Author: niatxfou

  • Now Hiring: Business Development Director

    Now Hiring: Business Development Director

    Job Title: Director, Business Development
    Location: Remote
    Job Type: Half- to Full-Time
    Supervisor: Reports to the President

    Job Summary

    The NIATx Foundation is seeking a dynamic and results-driven Business Development Director to lead client and business development initiatives, oversee key projects and client relationships, and pursue grant opportunities. This multi-faceted position requires strong customer focus and organizational skills, creative problem-solving, and the ability to handle a variety of tasks simultaneously. The ideal candidate will have a proven track record in developing growth opportunities; establishing and sustaining client relationships; assuring project specifications and quality delivery; assessing new markets, partnerships, and grant funding; and working with behavioral health systems and services.

    Key Responsibilities

    The Business Development Director is responsible for:

    • Developing and maintaining relationships with clients, stakeholders, and partners.
    • Identifying and pursuing new business opportunities, partnerships, and markets to support company growth.
    • Identifying opportunities for grants and other funding.
    • Tracking new projects, maintaining relationships, and ensuring client satisfaction.
    Required Skills and Qualifications
    • Bachelor’s degree; Master’s degree preferred.
    • Proven experience in business development and a passion for helping clients grow and succeed.
    • Experience with nonprofit organizations or working in the public sector.
    • Engagement scoping and budgeting.
    • Familiarity with behavioral health systems and services.
    • Strong communication skills, both written and verbal.
    • Excellent organizational and time management skills, with the ability to multi-task and prioritize work in a fast-paced environment.
    • Ability to work independently and as part of a team especially project leaders
    • Strong analytical and negotiation skills.
    Why Join Us?
    • Work in a supportive, collaborative environment where your ideas are valued.
    • Develop meaningful projects that impact businesses and communities aligned with NIATx’s mission.
    • Work with a wide range of clients, from individual healthcare providers to state and federal governmental agencies.
    Benefits
    • Flexible work environment, including remote work options.
    • Opportunity to develop diverse skills across multiple areas of business.
    • Competitive salary with performance-based bonuses.
    Apply Now

    Email your resume to niatxfoundation@gmail.com.

  • Minimizing Regulatory Paperwork for Counselors and Improving SUD Systems

    Minimizing Regulatory Paperwork for Counselors and Improving SUD Systems

    Challenge

    Excessive paperwork burden is one of the leading causes of burnout among behavioral health providers, reducing the time they can spend on patient care and creating inefficiencies in the timely delivery of services. Nearly every step in the process of caring for an individual with substance use disorder (SUD) comes with multiple documentation requirements for counselors.

    Solution

    To address regulatory paperwork challenges, the team of NIATx and Advocates for Human Potential (AHP) has developed a process that evaluates the following types of paperwork-related issues: lengthy intake assessments, duplicate intake questions, duplicate assessments triggered by co-occurring conditions, group therapy requiring multiple entries in different places, and comprehensive assessments repeated upon readmission.

    The AHP-NIATx team implemented the following steps to develop recommendations focused on helping the State of Minnesota minimize regulatory paperwork for counselors, while improving SUD systems:

    • Assessed the current state of paperwork requirements.
    • Conducted an environmental scan of alternative licensing approaches.
    • Performed site visits and key informative interviews with stakeholders.
    • Reviewed existing statutes and regulations.
    • Assessed and mapped processes and requirements.
    • Consulted with stakeholder groups.

    Outcomes

    Once recommendations from the process are implemented, counselors will be less burdened with inefficiencies related to regulatory paperwork, while consumers will have quicker access to treatment and receive more patient-centered treatment. 

  • Guidance for Implementing the ASAM Criteria

    Guidance for Implementing the ASAM Criteria

    Virtual 2-Day Event | April 29-30, 2025 | 9:30 am – 4:30 pm ET

    About the Event

    Through partnership with the NIATx Foundation, Train for Change will provide an ASAM Implementation Guide training that helps organizations utilize NIATx’s evidence-based process improvement model to help treatment programs and systems improve care and find a balance between fidelity to standards and the flexibility to meet the needs of patients. This training is essential for leadership to implement the Criteria and make organizational changes that support its fidelity.

    Focusing on the NIATx Five Principles, the training provides a science-based foundation for evolving a culture of continuous improvement within the organization, not only for The Criteria but for any improvement or implementation project, Trauma Informed Care, Motivational Interviewing, CBT, Decreasing “no shows,” EHR, Treatment Plan Quality, Documentation, etc.

    Register Now
    Key Takeaways

    Participants will:

    • Learn a system of change through the NIATx methods
    • Understand how to use the ASAM Criteria Guiding Principles to identify and initiate improvements
    • Understand the role of a Change Leader in facilitating implementation and improvement
    • Conceptualize how to support the “neutral zone” and how to rethink “resistance”
    • Develop strategies for addressing staff needs during implementation and change
    • Develop additional expertise and understanding of the ASAM Criteria so they can supervise, educate, and coach others.

    This training includes:

    • 1 copy of the ASAM Criteria Implementation Guide for each participant
    • 1 hour of coaching post-training (must be completed within three months after training completion
    Prerequisites
    • Completion of a 2-day ASAM Criteria Skill Building Training (3rd or 4th Edition)
    • Competency with ASAM Criteria
    • Possession of the Third or Fourth Edition of the ASAM Criteria
    About the Trainer

    Scott Boyles is a licensed addiction counselor, MINT trainer and the Senior National Training Director for Train for Change Inc.® Mr. Boyles has spent more than three decades in the behavioral health field and has many years of experience working with the ASAM Criteria. Mr. Boyles is one of the original early adopters of the ASAM criteria, starting in 1991.Before becoming a full-time trainer, Mr. Boyles used the criteria professionally as a counselor and director. From 2007-2011, Mr. Boyles also served as a member of the ASAM Steering Committee for the ASAM Patient Placement Criteria. He also spent many years as a site reviewer, monitoring programs’ application of the criteria. Mr. Boyles’ experience at all levels of service and observation has enabled him to understand trainees’ needs in both education and application at different levels of the service system. Since 1993, he has trained more than 8,000 people in proper use of the criteria. Mr. Boyles has passion and expertise in system-change approaches to support effective implementation and use of the ASAM criteria. He is well-known for his information, engaging, and entertaining trainings, which include practical, real-world applications.

    Register Now

  • Study on Expanding Pharmacy Roles in Treating OUD

    Study on Expanding Pharmacy Roles in Treating OUD

    Access to treatment for opioid use disorder (OUD) is a challenge in rural settings and communities of color due, in part, to the limited availability of healthcare providers equipped and willing to provide medications for opioid use disorder (MOUD). Recent discussion has explored the role of pharmacies in enhancing access to MOUD within underserved areas. However, pharmacies face multiple obstacles related to expanded responsibilities in dispensing MOUD, especially in rural and other communities.

    To address this issue, the National Drug Abuse Treatment Clinical Trials Network (CTN) funded a study (CTN-0124) to examine the practicality of expanding pharmacy roles in treating OUD in underserved communities.

    The NIATx Foundation helped to lead the nine-month engineering systems analysis, assessing the existing system, envisioning an ideal future state, identifying gaps, and highlighting improvement opportunities. The study, Delivering MOUD to the Underserved: How Can Pharmacies Really Helped?, was published in the October 15, 2024 edition of the Journal of Studies on Alcohol and Drugs.

  • Using a Racial Equity Initative to Double Admissions

    Using a Racial Equity Initative to Double Admissions

    Challenge

    Recent research indicates that in New Orleans, a predominantly African American city, approximately 15% of women receiving residential substance use disorder (SUD) treatment are Black/African American (B/AA). This disparity contributes to increased involvement in the child welfare and criminal justice systems and incurs costs for the African American community, the city of New Orleans, and associated parishes.

    Solution

    Volunteers of America Southeast Louisiana (VOASELA) is developing a Family-Focused Recovery (FFR) inpatient program to address this disparity by successfully recruiting, retaining, and helping to facilitate recovery for B/AA pregnant women and those with children.

    Using the evidence-based NIATx Co-Production technique, NIATx consultants worked with VOASELA to co-create a culturally responsive program with the community to align with local culture and needs.

    As a significant and important part of this effort, NIATx conducted 14 structured interviews with B/AA women in New Orleans with lived experience. Based on these interviews, NIATx identified the following recommendations for VOASELA to consider as it prepares to open its inpatient FFR program:

    Before Residential Admission

    • Continue outreach strategies to recruit B/AA women and children as clients to participate in the residential program.
    • Continuously evaluate the recovery coach-recoveree ratio to identify the ideal number of recoverees that should be assigned to a coach to avoid burnout and compassion fatigue.
    • Initiate the planning process to ensure the program creates comfort for all women in treatment, particularly concerning racial balance.
    • Help increase recovery capital (i.e., internal and external resources) and hope for B/AA women seeking treatment by helping identify goals and purpose in recovery.

    During Residential Treatment

    • Foster treatment retention and help women complete the treatment to achieve better outcomes.
    • Become a trauma-informed system of care and create safety for women and girls who have experienced abuse and/or may fear losing custody of children.
    • Provide specialized services for children, including afterschool programming; homework help; sports, drama, and arts; medical, dental and eye exams; mentoring, and parenting classes.
    • Help provide a seamless transition from residential treatment back into the community by creating a Recovery Plan and establishing connections with recovery communities.

    After Discharge from Treatment

    • Provide recovery coaching for at least 90 days post-discharge from residential treatment, integrating support in the client’s natural environment and monitoring the effectiveness of both the relapse prevention and recovery plans.
    • Provide family recovery coaching to work with whole families in recovery.
    • Provide continued support to mothers to increase occupational, education, and vocational recovery post-discharge.
    • Continue to be a resources broker, connecting women with needed resources in the community to help support recovery.

    NIATx then completed a mapping exercise to integrate these recommendations into clinical and administrative work processes and further help VOASELA address and reduce inequities faced by B/AA women.

    Outcomes

    During this period, admissions have nearly doubled in VOASELA’s outpatient and peer recovery support programming. In addition, 60% of the program’s admissions are now B/AA, representing a proportional representation within the community.

  • Implementing Evidence-based Practices to Address SUD

    Implementing Evidence-based Practices to Address SUD

    Challenge

    The opioid and other substance use crises remain one of the nation’s most pressing public health challenges. Despite the recognized efficacy of pharmacotherapy, the challenge of implementing evidence-based practice (EBP) persists, with several barriers hindering the successful implementation of medications for opioid use disorder (OUD) and alcohol use disorder (AUD). Combatting the substance use disorder (SUD) crisis requires effective approaches that employ a comprehensive strategy for implementing EBPs that work in conjunction with behavioral therapies.

    Solution

    States play a pivotal role as public policy champions in shaping and advancing transformative healthcare practices, such as the broad use of pharmacotherapies for SUDs. Hospital emergency departments (EDs) can further serve as a critical access point for individuals to start treatment for SUD.

    The State of Vermont has become a trendsetter in treating OUDs by developing the Hub-and-Spoke (H&S) model of SUD treatment. Building on this foundation, Vermont introduced the Rapid Access to Medication (RAM) for OUD initiative and the subsequent Rapid Treatment Access (RTA) for AUD initiative to improve the responsiveness of the treatment system for individuals seeking SUD treatment.

    Both initiatives leveraged team-based and individual learning collaborative sessions using change strategy tools, such as NIATx coaching, the walk-through, and the Plan-Do-Study-Act (PDSA) cycles. Vermont’s implementation approach’s core components involved selecting a relevant aim, assembling dedicated teams, pilot testing, providing individual and group coaching to practitioners, and emphasizing continuous improvement.

    The Time-to-Treatment Tracking Tool (T5) and Incentive Payment Opportunity (IPO) provided financial incentives for providers who accomplished items on a checklist within three days of treatment initiation, ranging from conducting community provider sessions to providing rapid treatment access. The T5 helped identify both real and perceived barriers to treatment access and pinpoint gaps in service provision.

    Outcomes

    In the RAM project, 13 out of 14 Vermont-based hospital EDs established protocols for starting individuals with OUD on MOUD, along with a warm handoff to a designated outpatient treatment provider for continuation after discharge. These individuals are also offered support from a recovery coach in the ED. In the RTA program, 92% of respondents engaged in improving access to AUD treatment, and 100% of respondents supported using medication to manage alcohol withdrawal.

    The innovative approach used to refine and improve Vermont’s substance use treatment landscape has brought about transformative change in addressing OUD and AUD. The RAM and RTA initiatives are creating a paradigm shift in the provision of treatment, with the State taking the lead in promoting a timeliness standard for MOUD and AUD service initiation. These initiatives recognize and reward an integrated community-based treatment system responsive to individuals seeking treatment. They further support hospital EDs in starting individuals on medications to treat OUD and AUD during an ED stay and facilitating access to continued medication after discharge.

    Vermont is well-positioned to proceed with the RAM and RTA initiatives. Of equal importance, these initiatives present a replicable framework for spreading and scaling up EBPs in other states to address three clear aims:

    • Initiate treatment for OUD or AUD, including medications, within three days of initial contact.
    • Eliminate barriers to access.
    • Ensure continuation of care.
  • Cultural Responsiveness: Exploring the CLAS Standards

    Cultural Responsiveness: Exploring the CLAS Standards

    Background

    In recent years NIATx has focused on a “What-How” strategy:

    • A range of evidence-based practices and improvement agendas have provided the “What” (i.e., what we want to implement or improve).
    • The NIATx improvement model has provided the “How” (i.e., how we can effectively implement or improve it).

    Using this model, NIATx has found success in supporting states, provider systems, and organizations in effectively implementing and improving a range of practices. These have included motivational interviewing, substance use screening, peer services, contingency management, regulatory compliance, family engagement, clinic services, and other practices across a spectrum of health and human services.

    Focus on Cultural Responsiveness

    A powerful “What-How” that has recently emerged involves organizational and systemic efforts to improve Cultural Responsiveness (CR). CR includes efforts to understand and engage the wide array of cultural attributes that individuals and groups bring to the service environment. This includes both service staff and customers, such as service recipients, and other community partners.  These cultural features can include language, behaviors, beliefs, values, and customs. A focus on culture tends to create a broader dialogue beyond race and ethnicity, including cultural differences found in different regions, generations, urban and rural locations, gender and sexual orientation, faith communities, etc. 

    Much energy is being focused on CR right now as SAMHSA promotes the Culturally and Linguistically Appropriate Services (CLAS) Standards framework in health and healthcare.  The 15 action steps of CLAS focus on advancing health equity, eliminating disparities, and improving service quality.

    In support of the CLAS Standards, the NIATx Foundation has developed the NIATx CLAS Assessment Tool (NCAT). The assessment features multiple subscales and can be delivered to a team or a broader system to determine the organization’s perspectives and needs related to CLAS. Participant responses to the web-based survey result in scores that represent the four quadrants below, including low or high scores related to the organization’s “world view” and low or high scores related to the organization’s “actions” as they pertain to CLAS.

    Case Study: Alcohol and Drug Dependency Services (ADDS) of Southeast Iowa

    Challenge

    Alcohol and Drug Dependency Services (ADDS) of Southeast Iowa in Burlington, Iowa has a clear understanding of the cultural diversity present in the community and the need to address this diversity to effectively provide services. “ADDS’s challenge is everyone’s challenge,” explained NIATx Foundation’s Mat Roosa, “but because they are progressive and have self-awareness, they see it and the opportunities it can bring.”

    Solution

    ADDS partnered with the NIATx Foundation to complete a CLAS assessment and facilitate a day-long CR training. The objective of this project was to leverage ADDS’s progressive ideals to identify ways to more thoughtfully engage with the community’s culturally diverse groups.

    The ADDS team actively participated in an initial meeting to explore their experience on a range of cultural variables that impact—and sometimes challenge—their care delivery. The staff team then completed the CLAS assessment using NCAT to develop an operational baseline for the organization.

    Upon completion of the assessment, ADDS staff came together with two NIATx Foundation subject matter experts in CLAS/Culture and Process Improvement. This day-long work session supported the ADDS team in:

    1. Understanding the multiple ways that cultural differences impact how they deliver care, and
    2. Developing implementation and change strategies to enhance their ability to engage service recipients.

    Outcomes

    While the population of Burlington, Iowa is 86% white (U.S. Census), the ADDS team was readily able to identify a number of cultural diversity issues that could be the focus of future service enhancement projects. Potential targets include:

    • Improving access for Spanish speaking populations.
    • Engaging youth/college students and senior residents.
    • Conducting outreach to rural and agricultural communities.


    The ADDS team left the CR work session with a clear understanding of their current world view related to culture and associated action plans to improve service access. The team also refined their awareness of the tremendous amount of cultural diversity that exists in the Burlington community, much like any other community.

  • CLAS Standards as a Catalyst for Prevention: A Learning Collaborative

    CLAS Standards as a Catalyst for Prevention: A Learning Collaborative

    Overview

    The Culturally and Linguistically Appropriate Services (CLAS) Standards as a Catalyst for Prevention: A Learning Collaborative (CLAS Learning Collaborative) gave participants the skills to improve service delivery and integrate culturally responsive strategies into their organizational structures. The CLAS Learning Collaborative presented cultural competence not as a distinct knowledge base, but as a framework to incorporate CLAS Standards, leadership development, and process improvement into the inner workings of an organization.

    Process

    A request for applications was announced, and participation was open to OhioMHAS-certified prevention agencies. Eleven unique prevention agencies serving urban, rural, and suburban communities in NE, NW, Central, and SW Ohio, as well as Appalachia Ohio, were selected to participate in the learning collaborative.

    Twenty-nine participants representing the 11 agencies attended a two-day summit to initiate prevention and agency-specific CLAS Standards change projects. All agencies were given the opportunity to assess their agency’s understanding and utilization of the National CLAS Standards using a customized NIATx Foundation CLAS Assessment (NFCA™) tool provided by Prevention Action Alliance in collaboration with NIATx. This assessment was used as the baseline measurement to track progress and outcomes for the project.

    A combination of collaborative and individual organization coaching sessions were provided during the three months after the summit. All teams participated in these learning collaborative webinars during the implementation phase of the collaborative to share ideas, successes, and challenges with others in the collaborative. Throughout the process, the learning collaborative coaches provided technical assistance through Zoom meetings, phone, and email feedback on plans and implementation. This included a review of each organization’s strategic plan prior to implementation.

    At the conclusion of the CLAS Learning Collaborative, all the participating organizations came together to celebrate and present their respective change project in a “5×5” PowerPoint presentation (i.e., five slides in five minutes).

    Next Steps

    The trainers will be meeting with each agency again to review their NIATx Foundation CLAS Assessment (NFCA™) and progress made over the course of the project. A more formal report will be created and published. The collaborative team will continue to meet and consider ways to support this group of CLAS Standards Collaborative alumni, as well as ways that we can expand upon this work.

    Read more…

  • Virtual Training: ASAM Criteria

    Virtual Training: ASAM Criteria

    Starts March 14, 2024

    The NIATx Foundation is partnering with Train for Change to provide an ASAM Implementation Guide training that aids organizations in using NIATx’s evidence-based process improvement model to help treatment programs and systems improve care and find a balance between fidelity to standards and the flexibility to meet the needs of patients. This training is essential for leadership to implement the ASAM Criteria and make organizational changes that support its fidelity.

    This training teaches the NIATx model for process improvement in conjunction with the ASAM Criteria Implementation Guide as a foundational, straightforward way to implement, improve and sustain fidelity to the ASAM Criteria. Focusing on the NIATx Five Principles, the training provides a science-based foundation for evolving a culture of continuous improvement within the organization, not only for the ASAM Criteria but for any improvement or implementation project, Trauma Informed Care, Motivational Interviewing, CBT, Decreasing “no shows,” EHR, Treatment Plan Quality, Documentation, etc.

    This training is an evolution of a Training for Trainers model. It goes beyond the single strategy and frequently ineffective belief that more trainers and training creates change. Although training and local expertise is an important component of implementation, it is commonly the only piece and is typically ineffective for implementation and sustainability.

    Dates

    This training consists of FIVE 2-hour sessions (one session/week for 5 weeks):

    Session 1: March 14
    Session 2: March 21
    Session 3: March 28
    Session 4: April 4
    Session 5: April 11

    Registration

    This event is open to the public. The registration fee is $649.00/person and includes a printable electronic handout and/or an electronic training journal to use as a resource during the training. For more information, please contact: candacel@trainforchange.net or call 1-775-434-1562.

    Register to Attend

    Details

    Training includes:

    • 2.0 NAADAC Continuing Education Credits (CEs) per session for a total of 10 CEs.
    • A copy of “The ASAM Criteria Implementation Guide”

    Note: Participants must attend all 5 sessions to receive CEs. Full attendance and participation is required in all 5 sessions to receive full credit. Partial credit cannot be issued. Sessions cannot be made up at a later date. ABSOLUTELY NO REFUNDS WILL BE ISSUED IF A SESSION IS MISSED.

    Pre-requisites:

    • Completion of a 2-day ASAM Criteria Skill Building Training (3rd or 4th Edition)
    • Possession of the Third or Fourth Edition of the ASAM Criteria (separate purchase)
    • Competency with ASAM Criteria
    • Agreement to complete up to 1 hour of out-of-session work between sessions

    About the Trainers

    Scott Boyles is a licensed addiction counselor, MINT trainer and the Senior National Training Director for Train for Change Inc.® Mr. Boyles has spent more than three decades in the behavioral health field and has many years of experience working with the ASAM Criteria. Mr. Boyles is one of the original early adopters of the ASAM criteria, starting in 1991.Before becoming a full-time trainer, Mr. Boyles used the criteria professionally as a counselor and director. From 2007-2011, Mr. Boyles also served as a member of the ASAM Steering Committee for the ASAM Patient Placement Criteria. He also spent many years as a site reviewer, monitoring programs’ application of the criteria. Mr. Boyles’ experience at all levels of service and observation has enabled him to understand trainees’ needs in both education and application at different levels of the service system. Since 1993, he has trained more than 8,000 people in proper use of the criteria. Mr. Boyles has passion and expertise in system-change approaches to support effective implementation and use of the ASAM criteria. He is well-known for his information, engaging, and entertaining trainings, which include practical, real-world applications.

    Mathew Roosa, LCSW-R is a consultant who provides training, coaching, technical assistance and planning support to universities, research studies, governments and health and human service provider organizations. He was a founding member of NIATx, and currently works part time at the UW Madison Center for Health Enhancement Systems Studies (CHESS). Focusing on quality/ process improvement and implementation of evidence based practices, Mr. Roosa’s experience also includes psychotherapy for mental health and substance use in agencies and private practice, teaching at the undergraduate and graduate levels in Human Services and Social Work, agency administration, and governmental planning.

    Register to Attend
  • ASAM Criteria Implementation Webinar

    ASAM Criteria Implementation Webinar

    Thursday, January 25, 2024 | 11:00 am – 12:00 pm PST

    We invite you to join us for a live recording of our conversation with special guests Matthew Roosa, Maureen Boyle, Todd Molfenter, and Scott Boyles on Thursday, January 25 at 11:00 am PST.

    This webinar will provide a brief introduction to the ASAM Criteria Implementation Guide and the new training, “Implementation, Improvement, Sustainability, and Coaching of the ASAM Criteria: A How-to, Science-Based Approach,” offered in partnership with the NIATx Foundation and Train For Change.

    Register to Attend
    About Train for Change

    Train for Change, a division of The Change Companies, bridges the gap between knowledge of “what works” in addiction treatment and helping providers develop requisite skills in these practices for use in real-world settings.