support Therapeutic Interventionists to provide school-based ACEs screenings and follow-up therapeutic supports. Adverse Childhood Experiences (ACEs), trauma-informed responses for children and families, school-based strategies through our existing, Handel with Care program and evidence-based SBIRT program in Morgan County Schools. This will address the current dramatic influx of youth-based trauma related to parental substance use in our community. The project will provide ACEs mitigation strategies and respond to identified ACEs by providing free therapeutic supports directly within the framework of our public education system. Morgan County Partnership will implement programs and services that mitigate the impacts of ACEs and expand evidence-based interventions focused on ACEs prevention, diversion, therapeutic treatment, and family navigation case management services for youth and families impacted by trauma and SUDs. We will form an innovative consortium to provide wrap-around services to traumatized and opioid affected youth in Morgan County Schools (MCS) and youth involved in juvenile abuse and neglect cases due to parental neglect and abuse. The first goal of this project is to provide psychoeducation and mental health services to youth in Morgan County Schools with the objective of providing access to Social Emotional Learning curriculum, SBIRT and mental health screening instruments to identify youth in need and provide follow up therapeutic services to improve social, emotional, and behavioral health outcomes for Morgan County Schools' students. The second Goal is to provide preventive interventions to improve the mental health of Morgan County School's students with the objective of students will have access to behavioral health screening measures, and access to behavioral health supports in a K-12 setting. The program will reach approximately 1,150 students in the Pre k-5th grades in the Morgan County Schools. It is further estimated that an additional 30-40 family engagements for parent navigator service will be utilized.

ABSTRACT HopeSparks Family Services (HopeSparks) will implement the project, Expanding Integrated Healthcare and Prevention Services for Kids, to increase access to and quality of mental health care for children in the state of Washington. The proposed project aims to address an unprecedented children’s mental health crisis in Washington State through three objectives: (1) expanding the existing Bridge of Hope collaborative care model (CoCM) within four pediatric clinics in Pierce and King Counties; (2) adding the Bridge of Hope model within two new clinics in the state of Washington; and (3) expanding infant and early childhood mental health services for children from birth to six years old within existing sites. The Bridge of Hope model has received statewide and national attention due to its positive outcomes that are reversing the decades-long trends of poor mental health outcomes in Washington State. Bridge of Hope uses the CoCM developed by the University of Washington, Advanced Integrated Mental Health Solutions (AIMS) Center, and evidence-based treatments called First Approach Skills Training (FAST) developed by Seattle Children’s Hospital that are designed to upstream mental health services to children and families as early in life as possible through a prevention lens and fully integrated into primary care. The population of focus is children and young adults from birth to age twenty-one; however, the exact age range served at each site will depend on their stage of implementation. The geographical catchment area for the existing sites is Pierce County, South King County, and the Greater Puget Sound, but new sites may be in any county in the state. HopeSparks serves underserved populations in urban and rural areas and patients with Medicaid as well as those with commercial insurance. Essential elements of this pediatric CoCM include, (1) a multidisciplinary, patient-centered care team that includes a primary care provider (PCP), pediatric integrated therapists, a psychiatric consultant, the patient’s family/caregivers, and sometimes the patient’s school or other community agencies; (2) population-based elements, which include systematic screening, longitudinal outcomes measurement, stepped approach to care, and collaboration for referrals for the patient and/or their families; (3) measurement-based treatment, scheduled systematic caseload review meetings, and timely treatment adjustments through regular review by a psychiatric consultant; (4) evidence-based treatments wherein PCPs are trained to provide brief behavioral interventions appropriate for pediatrics and to use psychiatric medications; and (5) accountable organizations in which practice- and provider-level performance metrics drive quality improvement, and family advocates provide input on program development and quality improvement. The proposed project will expand access to this high-quality, integrated CoCM within four existing sites and two new sites, impacting children and their families throughout the project year. On March 26, 2021, Governor Jay Inslee issued an emergency proclamation regarding the child and youth mental health crisis in Washington State. Washington faces a severe shortage of mental health professionals, and the most vulnerable populations, such as children and youth of color, LQBTQIA+ children and youth, children living in rural areas, and children and youth with intellectual and/or developmental disabilities, may be at increased risk of mental health concerns due to systemic racism, sexism, homophobia, and other types of oppression and marginalization. HopeSparks will address several established needs for children in the state of Washington, specifically access to mental health care and gaps in services, as well as operational barriers that prevent providers from implementing integrated care models.

Kent County’s Community Mental Health Authority – Network180 is launching a continuum of innovative crisis mental health and substance use disorder services to fill a critical community need. The cornerstone of the continuum is a first-of-its-kind behavioral health Crisis Stabilization Unit (CSU), enabled by State of Michigan legislation enacted in 2020. The CSU is a secure, high intensity alternative to full psychiatric hospitalization, capable of providing involuntary treatment and accepting direct drop offs from law enforcement. The CSU will be jointly operated with Trinity Health’s St. Mary’s Hospital.

The University of Missouri-Kansas City (UMKC) proposes to lead the Addiction Technology Transfer Center (ATTC) National Coordinating Office (NCO). Our efforts will serve SAMHSA, the 10 Regional ATTCs, and the broader substance use treatment and recovery services field nationwide. The NCO serves as the ATTC Network’s backbone, focusing on strengthening the capacity and impact of the ATTCs themselves. ATTCs’ audience’s demographic profile mirrors that of the US: White, 75.5%; Black or African American, 13.6%; American Indian and Alaska Native, 1.3%; Asian, 6.3%; Native Hawaiian and Other Pacific Islander, 0.3%; Two or More Races, 3%; Hispanic or Latino, 19.1%; White, not Hispanic or Latino, 58.9%. The NCO anticipates serving 600 individuals over 5 years: Y1-100; Y2-110; Y3-120; Y4-130; Y5-140. We aim to enhance substance use treatment and recovery services quality through a coordinated, Network-wide approach grounded in implementation science. Our primary goals include: increasing awareness & engagement of diverse stakeholders in ATTC activities through a comprehensive communications & marketing strategy, including centralized online platforms & strategic partnerships; actively including the experiences of people & communities facing behavioral health disparities in strategies & solutions intended to improve their health; enhancing the Network’s operational efficiency & effectiveness to improve outcomes in SUD treatment & recovery support services; accelerating the adoption & implementation of evidence-informed, culturally & linguistically appropriate practices & policies; and building a robust substance use treatment & recovery services workforce. To meet these goals, we have established measurable objectives, including: create/launch a communications & marketing campaign within the first 4 months to reach a diverse audience, increasing engagement by 15% each year; by end of Y1, plan for & in Y2-5 implement & maintain a comprehensive & accessible online infrastructure that improves visibility & ensures the utilization of ATTC resources, as measured by increases in website traffic (7-10%) & online course enrollments (3-5%) annually; by Y1Q3, establish a diverse network of national, regional, & local partners & in Y2-4, foster ongoing collaboration through regular meetings &/or joint projects with 75% participation; by Y1Q3 & each year, involve at least 2 people with lived/living experience in each of the 6 POWER Teams & the Steering Committee; each year build capacity of the workforce in culturally/linguistically appropriate practices through training, resource development, & dissemination activities that yield at least 90% participant satisfaction; ensure 100% of ATTC resources & events are accessible; by end Y1 & each year, increase the effectiveness & cohesion of the ATTC Network by fostering inclusivity through a min. of 4 engagement opportunities with built-in feedback mechanisms, & comprehensive multi-site evaluations; by Y1Q3, form 6 ATTC POWER teams representing each CSAT priority area while concurrently facilitating a min. of 2 cross-regional or Network-wide activities designed to enhance the capacity of the SUD health care workforce; upgrade ATTC digital infrastructure to integrate workflows & reduce RC administrative workload by 15% within 24 months; by the end of Y1 & throughout Y2-5, at least 80% of RC key personnel will consistently apply each level of TA in a standardized manner; increase by 10% per year the use of innovative TTA by modeling novel approaches, as measured through the annual workplan analysis; by end Y5, at least 80% RCs will have utilized quality assurance tools to promote high-quality service delivery; by end Y5, at least 65% of academic programs will report having used one or more ATTC materials in their coursework; by end Y5, ensure ATTCs deliver a healing-centered leadership development program to at least 300 SUD professionals.

The purpose of the South Southwest Addiction Technology Transfer Center (SSWATTC) is to improve the lives of individuals and families affected by substance use in Health and Human Services Region 6 by developing and strengthening the specialized behavioral health care and primary health care workforces that provide substance use disorder (SUD) treatment and recovery support services. The South Southwest ATTC utilizes a multi-pronged, community- oriented, systems change approach to accelerate the adoption and implementation of evidence-based, culturally informed, and promising SUD treatment and recovery-oriented practices. Our work is based on an implementation science framework and includes targeted and intensive technical assistance to increase knowledge, build skills, and change practice. We provide in-person events, online courses, and web-based integrated learning models that use current technologies to provide training, technical assistance, and consultation activities. The target populations of this proposal are: (a) professionals in the primary and behavioral health care workforce who participate in change driven targeted/intensive technical assistance for knowledge and skills building; (b) service provider teams who engage in quality improvement processes; (c) well-trained, emerging substance use treatment and recovery professionals entering the workforce with culturally informed and evidenced-based skills and practice; (d) families and individuals seeking quality care for substance use; and (e) our strong, established, and growing network of culturally diverse practitioners, researchers, policymakers, funders, and recovery community members who collaboratively enact policies and practices that improve lives. SSW ATTC participants in the most recent Fiscal Year (2023) identified as 61.4% White, 20.3% Black, 5.8% American Indian, and 3.6% Asian/Pacific Islander. 40.5% identified their ethnicity as Hispanic. The majority identified as female (78.4%) (SSW ATTC GPRA, 2023). The SSWATTC will provide training, education, and technical assistance to at least 2,500 persons annually and over 12,500 persons during the 5 year project period. The goals of the South Southwest ATTC in Region 6 are to 1) meet the specific, targeted technical assistance needs of the substance use treatment and recovery support service workforces and communities, 2) increase high-quality delivery of SUD treatment and recovery support services, 3) increase implementation of culturally informed, recovery-oriented evidence-based and promising practices, 4) develop and expand a culturally informed and recovery-oriented workforce, 5) increase community, consumers’, and families’ access to technical assistance resources, and 6) build and maintain collaborative working relationships within and outside the ATTC Network. Measurable objectives include needs assessment and engagement strategies that guide areas of focus and activities, implementation of targeted and intensive TA that result in improved skills and changes in real-world practice, and increased engagement in underserved communities in the workforce and technical assistance activities.

The Northeast & Caribbean Addiction Technology Transfer Center (NeC-ATTC)-serving HHS Region 2 (NJ, NY, PR, and the USVI) since 2012—seeks to continue to heighten the awareness, knowledge and skills of the workforce that addresses the needs of people with substance use or other behavioral health disorders and to accelerate the adoption and implementation of evidence-based treatment and recovery-oriented services. The NeC-ATTC has for the past 12 years, been successfully managed by the lead applicant at The Research Foundation for Mental Hygiene (RFMH) / New York State Psychiatric Institute (NYSPI) in close partnership with the Institute of Research, Education and Services in Addiction (IRESA) of the Universidad Central del Caribe (UCC), which prior to the regional realignment served as the incumbent of the Caribbean Basin and Hispanic ATTC since the inception of the network in 1993. As such, the applicant team has a wealth of regional knowledge and experience, along with a considerable array of well-developed stakeholder relationships that will offer substantial continuity in a transition to a new grant cycle. Because states and territories in region 2 are quite diverse regarding race/ethnicity, percent living in poverty, median household income, educational attainment, employment rate, access to health insurance, population density, primary drug of choice, access to treatment, and much more, T/TA activities will be customized to ensure responsivity to local and cultural circumstances. Region 2 is also geographically expansive regarding the distance between NY/NJ and the Caribbean, the island structure in the Caribbean, and also diverse with respect to comparative land mass and population density, all of which makes it necessary to leverage innovative technology transfer strategies designed to ensure that providers across the region have routine access to T/TA. The proposed project outlines 12 goals and their associated objectives, which are informed by a comprehensive technology transfer model that represents a synthesis of implementation science principles and draws on our experience in conducting T/TA, as well as research and evaluation over the past 25 years. This approach embodies 8 strategic elements for capacity building: (1) the target population is the behavioral health workforce (BHW), which is defined broadly to encompass a wide array of practitioners that offer services and supports in a variety of settings to people who use substances; (2) T/TA activities will be informed by ongoing needs assessments to identify state/territory specific and region-wide priorities; (3) training workshops will offer foundational support focused on improving attitudes, knowledge and skills necessary to support adoption and implementation of new innovations; (4) technical assistance—basic, targeted, and intensive—will offer the support necessary to implement new innovations; (5) T/TA activities will incorporate a wide array of innovative technology transfer strategies, including distance learning mediums (e.g., webinars, self-paced online courses, Project ECHO) to increase access to T/TA activities across this expansive region; (6) T/TA activities will emphasize recovery—i.e. how new innovations can be integrated within recovery-oriented systems of care and incorporate recovery supports; (7) T/TA activities will promote behavioral health equity using culturally and linguistically appropriate services to support providers and organizations in delivering culturally relevant, non-judgmental and compassionate care to diverse populations; and (8) evaluation results will inform continuous quality improvement efforts to enhance T/TA. The Region 2 ATTC will deliver 75 T/TA events each year (375 over the 5-year term), involving 3,000 participants annually (15,000 over the 5-year term). This proposed project has the potential to substantially improve behavioral health services as well as outcomes for region 2 residents.

The proposed New England Addiction Technology Transfer Center (ATTC) will serve Region 1, which is comprised of Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, Vermont, and nine federally recognized indigenous tribes. The primary focus of the New England ATTC is to develop and strengthen the regional workforce that provides the full continuum of addiction and recovery services spanning engagement, treatment, maintenance, and harm reduction across rural, urban, and suburban settings, and in underserved, under resourced, and indigenous communities. The regional workforce is primarily White (72%), female (72%), with 46% having a graduate or advanced degree and over one-third identifying as in recovery (38%). Regional needs assessments have identified seven key service gaps and associated areas of training need: (1) Lack of access to evidence-based practices and inconsistent quality of addiction care; (2) rise in overdose rates related to untreated stimulant use and fentanyl; (3) untreated co-occurring trauma and health issues in patients; (4) high workforce turnover and insufficient workforce competency in clinical supervision and leadership capacity; (5) disparities in access and quality of addiction care, including culturally and linguistically appropriate services (CLAS); (6) limited integration of addiction services in primary care, allied health, and non-traditional settings; and (7) high rates of relapse and untreated substance use disorders. The ATTC proposes three overarching goals and aligned objectives to address these areas of need complemented by rigorous evaluation. Goal 1 is to heighten the awareness, knowledge, and skills of the workforce in evidence-based, CLAS-adherent treatment and recovery support services through the provision of basic and targeted training and technical assistance (TTA). Measurable objectives include provision of training to 2,000 individuals annually (10,000 across five-years) through face-to-face and instructor led technology delivered courses, intensive summer educational programs, self-paced online courses, and culturally and linguistically appropriate products and resources. Goal 2 is to promote systems-change and increase organizational capacity to those seeking to implement evidence-based, CLAS-adherent behavioral treatment and recovery support services, incorporate principles underlying evidence-based care, and advance behavioral health equity through provision of intensive TTA. The foundation of our regional approach to intensive TTA is the state-of-the-art Science to Service Laboratory, which consists of didactic training, performance feedback, and external coaching. Measurable objectives include: launching an addiction treatment telehealth initiative targeting rural and underserved populations, providing two annual Leadership Development Program cohorts (one Spanish language), promoting professional growth and development, and providing organization- or system-wide intensive TTA to advance evidence-based practice implementation. Goal 3 is to foster local, state, regional and national alliances among culturally diverse practitioners, researchers, policy makers, funders, and the recovery community. Measurable objectives include bi-annual meetings with our Advisory Board (including the SAMHSA Region 1 Director, regional SSAs, provider and recovery organizations, and allied health systems) and serving as the primary point of TTA support in addictions services for multiple systems of care (including primary care, schools, criminal justice, faith-based organizations, and child welfare). Pursuit of these objectives is expected to yield long-term improvements in organizations' workforce recruitment and retention, as well as in the quality, cultural and linguistic appropriateness, and equitable delivery of treatment and recovery services in New England.

SUMMARY: The Danya Institute, Inc. (the Institute) is applying to continue as an Addiction Technology Transfer Center (ATTC) Regional Center for the US Department of Health and Human Services Region 3 (Region 3). With 22 years of Training and Technical Assistance (T/TA) experience, the Institute will enhance the skills and capacity of the Substance Use Disorder (SUD) treatment and recovery support field to provide effective equity and evidence-based services. PROJECT NAME: Central East HHS Region 3 ATTC POPULATIONS SERVED: The Central East ATTC will assist the Region 3 Behavioral Healthcare (BH) and Primary Healthcare (PH) workforce that provides SUD treatment and recovery support services through virtual/in-person T/TA to impact the diverse populations they serve. Region 3 includes Delaware, Maryland, Pennsylvania, Virginia, West Virginia, and the District of Columbia. Within the BH workforce, 69.2% of BH professionals identified as White, 27.9% identified as Black/African American, 2.3% identified as Hispanic/Latino, 1.3% identified as American Indian/Alaska Native, and 2.9% identified as Persons of Multiple Races. Top populations served by this workforce comprise adults (75%), African-Americans (70%), persons experiencing homelessness (61%), under-resourced individuals/communities (61%), and LGBTQ individuals (53%). American Indian/Alaska Native (36%) and Persons of Multiple Races (35%) had the highest estimates of past-year illicit drug use, followed by African Americans (24%), Whites (23%), Hispanics/Latinos (19%), and Asian-Americans (11%). STRATEGIES/INTERVENTIONS: The ATTC will leverage technology transfer strategies to advance EBP implementation and BH equity, with methods including skill-based training, targeted/intensive TA, learning communities, online courses, toolkits, virtual meetings, and technology-driven engagement models. PROJECT GOALS: The Central East ATTC's goals include (a) serving as a regional resource to enhance BH/PH workforce capacity to provide SUD treatment and recovery support services; (b) accelerating the adoption of evidence-based, culturally informed, and promising services; (c) heightening BH/PH workforce skills/knowledge to address SUDs/co-occurring health disorders; (d) fostering regional/national alliances; and (e) providing T/TA, tools, and strategies to improve SUD treatment and recovery processes/practices, enhance service delivery quality, and address ethnic/racial disparities. MEASURABLE OBJECTIVES: Key objectives to achieve by the end of 09/2029 include (a) at least 70% of Region 3 BH/PH professionals report disseminating new tools/research gained from T/TA; (b) at least 75% of interviewed Region 3 BH/PH agency leaders indicate a positive change in SUD treatment and recovery support service implementation resulting from T/TA; (c) interviewed Region 3 BH/PH professionals report a minimum (min.) 50% increase in the utilization of at least 1 EBP for addressing SUDs and co-occurring disorders; (d) at least 80 % of participating regional/national entities in the SUD treatment and recovery support field will report positive impact to a specific emerging issue as a result of T/TA, resources, and other training activities; and (e) at least 85% of participating regional/national entities in the SUD treatment and recovery support field will report a min. 60% improvement in related (a) processes/practices in service delivery; (b) service quality; and (c) professional cultural/linguistic competencies. NUMBER OF PEOPLE SERVED: The Central East ATTC will serve 3,620 Region 3 BH/PH professionals in Year 1; 3,800 in Year 2; 4,000 in Year 3; 4,200 in Year 4; 4,500 in Year 5; and 20,120 for the entire project.

UW–Madison’s Center for Health Enhancement Systems Studies (CHESS) will serve as the Great Lakes Addiction Technology Transfer Center (ATTC), offering research-based training and technical assistance (TTA) for the substance use disorder (SUD) treatment and recovery support services workforce in HHS Region 5. We aim to enhance workforce skills and knowledge, address health disparities, and promote culturally responsive and effective treatment and recovery practices across diverse communities. Serving as the Great Lakes ATTC since 2017 and the ATTC Network Coordinating Office (NCO) 2012–2017, we have offered research-based TTA at the national (via ATTC workgroups and conferences), regional, state, and local levels tailored to the treatment and recovery workforce needs. Since 2017 we have delivered 500+ webinars, trainings, and intensive technical assistance events; created 189+ products; collaborated with 100+ organizations; and served 19,000+ participants. Our success is reflected in consistently high attendance and positive evaluations. In 2023, feedback from 3,068 respondents revealed a 92% satisfaction rate with Great Lakes ATTC events. Additionally, 93% expected personal/community benefits, 85% anticipated improved effectiveness, and 97% would recommend our events. Through our efforts in the current grant cycle, we have established a culturally responsive infrastructure that will seamlessly support the activities outlined in this grant application. Our populations of focus are SUD treatment professionals, pre-professionals, and treatment organizations. A special emphasis will be addressing the needs of underserved populations and reducing health disparities. Our outreach strategies will engage professionals serving LGBTQI+, rural/metropolitan, low socioeconomic, tribal, refugee/immigrant/asylum seeking, diverse ethnic/racial, and other communities. Over the course of the project, we will serve 12,000 individuals, starting with 2,000 in Year 1 and 2,500 individuals each year in Years 2–5. Our goals for this project include the following. Measurable objectives have been identified for each goal and are detailed in the application. 1. Annually assess Region 5’s SUD treatment and recovery workforce needs to inform work plan, identify linguistic and cultural needs, leverage existing resources, and prevent duplication. 2. Provide TTA to Region 5 SUD treatment and recovery professionals and pre-professionals, enhancing competency to implement culturally appropriate, evidence-based practices across the lifespan with a systems-change approach and innovative technology transfer strategies focusing on basic, (B) targeted, (T) and intensive (I) technical assistance. 3. Promote collaboration across Great Lakes states, the ATTC NCO, regional ATTCs, and SAMHSA T/TA centers to support SAMHSA’s mission/goals/objectives and to reduce duplication of effort. 4. Develop a new or expand an existing professional growth and development program. 5. Evaluate and report on project activities for funder/partner accountability and CQI and DIS tracking and participate in a multi-site evaluation partnership. A tested comprehensive Data Collection, Performance Monitoring, and Improvement system will be applied to collect, manage, monitor, and use data for the project. Data collected will enhance the project through the NIATx model, an ongoing CQI process. Our CQI process will also include 30-day follow-up impact evaluation interviews with a sample of 25% of targeted and intensive TTA participants.

In response to the SAMHSA NOFO TI-24-011, this application seeks to serve DHHS Region 9 through the Pacific Southwest Addiction Technology Transfer Center (PSATTC). The PSATTC will build on its successful 22-year history of developing and strengthening the behavioral health (BH) and primary care (PC) workforce to provide culturally responsive substance use disorder (SUD) treatment and recovery support (RS) services. Region 9 is extremely racially, ethnically, economically, and geographically diverse, containing four states (Arizona, California, Hawaii, Nevada), three territories (American Samoa, Commonwealth of the Northern Mariana Islands, Guam), three freely-affiliated nations (Federated States of Micronesia, Republic of the Marshall Islands, Republic of Palau), and 151 federally recognized tribes. Region 9 has dense urban areas and remote places spread across millions of square miles and spanning the international dateline in eight time zones. With over 224 languages spoken, and 55% of those with a non-English language as primary reporting “less than fluent” English skills, TTA services must work with numerous cultures, often simultaneously as they participate in TTA together, presenting further linguistic challenges. Data reported in 2023-24 indicated high use rates of methamphetamine, alcohol, opioids, cannabis, and betel nut across the region. There are also significant workforce shortages, most extremely in the Pacific. The PSATTC will implement high quality, culturally responsive TTA services to accelerate adoption and implementation of culturally informed and/or derived SUD evidence based and promising (EBPP) treatment and recovery skills to serve people with SUD and other co-occurring disorders. The proposed PSATTC will achieve the following goals: 1: Enhance the effectiveness and cultural competency of BH services by continuously assessing and addressing the TTA priorities of providers and stakeholders, ensuring alignment with local needs and CLAS Standards, and addressing behavioral health disparities. 2: Strengthen the SUD treatment and recovery services workforce through implementation of high-quality TTA at multiple levels with 2,725 unique participants annually and 13,625 across the 5-year project. 3: Expand availability of high-quality TTA services for SUD treatment and recovery BH/PC workforces by building and maintaining collaborative relationships within and outside the ATTC Network, thereby also reducing duplication of effort. 4: Enhance leadership skills of SUD and recovery professionals in management positions in underserved communities. 5: Continuously improve PSATTC TTA activities/services through comprehensive evaluation. Collaborative leadership will be provided by UCLA Integrated Substance Abuse Programs, Arizona State University Southwest Interdisciplinary Research Center (ASU) and University of Nevada-Reno Center for the Application of Substance Abuse Technologies (UNR). With over two decades of collaboration experience, this partnership has demonstrated success in providing nationally prominent TTA products and activities that have strengthened the SUD workforce in Region 9 and nationally. PSATTC has collaboration commitments from 47 diverse organizations who are responsible for building, training, and maintaining a strong SUD workforce, including the 10 SSAs from the states, territories, and freely affiliated nations who will help to identify key local TTA needs and will ensure cultural appropriateness of services provided. Commitments from key cultural stakeholders will ensure development and/or adaptation of culturally relevant TTA materials and methods, including organizations serving Black and Latino/a communities, Tribal, USAPI, LGBTQI+, Peers Recovery Support Orgs, federal TTA Centers, policy makers, and families.

The National Council for Mental Wellbeing is proposing to administer the SAMHSA-funded National Center of Excellence for Integrated Health Solutions (CIHS). The CIHS will promote bi-directional integration between behavioral health care and primary health care by providing high quality, evidence-informed training and technical assistance (TTA). The CIHS will identify and rapidly disseminate integration practices to states, territories, Tribes, health care systems, and providers, including non-governmental organizations, Promoting Integration of Primary and Behavioral Health Care (PIPBHC) grantees, and the general public. These practice improvements will address complex health and social challenges faced by communities and providers, such as high rates of co-occurring behavioral health and physical health conditions, identifying appropriate evidence-informed practices, navigating payment systems and regulations, sustaining integrated care, and accurately measuring outcomes. In collaboration with key partners, our primary goal will be to increase the adoption and improvement of bi-directional primary and behavioral health care integration within health care, behavioral health, and community settings by providing evidence informed TTA that responds to the needs of underserved populations and is tailored to local, state, and regional complexities to advance implementation, organizational processes, and partnerships that improve equitable access to and sustainability of integrated care. TTA will be disseminated to practitioners, including reaching at least 1,000 provider organizations, and 100 state leaders across all 50 states, for a total of 40,000 individuals served annually and 200,000 individuals reached during the project period. We will also work to improve PIPBHC grantees’ integrated care and sustainability efforts, and advance grantees’ alignment with and ability to navigate state and provider adoption process for integrated care such as the Collaborative Care Model (CoCM) in addition to other integrated care models. Additionally, we will aim to build and enhance the capacity of the integrated care workforce. Behavioral health integration models, including the CoCM, are crucial in bridging significant care gaps for underserved populations and geographic areas, particularly for individuals experiencing serious mental illness and substance use disorders. These models, which integrate primary care and care coordination with services that address the social determinants of health emphasize the importance of addressing the unique complexities of care for each person to improve health outcomes and reduce disparities for vulnerable populations. By seamlessly coordinating primary health care and behavioral health care services, integrated care models deliver a holistic, patient-centered approach that reduce health disparities, decrease healthcare costs, and improve overall health outcomes. The National Council will use various strategies and interventions to reach our goals. This includes our TTA framework, grounded in the Public Health Learning Network’s Public Health Learning Agenda Toolkit, to provide effective implementation support with on-demand responses to local needs and system complexities. In addition, the National Council’s Comprehensive Health Integration Framework represents a significant advancement in facilitating integrated care across practice settings.

Proyecto Centro Salvavida will serve persons in El Paso County Texas as a population of focus who are homeless, migrant, on the street or in communities of persons who use drugs (PWUDs). Harm reduction and integrated services will reach persons who are 70% Hispanic, 4% African American, 2% Tribal, 8% LGBTQIA and 5% rural. Proyecto Centro Salvavida will provide Harm Reduction, clinical treatment including Medication Assisted Therapy (MAT) and integrated primary care, mental health care, recovery support services, recovery housing and peer supports. The catchment area for the project is the US-Mexico Border in El Paso County, Texas, located in an isolated desert region in far West Texas with an estimated MSA of 985,000 in 2023 covering 1,015 square miles. The Paso del Norte Region includes the military installations of Fort Bliss, the Tigua Tribe's Native American reservation, Ciudad Juarez, Chihuahua, Mexico, Las Cruces, New Mexico and surrounding rural counties. The US Office of National Drug Control Policy identifies this region as a high-risk location or a High-Intensity Drug Trafficking Area (HIDTA). Close proximity to the international border with Mexico, fluid movement across the border and cross-border commerce make El Paso and Juarez a drug destination for persons who use drugs. The El Paso Coalition for the Homeless reports over 900 unhomed persons on any given day in 2022, and in 2022 and 2023 unusually large numbers of migrants entered El Paso who are sleeping on the streets and sidewalks around shelters and migrant relocation agencies.

The Mountain Plains Addiction Technology Transfer Center (MPATTC) will develop and strengthen the capacity of the specialized behavioral health and primary care workforce to provide high-quality, effective SUD treatment/recovery services by: fostering national/regional alliances among culturally diverse practitioners, researchers, policy-makers, funders, colleges/universities including tribal colleges, and the recovery community; accelerating the adoption and implementation of evidence-based, culturally-informed, and promising practices (EBPPs); and heightening the awareness, knowledge, and skills of the workforce that addresses the needs of people with substance use/co-occurring health disorders by using state-of-the-art TTA, innovative web-based tools/products, and proven workforce development activities designed to reflect regional needs. The University of North Dakota (UND) is the applicant for a regional Addiction Technology Transfer Center (ATTC) partnering with the University of Nevada, Reno (UNR). The proposed ATTC will serve the geographic area of HHS Region 8 including: Colorado, Montana, North Dakota, South Dakota, Utah, and Wyoming. Both entities have expertise and extensive experience providing TTA events for behavioral health providers residing in frontier/rural areas. National surveys in 2022/2021, found that five of the six states had higher than national rates of: individuals with a SUD; excessive drinking; overdose mortality rates; and past year methamphetamine use. Recent data showed that the largest increase in people who injected drugs and contracted Hepatitis C was found in rural areas while another study reported high rates of methamphetamine use especially among individuals seeking treatment for OUDs. Health disparities exist with meth use as an estimated 26.2 out of every 1000 AI/ANs used meth compared to 6.8 out of every 1000 in the US population. Mortality rates and risks for suicide are higher and substance use problems are more severe in frontier/rural areas due to challenges related to: accessibility; affordability; availability; and acceptability of SUD treatment and recovery services. Similar issues regarding acceptability and accessibility can also plague clinicians/peers in frontier/rural areas. Attending in-person TTA events is often geographically prohibitive due to the time and costs associated with traveling to events in R8. As such, the majority of proposed TTA events offered by MPATTC will be conducted virtually. Likewise, web-based activities, such as self-paced learning courses, live webinars and recordings, podcasts/videos will be available. Since frontier/rural clinicians experience professional isolation, opportunities to join MPATTC online consultation sessions can provide learning and support. MPATTC will expand the capacity of the healthcare workforce to deliver quality SUD treatment/recovery services that are recovery-oriented, trauma-informed, and equity-based by: 1) offering Basic/Universal TTA- 24 webinars (annually); 2) Providing Targeted TA to improve EBP skills-12 EPLs per year; 3) 2 Intensive TA activities on Family Based Programs and Contingency Management implementation; 4) 24 virtual onsite consultations per year; 5) 2 Leadership Academies; 6) 3 podcast series; 7) web-based products/tools (4 self-paced courses, posters, and tools); and 8) working with academic institutions to develop collegiate recovery programs as a cross regional event. Events will be informed by Regional stakeholders through an Advisory Board, 5 Workgroups, and SSA group. Letters of Commitment were received from 53 people willing to be part of these groups. Cross-regional/national activities will focus on developing/implementing a TTA event for academic/tribal college faculty on starting a collegiate recovery program and opioid overdose reversal distribution program and on Contingency Management. In Years 1-1,268; Year 2-1,371; Year 3-1,498; Year 4-1,601; and Year 5-1,713 = 7,451 unduplicated people.

The University of Washington Addiction, Drug, & Alcohol Institute (UW ADAI), a core Department of Psychiatry and Behavioral Sciences program, is applying for the 2024-29 funding cycle to administer the Northwest Addiction Technology Transfer Center (Northwest ATTC) in Health and Human Services Region 10 (HHS R10). Since its initial funding in 2017, the Northwest ATTC at UW ADAI has accelerated adoption and implementation of useful treatment and recovery practices via technical assistance (TA) among a workforce serving persons with substance use disorders (SUDs). Taken alongside regional contribution to SAMHSA’s Opioid Response Network, collective efforts by Dr. Hartzler’s experienced team will continue to involve collaboration across HHS R10 and a UW campus community nationally renowned for advancing addiction research, policy, and clinical practice. We propose a comprehensive program of TA for the addiction workforce in HHS R10 states of Alaska, Idaho, Oregon, and Washington, over a five- year period. The program of TA is aligned with a conceptual framework established by SAMHSA for the TTCs to encompass: 1) basic TA, for which the intent is to promote awareness of a given practice; 2) targeted TA, for which the intent is to improve attitudes, knowledge, skill, for that practice by individual workforce members: and 3) intensive TA, for which the intent is to support a community or organization in instituting systems-level changes to enable and reinforce practice implementation by workforce they employ. Accordingly, proposed basic TA activities include, but are not limited to, a monthly webinar series of 60 presentations on a range of SUD-related topics, creation of online trainings such as a Harm Reduction for SUD Settings product. Proposed targeted TA activities include, but are not limited to, 20 annual training offerings on topics such as Clinical Supervision and Motivational Interviewing, Addiction Medicine Project ECHOs and learning collaboratives on topics like Reducing Sexual Risk and Pre-Exposure Prophylaxis, and recurrent State Stakeholder meetings to generate strategies to improve workforce recruitment and retention. And proposed intensive TA activities include, but are not limited to, annual sponsorship of a Tribal Clinical Supervision Immersion Program for those supervising workforce in indigenous communities, two multi-regional projects with ATTC Network partners to support implementation of caregiver-led Invitation to Change groups and to create a Management and Supervision Institute for Behavioral Health Leaders, and multiple annual projects to support health organizations in HHS R10 to implement a new practice or organizational process. In summary, the Northwest ATTC at UW ADAI proposes to offer a comprehensive program of TA, with projection to reach 1500 addiction workforce members per award year, over this five-year period to strengthen capacity of the HHS R10 addiction workforce across an SUD care continuum that spans prevention, harm reduction, treatment, and recovery. Estimated number of people to be served as a result of the award of this grant: 7500.

Building on strong relationships forged in 26 years serving HHS Region 4, the Southeast Addiction Technology Transfer Center will provide evidence-based training/technical assistance to behavioral health/primary care providers serving a culturally/economically diverse population with SUDs and their families/communities. Our collaborative approaches are attuned to the evidence; the strengths, needs, and cultures of all constituents; and the urgency of the challenges they face. We will serve 6,690 persons (1,100/Y1, 1,360/Y2, 1,360/Y3, 1,360/Y4, 1,510/Y5), using basic, targeted, and intensive training/TA, innovative technology for adopting evidence-based/culturally (EB/CA) adapted practices, and other strategies. Goal A: Viable strategic plan for increasing SUD treatment (Tx) workforce recruitment/retention (particularly rural/men of color), including: A1) 4 engagement sessions (ES) on strategy/report on proceedings; A2) Regional Rural Workforce Task Force and A3) Workforce Equity Task Force; A4) 4 trainings, 2 webinars, online course, toolkit; A5) New practitioner training, learning community, online course; A6) Environmental scan/training/TA/QI tools on leadership dev.; A7) Summit/tools for SSAs to develop/use regional workforce plan. Goal B: Process to speed adoption/implementation of EB/CA Tx practices, including: B1) Analysis of traditional/innovative tech. transfer for adopting EB/CA practices across cultures/lifespan; B2) 4 activities/resources on MAT/MOUD in underserved rural areas; B3) Collaborative identification of EBP for under-served communities; tools/TTA for adoption; B4) 5 resources for rural/underserved on MOUD/Tx/harm reduction; B5) Resources on overcoming barriers to EBP adoption; B6) 4 Network-wide activities for adoption of EB/CA/recovery-oriented practices; B7) Network-wide workforce strategy on Invitation to Change. Goal C: Evidence-based tools/practices/training/TA for promoting psychological safety, effectiveness, cultural competence in Tx, including: C1) Think-tank on addressing challenges to engagement, retention, out-comes; toolkit on proceedings; C2) 2 Community Equity Conversations/year for collaborative action; C3) Online course, evidence-based solutions re: SUD, health disparities, and cultures; C4) Region 4 adaptation of ATTC CLAS Standards resources; universal/targeted/intensive training; C5) Collaboration with TTC Cultural Working Group; report on rural access issues across lifespan; C6) 2 Learning development sessions/guidelines on serving stigmatized pops. in particularly stigmatizing states; C7) Region 4 Behavioral Health Leadership Development Fel-lows Academy. Goal D: Replicable evidence-based model for supporting recovery by empowering recovery community organizations (RCO) and engaging communities, including: D1) Symposium on needs/gaps/barriers/coalition building/pilot areas for training/TA; D2) Planning for basic/universal, targeted, intensive TA for pilot areas; D3) Basic/universal training/TA to all pilot area RCOs/staff; D4) Supporting mentorship of 2 emerging RCOs by 2 established RCOs; D5) Intensive training/TA for pilot RCOs in community engagement; D6) Evaluation of TA efforts, replication toolkit/training/TA. Goal E: Accountability infrastructure, including: E1) SME Advisory Board/Community Accountability Board; E2) Annual needs assessments/work plans; E3) NIATx training, CQI Framework; E4) Use of CQI Framework to improve training/TA; E5) Quality/cultural/safety assessment tools for providers/individuals/families, emphasis on rural/underserved; E6) Culturally/linguistically appropriate internet resources; E7) Oral interpretation of training, written translation of key products; E8) Engagement strategy, segmentation, targets, technology; E9) 50% basic, 35% targeted, 15% intensive TA; E10) Expansion of collaborative partnerships within/beyond ATTC/SAMHSA; E11) Participation in ATTC non-duplication of effort; and E12) Participation in SAMHSA TTA multi-site eval.

The University of Missouri-Kansas City (UMKC) is delighted to submit its response to the funding opportunity ATTC TI-24-011. The primary objective of this program is to sustain and improve the MidAmerica ATTC Region, focusing on providing training and technical assistance services to professionals, pre-professionals, organizations, and other stakeholders in the substance use disorder (SUD) field. This encompasses individuals and entities dedicated to serving and supporting children, youth, young adults, families, parents, and other adults within Kansas, Missouri, Iowa, and Nebraska. UMKC CCAHS will collaborate directly with the Substance Abuse and Mental Health Services Administration (SAMHSA) and engage with the ATTC Network. The collaborative efforts will center around initiatives aimed at enhancing the implementation and delivery of effective substance use disorder prevention, treatment, and recovery services. SAMHSA, through this program, seeks to elevate the competency level of the SUD workforce and increase the number of individuals trained in substance use disorder science practices.

MAVS Matter at Colorado Mesa University will improve campus crisis response protocols, increase number of evidenced-based mental health trainings, provide educational seminars to improve student resiliency, and address lethal means among students with identified suicide risk. Colorado Mesa University (CMU), located in Mesa County, stands as the largest educational institution in western Colorado. Mesa County grapples with high suicide rates and substance misuse, highlighting the pressing need for enhanced behavioral health services. CMU's student population mirrors the region's demographics, further emphasizing the need for expanded support services to address the diverse needs of students. In fall 2023, Colorado Mesa University (CMU) saw an enrollment of 8,995 students, primarily traditional age undergraduate students. In terms of gender distribution, 46.9% were males, and 53.1% were females. The student body reflects diverse racial and ethnic backgrounds, with 65.4% identifying as white, non-Hispanic, followed by 20.8% Hispanic (of any race), and 13.7 % from underrepresented groups. CMU has a sizeable percentage, 43.8%, of First-Generation students as well as students from a low socio-economic, 27.8%, status. MAVS Matter has four primary goals including enhancing the efficiency of our crisis response system through hiring a crisis clinician. This crisis clinician will network with local agencies and providers to foster community collaboration. The second goal is to provide training to assist the campus community to identify and address students with mental health concerns. CMU will be increasing the number of evidence-based training programs, offered free of charge, on campus. Goal three is to improved student resiliency through educational seminars. The seminars will be offered three times each semester through the duration of MAVS Matter. Voluntary mental health screenings will be available to identify individuals needing support. The final goal is to work with Mesa County Suicide Prevention Coalition on identifying and implementing strategies to reduce access to lethal means amongst students with identified suicide risk. In addition to education about lethal means, gun locks and lock boxes will be available to anyone who is interested. In conclusion, CMU recognizes the imperative to bolster behavioral health services, moving beyond reactionary responses to proactive prevention and comprehensive support. By prioritizing student welfare and fostering partnerships, CMU aims to create an environment where every student feels valued and supported in their academic journey.

College of Western Idaho (CWI), a two-year, comprehensive, non-residential, open-access community college with locations in Nampa and Boise, Idaho, in collaboration with internal and external partners, proposes the Campus Wellness Initiative project. With SAMHSA funding, CWI will markedly increase its capacity to implement, sustain, and improve mental health services and substance use prevention and treatment services. During the 2022-2023 academic year, CWI enrolled 6,195 college credit-seeking commuter students of whom 68% are White, 21% are Hispanic, 2% are African American or Black, 42% are male, 55% are female, and 3% are transgendered or other gendered. Among CWI's degree-seeking students, 37% receive Pell grants and approximately 45% are first generation. CWI also serves 267 veterans. First-generation college students (45% of CWI students) do not access mental health treatment at the same rate as their non-first-generation peers. Low-income students traditionally have more barriers for accessing services, and financial stress is a significant predictor of screening positive for one or more mental health conditions. For these reasons, the populations of focus will be low-income, first-generation students and select groups (in compliance with state laws) at high risk for suicide and substance abuse, such as veterans. Project goals include: (1) Establish the infrastructure to leverage existing resources, inform best practices, and share data with key stakeholders that improve well-being, increase behavioral health and emergency services, and mitigate suicide risk and substance use disorders for CWI students; (2) Increase help-seeking behavior for CWI students, especially for student populations underrepresented in counseling services and those at high risk of suicide; and (3) Promote universal and selective social connectedness at CWI. Project objectives include: 1.1. Create the CWI Care Council (C3) composed of key community stakeholders by spring 2025. 1.2. Develop supportive policies addressing students who need a medical leave of absence due to the presence of serious emotional disturbance, serious mental illness, or co-occurring disorder by fall 2025. 1.3. Continue to promote the 24/7 988 Suicide and Crisis Lifeline hotline. 1.4. Continue the planned Healthy Minds and NCHA surveys, respectively, in each project year. NCHA will conduct surveys in 2024 and 2026 and Healthy Minds will be in 2025. 1.5. All CWI counseling staff will take the ""Counseling on Access to Lethal Means"" (CALM) course by the end of Year 1. 2.1. Engage 100% of student clubs in outreach activities by the end of Year 1. This includes: (1) including information about substance abuse in mandatory club advisor training; and (2) engaging with the Associated Students of CWI on a regular basis to identify additional areas of support/areas of opportunity from a student perspective, in relation to substance abuse and mental health. 2.2. Conduct one mental health screening event each semester on campus, including community partners. 2.3. A minimum of one student club leader from each student club and faculty/staff liaisons will participate in a peer-to-peer intervention by spring 2026. 2.4. Integrate information about substance abuse, suicide prevention, and mental health into the planned curriculum for mandatory student Title IX training by fall 2024. 2.5. Continue to offer and promote Therapy Assistance Online. 2.6. All education and outreach training materials will contain information about reducing access to lethal means training by fall 2025. 3.1. Conduct two focus groups annually to understand students’ needs to inform life skills programming by spring 2026. 3.2. Conduct two focus groups annually to understand students’ needs to inform peer support programming by spring 2026. 3.3. Identify, adapt, and conduct outreach to students’ families by spring 2026.

UNCO HEART Initiative Abstract The HEART Initiative at the University of Northern Colorado (UNCO) was designed to address gaps in mental health and suicide prevention support on campus and in the local community. The need for the HEART Initiative is great in Colorado where the age-adjusted suicide rate is 8 points higher than the National rate of 13.48 per 100,000, at a rate of 21.53 [CDC, 2023]. The University’s National College Health Assessment data show that 32.1% of UNCO students screened positive for suicide in 2023. In addition to being a Hispanic Serving Institution, UNCO is comprised of rural students, first-generation students, LGBTQAI+, veterans, and many marginalized at-risk students who often find it easier to drop out than to address the stigma associated with thoughts of suicide. In the face of this changing landscape around mental health, and an increase in local and regional suicide deaths, the HEART Initiative sets a foundation for care through: Health Infrastructure, Education, Awareness, Resilience, and Treatment. HEART provides training for gatekeepers, clinicians, and students many of whom will go on to work in Education, Healthcare, Law Enforcement, Therapy, and other Health and Human Service spaces where trust empowers positive conversations that hold potential to save lives. Suicide prevention is everyone's business and is an important part of embracing the overall well-being of students related to documented increased rates of anxiety, depression, loneliness, and social isolation. The College of Education and Behavioral Science in collaboration with the Cesar Chavez Center and the Office of Student Wellbeing have identified gaps in student support and awareness around this subject and have worked together to write a proposal to grow a healthy HEART culture at UNCO.

Endicott College, a private, four-year institution located on the North Shore of Massachusetts, proposes the "Endicott Beacons: Empowering Mental Health Awareness and Resilience" project to prevent suicides and suicide attempts among its student body of approximately 3,100 undergraduates. The proposed "Endicott Beacons: Empowering Mental Health Awareness and Resilience" project represents a comprehensive, campus-wide strategy for mental health promotion and suicide prevention. The approach is aligned with the Suicide Prevention Resource Center's Comprehensive Approach to Suicide Prevention. This project will ultimately reduce attempted and completed suicides across campus by increasing protective factors, and identifying and timely intervening with at-risk students. Project goals and objectives include the following. Goal 1: Establish a centralized, collaborative team to assess and implement a comprehensive suicide prevention plan. Objective 1.a. By 12/31/24, establish and maintain a Wellness Committee. Objective 1.b. By 3/31/25, create and maintain a Student Mental Wellness Education and Awareness Plan. Goal 2: Normalize mental wellness and instill wellness practices and other protective factors including self-care, mindfulness, and mental health help-seeking behaviors. Objective 2.a. Facilitate at least two campus-wide mental wellness awareness and education events (Fresh Check Day, Wellness Fair) and at least two sexual trauma-related events (e.g. Denim Day and Take Back the Night) each year. Objective 2.b. Establish and maintain a new Speaker Series with at least two events per year over the three-year grant period. Objective 2.c. By 12/31/24, establish a Wellness Peer Mentor (WPM) program in residence halls, recruit and train eight undergraduate Peer Mentors, expand the cadre of Peer Mentors to ten by 12/31/25, and expand the cadre of Peer Mentors to 12 by 12/31/26. Objective 2.d. Promote mental wellness through four print and social media campaigns per year and other activities to be developed by the Wellness Committee. Goal 3: Establish policies and technology-enabled protocols to screen all students for mental health and substance use risk factors and ensure timely access to evidence-based care for mental wellness and suicide prevention. Objective 3.a. By 12/31/24, establish policies to ensure that students complete technology-enhanced screening processes. Objective 3.b. By 12/31/24, implement the “eCHECKUP To Go” screening tool for all students referred to and/or who self-refer to the Wellness Center to identify anxiety, depression, and other mental health concerns; and by 8/1/25 require eCHECKUP To Go screening for all students on an annual basis. Objective 3.c. By 12/31/24, implement the “Brief Alcohol Screening and Intervention of College Students (BASICS)” screening tool for all students referred to and/or who self-referred to the Wellness Center for substance use issues. Hallmarks of the project are a new Peer Mentor Program and technology-enhanced screening and assessment solutions. Estimated number of people to be served as a result of the award of this grant: 4,740 unduplicated individuals. This is based on the anticipated number of undergraduate students per year (approximately 3,100), as several project components (including education and awareness activities) will serve the entire student body.