全球智库信息集成服务系统

CBO-MHP relationships

• CBOs and MHPs overcame initial cultural and communication challenges to develop working relationships.
• MHP presence on-site at CBOs and familiarity-building activities strengthened relationships.

Training

• More than 1,200 staff and supervisors trained in at least one core C2C skill; almost 250 trained in all four core skills.
• MHPs delivered the bulk of training, especially in year 1.
• More than two-thirds of staff were satisfied with training and wanted more.

Coaching and supervision

• Most of the 2,110 coaching hours were logged in year 2.
• About half of survey respondents received coaching or supervision once or twice; 20 percent never received coaching or supervision; and 6 percent received coaching or supervision more than ten times.

Staff readiness

• About half of CBO staff reported high confidence in using a given mental health skill.
• About one year in, trained individuals felt most comfortable delivering mental health first aid and motivational interviewing.
• Around 75-80 percent of CBO staff felt they had the resources and support to deliver C2C skills and to refer clients to intensive treatment when needed.

C2C delivery

• Core C2C skills had been delivered to 16,701 unique clients as of March 2018.
• CBO staff members had delivered services to 70 percent of clients by year 2.
• As of March 2018, CBOs had referred over 2,000 clients for mental health treatment; 60 percent of referrals resulted in at least one visit to an MHP.

Early perceptions of impact

• Staff and leadership perceive that C2C has a positive effect on clients' mental health issues.