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.

Search Projects by Category

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

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

AHP has been running this federal grant from SAMHSA since 2010. It is a program designed to give people with substance use disorders wider access to community services that help them on their road to recovery. Clients choose recovery support services they think will help them most in their recovery by using vouchers they are given to secure these services. Examples of services include: care coordination, basic critical needs support (clothing, IDs), public transportation passes, health and mental health supports and employment training. ATR gives participants the dignity of self-sufficiency and the hope for a future in recovery. 

This project is being implemented in the Greater Springfield and Greater Boston areas and has recently expanded to Worcester and New Bedford, when ATR was rolled under the Commonwealth’s STR (State Targeted Response to the Opioid Epidemic) grant. AHP’s accomplishments in this contract are summarized below.
  • For the relatively low cost of an average of $1,865 per participant for the 6-month program, ATR saves the Commonwealth money and saves lives. During one grant year alone, $4 million went back into the local economy by paying providers for the services they provided to the participants and by paying participants a work-study benefit when they attended job training programs.
  • Key to the tremendous success of ATR is the focus on employment through job readiness training, job search assistance, and occupational training. Job training is provided to participants with a recognition that they have complex needs and benefit from customized approaches to employment training. The ATR employment program, called the Career Building Initiative (CBI) is a national model for successful job readiness and occupational training for people in early recovery from substance use disorders.
  • AHP developed a provider network to deliver services grounded in principles of recovery.
  • ATR allows for a client-driven approach to care through a collaborative and continuous recovery planning with the help of an ATR care coordinator.
  • ATR coordinators are continuously trained on recovery planning, motivational interviewing, and engagement techniques, resulting in successful engagement with the participants throughout their time in the program.

Related resources and publications:

Capacity Building to Support the Department of Housing and Urban Development (HUD) and the Centers for Medicare & Medicaid Services (CMS) (also called: CMS Housing Collaborative)

AHP is a subcontractor on the CMS Housing Collaborative, which is focused on building sustainable partnerships across all levels of government to link affordable, accessible, and integrated housing options with long-term supports and services for people with disabilities and chronic conditions. The objectives include:
  • to assist people with disabilities, older adults, and those with chronic conditions who are at risk of institutionalization or who currently receive care in institutional settings in finding appropriate housing to live more independent lives; and
  • to assist federal, state, and local agencies and community partners to create a sustainable, collaborative system between housing and human services agencies to support community living for older adults and those with chronic conditions who are at risk of institutionalization or who currently receive care in institutional settings.
These are accomplished by evaluating federal, state, and local level training needs, providing TA and training to all levels of government and grantees, and by developing and disseminating practical information and tactical strategies about how to increase collaboration.
AHP’s major accomplishments on this project have included providing federal level (HUD/CMS/HHS) cross-training on housing and disability policy, regulations, agencies, services, planning processes, and funding streams; state-level cross training regarding housing and disability policy, agencies, planning processes, services, and funding streams to build effective working partnerships; and overall training for housing agencies and Money Follows the Person (MFP) grantee disability agencies. AHP, in collaboration with New Editions, developed the Rural Housing Toolkit
Related resources and publications:
  • Downing, S. & Speckman-Randall, E. (2013). Rural Housing Toolkit: Money Follows the Person. New Editions Consulting, Inc. Funded through the Housing Capacity Building Initiative for Community Living Project, a collaboration of the Departments of Housing and Urban Development (HUD) and Health and Human Services (HHS), under the Centers for Medicare & Medicaid Services (CMS) Money Follows the Person (MFP) Rebalancing Demonstration. Retrieved from  

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:

SAMHSA’s Homeless and Housing Resource Network

The Substance Abuse and Mental Health Services Administration (SAMHSA) contracted with AHP to provide training and technical assistance (TA) on housing and homelessness to SAMHSA Homeless Program Branch grantees and other homeless housing and service providers operating across the U.S. states and territories. Homeless housing and service programs are united by a vision of ending homelessness by supporting individuals through a process of change as they improve their health and wellness, live a self-directed life, and strive to reach their full potential. HHRN focuses on four of SAMHSA’s strategic initiatives: trauma and justice; military service members, veterans, and their families; recovery support; and data, outcomes, and quality. The goals of this project include:
  • promoting the adoption of best practices for serving people who are experiencing homelessness or are at risk of becoming homeless and have chronic mental illness or co-occurring disorders;
  • increasing workforce capacity through TA and training;
  • disseminating information to the homeless services field in support of SAMHSA’s strategic initiatives;
  • collaborating with other agencies and organizations to improve coordination of SAMHSA activities focused on addressing homelessness and building effective partnerships; and measuring meaningful change.
The HHRN TA team is led by AHP and includes partners the Center for Social Innovation and JBS International. Key accomplishments of SAMHSA’s HHRN project include:
  • conducting 70 webinars on 53 topics;
  • offering 28 virtual learning classrooms to SAMHSA grantees;
  • providing responses to grantee TA requests, including the received provision of onsite training on implementing Homeless Management Information Systems (HMIS) for 11 states;
  • leading workshops at conferences and symposiums and conducting virtual workshops;
  • conducting expert panels;
  • developing two sustainable implementation guides—one that promotes effective collaboration among law enforcement, homeless service providers, and the community and the other that helps direct service staff and people experiencing homelessness how to go about getting or replacing the various types of ID documents.
AHP updated, enhanced, and field tested two Evidence-Based Practices KITs focused on people experiencing homelessness—the Permanent Supportive Housing ToolKIT and the Integrated Treatment for Co-occurring Disorders ToolKIT. In addition, HHRN has conducted led multifaceted, interagency policy academies on Chronic Homelessness (CH) and fostered the development of collaborative relationships with federal regional partners.
Related resources and publications: