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The Criminal Justice Drug Abuse Treatment Studies 2 (CJ-DATS 2) was launched in 2008 with a focus on conducting implementation research in criminal justice settings. NIDA's ultimate goal for CJ-DATS 2 was to identify implementation strategies that maximize the likelihood of sustained delivery of evidence-based practices to improve offender drug abuse and HIV outcomes, and to decrease their risk of incarceration.

The Medication-Assisted Therapy (MAT) study focuses on implementing linkages to medication assisted treatment in correctional settings. During the study period community corrections staff engaged in training about addiction pharmacotherapies, while leadership in the corrections and treatment facilities engage in a joint strategic planning process to identify and resolve barriers to efficient flow of clients across the two systems.

This study includes 28 datasets and over 1,400 variables. The first five datasets for this study contain data on the baseline characteristics of the treatment and corrections sites that participated in the study as well as the characteristics of the staff working at those facilities. Opinions about Medication Assisted Treatment surveys were administered to personnel at the participating corrections and treatment sites (D6). Data on Inter-organization Relations between Probation and Parole staff with Treatment Providers were also collected (DS7-DS18).

Information was extracted from the charts of clients about their alcohol and opioid dependence as well as the referrals and treatment the clients received (DS19). Probation and parole officers and treatment providers were surveyed about monthly counts of referrals (DS20-DS21).

During the study 10 staff members from the community corrections agency and local treatment providers where MAT services were available were nominated to participate in a Pharmacotherapy Exchange Council (PEC). PEC members were involved with strategic planning for implementing changes to improve the usage of Medication-Assisted Therapy. PEC members were surveyed several times throughout the study.

PEC members completed surveys on how well the sites were adhering to the Organizational Linkages Intervention (OLI) process (DS22). Community corrections staff, PEC members and Connections Coordinators in the experimental group were surveyed about their perceptions of organizational benefits and costs associated with the MATICCE intervention (DS23). The PEC rated the Connections Coordinators (DS24)and the Connections Coordinators rate the PEC (DS25). PEC researchers completed surveys on how much of the OLI was completed (DS26) as well as what the sustainability of the changes made through the MATTICE project (DS27). The final dataset provides a key for who took the KPI (Key Performance Indicators) training and who was a PEC member (DS28).

The Criminal Justice Drug Abuse Treatment Studies 2 (CJ-DATS 2) was launched in 2008 with a focus on conducting implementation research in criminal justice settings. NIDA's ultimate goal for CJ-DATS 2 was to identify implementation strategies that maximize the likelihood of sustained delivery of evidence-based practices to improve offender drug abuse and HIV outcomes, and to decrease their risk of incarceration.

The Organizational Process Improvement Intervention (OPII) study (aka Assessment study) focused on implementing assessment and treatment planning processes. Screening and assessment were used to identify substance abuse-related problems and to develop programming to address the problems so identified.

The OPII study engaged corrections and treatment agencies to improve the quality of interagency communication through the effective use of assessment and case planning processes and treatment referrals. Both inter-agency and intra-agency change processes were targeted. A multi-phase implementation protocol was used, wherein agencies engaged in team development, needs assessment, planning, implementation, and sustainability in distinct steps. Early- and delayed-start sites allowed the research team to control for effects of environmental changes within states. The protocol targeted critical communications channels between otherwise often highly segregated correctional and treatment agencies.

Evaluation of the OPII used a multi-site cluster randomized design with multiple measures over the course of the intervention. Clusters consisted of a criminal justice agency and one or more community treatment providers that received referrals from that criminal justice agency. Each of the 9 centers had two clusters (one had three), and each cluster was randomized to an Early-Start or a Delayed-Start condition with multiple measures over the course of the intervention. After randomization, the Early-Start sites began the OPII, while the Delayed-Start sites conducted business as usual, without any additional intervention. After approximately 12 months, or when the Early-Start change team completed the Implementation phase, the Delayed-Start change team began to carry out the protocol.

Throughout the study period different subsets of individuals working at correctional facilities and treatment programs at the study sites were asked to complete surveys. During the Baseline period of the study survey data were collected from correctional staff, correctional directors, treatment staff, treatment directors, correctional executives and treatment executives. These data can be found in (DS1-DS12). The executive respondents provided information at the organizational level for the programs they oversaw (DS5, DS6). Next, Needs Assessments were completed by the change teams and their facilitators (DS13-DS14). The change teams and facilitators also responded to surveys on Process Improvement Planning (DS15-DS19). During the Implementation stage, surveys were administered to select substance abuse treatment programs, change team facilitators, change team members and the immediate supervisors of the change team members (DS20-DS27). Selected correctional and treatment staff members (in the Early-Start sites only) were asked to complete Follow-up surveys at the end of the OPII process (DS28-DS33). Staff members who completed surveys also provided demographic data (DS36-DS41). DS42 is a restricted use version of DS41. Change team members kept track of the time they spent on OPII activities (DS35). Change team success was evaluated by a subset of raters (DS34).

Surveys were administered at 21 study sites and there was a total of over 2,700 survey respondents.