Thursday, November 21, 2024
11/21/2024
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.
HHS’ Tracking Accountability in Government Grants System (TAGGS) website provides access to detailed descriptions of grants, loans, aggregated direct payments and other types of financial assistance awarded by the HHS Operating Divisions (OPDIVs) and the Office of the Secretary Staff Divisions (STAFFDIVs).
