Projects & Impact

AHP has built its business on applying best practices, many of which we have helped to shape, and real-world, hands-on knowledge to improving systems and business practices for our clients.

In all of the work that we do, we are guided by our mission to improve health and human services systems of care and business operations to help organizations and individuals reach their full potential.

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Select items in one or more of four categories to find relevant project types:

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Colorado Office of Behavioral Health Needs Assessment

The Colorado Office of Behavioral Health (OBH) selected a team led by Western Interstate Commission for Higher Education (WICHE) Mental Health Program to conduct a needs analysis and scan of existing and promising behavioral health models. AHP worked with the WICHE team, which included NASMHPD Research Institute (NRI), to complete 17 tasks. AHP assessed:
 
  • Olmstead v. L.C. legal decision considerations in the provision of state psychiatric beds;
  • integration of behavioral health and physical health care;
  • impact of marijuana legalization and prescription drug misuse on CO OBH service needs;
  • impact of state drug sentencing reform on CO OBH service needs; and
  • state approaches to support employment and housing for mental health consumers.
 
The work on tasks included a literature review, environmental scan, key informant interviews, focus groups, and analysis of existing state-level data. A report was prepared for each task and combined into a comprehensive report that included recommendations for Colorado’s OBH. 
 
Related resources and publication:
 

Detroit Wayne Mental Health Authority [DWMHA] (formerly Detroit-Wayne County Community Mental Health Agency [D-WCCMHA])

Detroit Wayne County Community Mental Health Agency (D-WCCMHA) engaged AHP in 2006 to provide and coordinate technical assistance and evaluation services for eight community mental health centers that received new funding to develop and operate supportive housing and supported employment initiatives. AHP helped implement these Substance Abuse and Mental Health Services Administration (SAMHSA) evidence-based practices (EBPs) to fidelity, together with ensuring the client and its stakeholders had access to timely and ongoing information on program performance.
 
Work occurred over many years (from 2006 through 2015) and involved many tasks and elements. Following are highlights of some of this work:
 

  • 2006–2011: AHP defined and developed a sustainable strategy to implement supported employment and housing initiatives. It also developed guidelines to assist providers in implementing these practices. AHP senior staff facilitated numerous onsite strategic planning and operations management sessions for executive leadership of the nine agencies in the initiative. Other work during this time included:
    • Development of bi-annual fidelity assessments of supported employment and supportive housing models implemented by provider agencies;
    • Provision of extensive on- and off-site technical assistance, training, and mentoring;
    • Development and design of e-learning courses on 1) Permanent Supportive Housing; 2) Planning for Housing; and 3) Role of Housing in Recovery; and
    • Performance of process/outcome evaluations of supported employment and supportive housing initiatives by conducting key informant focus groups and individual-level data collection
       
  • 2011-2015: AHP’s work focused on supported housing initiatives during this period. Key accomplishments include:
    • Redesign of outcomes evaluation to facilitate performance monitoring along with providing technical assistance in the form of training development and implementation;
    • Performance of an overhaul of existing quantitative consumer-level evaluation data, working closely with a local evaluator and project stakeholders. The new system led to a marked increase in provider program engagement that allowed delivery of monthly performance data for eight providers serving 200 active consumers; and
    • Planning and implementation of nine site visits to evaluate provider agencies on an annual basis.
       
  • 2012-2013: AHP worked together with a planning team to design curriculum and develop priority messaging. AHP gathered feedback on draft materials that resulted in development and implementation of a two-day onsite GOI training session, as well as two new online training courses, including:
    1. Critical Time Intervention (CTI) and Permanent Supportive Housing; and
    2. General Organizational Index (GOI) and Permanent Supportive Housing.
 
In addition, AHP implemented a plan to gather service use data for both supportive housing and employment consumers that expanded descriptive information on consumers served. This data demonstrated a reduction in costly inpatient and crisis-related service use following supported employment and supportive housing program enrollment.
 
Related resources and publications:

MA-Access to Recovery (MA-ATR) [Commonwealth of Massachusetts, DPH/BSAS]

The Commonwealth of Massachusetts subcontracted AHP to run the federally-funded MA-Access to Recovery (MA-ATR), which is a program designed to give people with substance use disorders wider access to community services that help them recover. Clients choose recovery support services they think will help them most in their recovery by using vouchers they are given to secure these services. MA-ATR’s goal is to enroll over 6,000 individuals within a three-year period.
 
This project is being implemented in the Greater Springfield and Greater Boston areas where there are high incidences of substance use. AHP’s accomplishments in this contract are summarized below.
 
  • Through MA-ATR, AHP created an innovative, nationally acclaimed program called the Career Building Initiative (CBI), designed to address the importance of employment to recovery. Providers were recruited that could provide different kinds of job training and job readiness programs. In addition, in order to eliminate the financial hardships of entering training instead of receiving income from a job, ATR gives every client a work-study benefit of $8 per hour for attendance.
  • AHP developed a provider network integrating traditional substance use providers with non-traditional recovery support supports and faith-based and community agencies.
  • Through MA-ATR, AHP created a client-centered system of care by providing clients with choice of services and providers.
  • AHP customized a curriculum to train eight ATR coordinators on effective engagement techniques, which is a critical skill needed to enroll the target number of clients within the three-year period. ATR coordinators learned follow up techniques such as finding individuals who are experiencing homelessness or are transient.
 
Related resources and publications: