N.M. Sup. Ct. Order No. S-1-AO-2026-00018 (attachment) 27

c. When feasible, programs are encouraged to develop voluntary pre KC 9

adjudication procedures to facilitate quicker entry into needed treatment

and support services. KC 10

d. Any treatment court considering closure must notify the AOC to discuss SUSTAINABILITY

the reasons and determine if the AOC can provide support, either to

prevent the closure or to ensure a smooth transition for participants. APPENDICES

Treatment courts that have previously closed and want to reopen

must also notify the AOC to establish a plan for reinstatement or

implementation. Notification must be made by submitting the Notice of

Program Circumstance or Request for Approval form.39

K-2 Program Initiation

Any jurisdiction initiating a treatment court docket or program must notify the AOC

prior to inception and follow all requirements for establishing a treatment court.

39 To access forms, go to https://treatmentcourts.nmcourts.gov/forms-files-list/

Requirements may include, but are not limited to:

a. Completing documentation such as the New Treatment Court CONTENTS

Program/Service Packet Request and Acknowledgement of Compliance

with Operational Guidelines, COLLABORATION

b. Meeting all program operational minimum requirements in the NM

Treatment Court Standards, ATTORNEYS

c. Collecting program performance data,

d. Presenting program reports, ELIGIBILITY

e. Participating in process evaluations and/or program audits, including

program certification.

K-3 Planning, Organization, and Implementation Strategies KC 5

a. Jurisdictions considering initiating a new treatment court should:

1. Become familiar with the New Mexico Treatment Court Standards. RESPONSE

These standards reflect best practices and serve as the operational

expectations for all treatment courts. KC 7

2. Participate in training sponsored by national partners such as the

National Drug Court Institute (NDCI) and visit a recognized mentor

court. EVALUATION

b. New treatment courts must participate in professional development and

technical assistance support provided by the AOC-TJSP. KC 9

1. This will include treatment court program orientation and

implementation workshops. SUSTAINABILITY

2. This may also include working with mentors from other established

programs, such as judges, coordinators, attorneys, etc. APPENDICES

c. Jurisdictions initiating a new treatment court must identify and reach out

to decision-making and policy-making authorities to involve them in the

planning process.

1. Examples of decision-making and policy-making authorities include

your District Attorney’s Office and Public Defender’s Office, Court

Administrator, Probation, and law enforcement agencies.

2. In Tribes or jurisdictions that will involve Native participants, the

planning should include Tribal leaders, knowledge holders, and elders.

Traditional healers and dispute-resolution authorities should be

included in the decision-making process and traditional values should

be carefully considered in the development and ongoing modification

of the Healing to Wellness or treatment court program. CONTENTS

d. As part of the planning process, the planning committee must review

Standard 1-5 to ensure the inclusion of recommended team members for KC 1

the treatment court type under development and involve the appropriate

agencies to engage those roles.

e. For consistency and stability, the core planning and implementation team ATTORNEYS

should remain with the program for a sufficient period of time if necessary

in an advisory role or as a member of the steering committee. KC 3

f. Throughout the planning process, a record should be kept of key

program design decisions and the intent behind these decisions so they KC 4

may be used as building blocks for any future laws or court rules that TREATMENT

institutionalize the treatment court and its processes.

App L

Appendix L: Funding Standards

L-1 Scope - The Drug Court Fund Standards apply to all treatment courts operating

under the auspices of a New Mexico Court receiving supplemental funding from the KC 1

Administrative Office of the Courts.

L-2 Authority - Section 7-1-6.40 NMSA 1978 (being Laws 1997, Chapter 182,

Section 2) KC 3

The “drug court fund” is created in the state treasury. The fund consists of

appropriations, distributions, gifts, grants, donations, and bequests made to

the fund and income from investment of the fund. The Administrative Office TREATMENT

of the Courts must administer money in the fund to offset participant service

costs of drug court programs, consistent with standards approved by the KC 5

Supreme Court. Money in the fund must be expended on warrants of the

Secretary of Finance and Administration pursuant to vouchers signed by the KC 6

Director of the Administrative Office of the Courts. Balances in the fund must RESPONSE

not revert to the general fund at the end of a fiscal year.

L-3 Funding provided by the AOC-TJSP is supplemental to the treatment court base

budget obligation of each judicial district. The AOC-TJSP must establish annual EVALUATION

supplemental funding priorities and disbursement amounts. The drug court fund may

be used to support all direct and ancillary participant service costs including KC 9

personnel, equipment, training, contracts, etc., as approved by the AOC.

L-4 Only drug treatment courts as previously defined are eligible for supplemental SUSTAINABILITY

funding from the drug court fund.

L-5 As noted in Standard 8-13, treatment courts must develop and demonstrate

material alignment with the NM Treatment Court Standards by participating in quality

engagement initiatives coordinated through the AOC-TJSP, including but not limited

to, program certification, training, and other technical assistance. Supplemental

funding may be approved if a treatment court is currently certified, has enlisted for

the certification process according to AOC-TJSP guidelines, or was rescheduled for

certification with AOC-TJSP approval.

L-6 As the drug court fund is a supplemental source of funding for treatment courts,

the court’s base budget commitment is expected to be expended as the primary CONTENTS

funding source for the program.

L-7 Base allocations of supplemental funding awards can generally be expected to

be renewed annually as long as the program is viable, the funds are expended on

approved program components, and funding is available for reimbursement.

L-8 To renew established supplemental funding, each court will submit an Operating

Budget (OpBud) for the upcoming fiscal year. KC 4

a. These budgets must reflect the projected expenditures of both the TREATMENT

obligated base court budget and the Supplemental Fund.

b. The OpBud(s) must be accompanied by the Memorandum of DRUG TESTING

Understanding (MOU) approved by the AOC-TJSP.

c. All Supplemental Fund budgets are approved annually by the AOC-TJSP. KC 6

d. Courts are expected to expend their obligated base budget in addition to

the supplemental funds awarded and must document these expenditures on KC 7

a regular basis according to established practices detailed by the AOC TJSP. JUDGE

L-9 When out-of-cycle adjustments to the approved OpBud are required, the EVALUATION

requests will be submitted using the approved form to the Administrative Office of

the Courts (AOC) Therapeutic Justice Support Program (TJSP) with a proposed TRAINING

revised OpBud and rationale for the proposed changes. The AOC-TJSP will approve

or deny the adjustment. In the event of a program closure, remaining funds will be KC 10

considered uncommitted and will be distributed according to these standards. SUSTAINABILITY

L-10 When supplemental funds above the recurring base allocations become

available, the AOC-TJSP will provide a process and a designated form for programs to

request use of the available funds. All requests and approval decisions will be made

on a case-by-case basis.

L-11 When funding above the standard recurring allocations exists, the following

considerations will apply in evaluating requests for new or additional funding (note –

this list is not exhaustive, and the order does not reflect priority):

a. Previous funding levels and history of expenditures.

b. The context of the request in light of other local treatment courts in the

jurisdiction (are there opportunities for consolidating or streamlining

duplicative programs and activities and enhancing efficiency?).

c. Programs and projects with statewide impact.

d. Past performance measures and active caseloads (to evaluate alignment

with performance targets, identify successful programs providing the best

return to taxpayers, and evaluate the adequacy of funding to support

existing and expanded service levels).

e. Proposals for new or innovative treatment courts demonstrating:

i. A sound business plan addressing:

1. Coordination with available federal resources including

the Drug Court Planning Initiative

3. Fidelity evaluation strategies, and

4. Sustainability strategies (especially if the program is

developed and implemented using temporary grant or

other funds)

ii. Reasonable program referral capacity based upon the intended

service/target population,

iii. Local stakeholder commitment,

iv. Community mapping to identify appropriate community resources,

and,

v. Early coordination with the AOC-TJSP including participation in

f. Courts requesting funding to enhance program operations according to

gaps and needs identified thorough AOC-TJSP quality engagement

g. Programs focused on creating or enhancing services to participants who

are assessed as needing medication as part of their treatment services

[including Medications for Opioid Use Disorder (MOUD)].

h. Programs initiating or enhancing use of teleservices or other state-of-the art

approaches.

i. Programs demonstrating a commitment to best practices through:

i. Participation in AOC-TJSP professional development, training and

technical assistance, and quality engagement initiatives

ii. Budgeting for relevant and approved state and national conferences,

as a standard operating expense for the entire interdisciplinary team

a program development workshop and consistent submission of

performance measures and other data.

2. Implementation strategies aligned with the current NM

Treatment Court Standards,

initiatives such as Program Certification and/or Peer Review processes.

iii. Consistently participating in approved training with essential team

members CONTENTS

iv. Participating in other quality engagement and enhancement

activities KC 1

j. Programs with demonstrated performance evidenced through external

evaluation and continued fidelity.

k. Other initiatives reflecting current Supreme Court, AOC-TJSP, or legislative ATTORNEYS

priorities.

L-12 Applicable Department of Finance Administration and/or NM Supreme Court guidelines

must be followed in relation to any proposed expenditure. KC 4

App M

Appendix M: Evaluation of Treatment Court Programs

Treatment courts are more effective, cost-effective, and culturally equitable when

they conduct routine program monitoring, evaluation, and improvement. Program KC 1

monitoring refers to examining a treatment court’s adherence to best practices and

alignment with program goals, program evaluation refers to examining its effects on KC 2

participants’ outcomes, and program improvement refers to implementing and ATTORNEYS

examining corrective measures when needed, to improve its practices and outcomes.

There are many ways to incorporate monitoring and evaluation into a treatment

court, including having a team member, such as a coordinator, taking on some of KC 4

these responsibilities, having a trained evaluator on the team as a distinct role, and/or

having an external evaluator. KC 5

What your program can do to support monitoring and evaluation:

1. When possible, have a skilled evaluator on the team starting at program RESPONSE

planning

2. Consult with an evaluator to ensure you are collecting appropriate data and KC 7

learn how to review your data if you do not have an evaluator on the team

3. Collect relevant and reliable monitoring and outcome data KC 8

a. Collect data elements relevant for key performance indicators (KPIs), in- EVALUATION

program outcomes, and impacts

4. Self-assess best practice implementation TRAINING

5. Review your data

a. Look at the DIMS dashboard and run summary reports from DIMS KC 10

6. Discuss findings as a team SUSTAINABILITY

7. Establish goals and action plans

What an evaluator can do for your program:

1. Design evaluation studies

2. Consult on what types of data the program should collect

3. Assess the quality and consistency of program data

4. Access existing data to use for evaluation

5. Collect new data

6. Maintain participant confidentiality

7. Conduct statistical analyses

8. Synthesize information (identify themes and lessons from the results)

9. Recognize limitations in the data/results

10. Understand the implications of the findings for needed practice and policy

123 123

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2. Collect information from/about current participants to assess equity of

services CONTENTS

3. Collect information from/about former participants to assess equity of

outcomes (including review of KPIs across various groups of participants) KC 1

4. Assess best practices; confirm reliability and consistency among team

members of self-assessments of best practice implementation. KC 2

5. Collect relevant data and calculate program performance measures ATTORNEYS

(compare to benchmarks) (such as how long it takes to admit participants,

how quickly the program gets participants into treatment, how frequently ELIGIBILITY

participants attend staffing and court sessions, how much treatment

participants receive, how frequently participants receive drug testing, etc.) KC 4

6. Recommend evidence-based strategies to improve the program’s practices

and outcomes KC 5

7. Gather confidential information from participants and/or prospective DRUG TESTING

candidates (such as for self-report criminal recidivism or psychosocial

outcomes; cultural sensitivity of risk assessment tools used by the program; RESPONSE

cultural relevance and sensitivity of the program’s policies, procedures, and

services; cultural proficiency of curricula; reactions to peer support groups; KC 7

satisfaction with the treatment provider; etc.)

8. Examine objective measures of participants’ treatment progress (e.g., KC 8

appearance and demeanor in status hearings and supervision sessions, EVALUATION

attendance rates at scheduled appointments, drug and alcohol test results,

observations of Community Supervision Officers during home or TRAINING

employment field visits, effects of treatment curricula)

9. Assess perceptions of procedural fairness, the way incentives and KC 10

sanctions are delivered, and quality of treatment services SUSTAINABILITY

10. Calculate outcomes (such as program completion rates, length of stay, drug

test results, housing, employment, technical violations, recidivism, etc.)

11. In addition to measuring outcomes from program entry, assess recidivism

from the date of the initial arrest or other eligible event to assess the

potential impact of delayed entry.

12. Identify a valid comparison group and compare outcomes between

participants and the comparison group

13. Calculate investment costs, outcome costs, or the cost-benefit ratio of the

program

125 125

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effective responses are based on input from qualified Treatment Professionals,

social service providers, supervision officers, and other team members with

pertinent knowledge and experience.

• SUBSTANCE USE, MENTAL HEALTH, AND TRAUMA TREATMENT AND SUBSTANCE USE, MENTAL HEALTH, AND TRAUMA TREATMENT AND

RECOVERY MANAGEMENT: RECOVERY MANAGEMENT: Participants receive evidence-based treatment

for substance use, mental health, trauma, and co-occurring disorders from

qualified Treatment Professionals that is acceptable to the participants

and sufficient to meet their validly assessed treatment needs. Recovery

man agement interventions that connect participants with recovery support

services and peer recovery networks in their community are core components

of the treatment court regimen and are delivered when participants are

motivated for and prepared to benefit from the interventions.

• COMPLEMENTARY SERVICES AND RECOVERY CAPITAL: COMPLEMENTARY SERVICES AND RECOVERY CAPITAL: Participants

receive desired evidence-based services from qualified treatment, public

health, social service, or rehabilitation professionals that safeguard their

health and welfare, help them to achieve their chosen life goals, sustain

indefinite recovery, and enhance their quality of life. Trained evaluators

assess participants’ skills, resources, and other recovery capital, and work

collaboratively with them in deciding what complementary services are

needed to help them remain safe and healthy, reach their achievable goals, and

optimize their long-term adaptive functioning.

• DRUG AND ALCOHOL TESTING: DRUG AND ALCOHOL TESTING: Drug and alcohol testing provides an

accurate, timely, and comprehensive assessment of unauthorized substance

use throughout the participant’s enrollment in the treatment court.

• MULTIDISCIPLINARY TEAMMULTIDISCIPLINARY TEAM: : A dedicated multidisciplinary team of

professionals brings together the diverse expertise, resources, and legal

authority required to improve outcomes for high-risk and high-need

participants. Team members coordinate their roles and responsibilities

to achieve mutually agreed upon goals, practice within the bounds of

their expertise and ethical obligations, share pertinent and appropriate

information, and avoid crossing boundaries and interfering with the work of

other professionals. Reliable and sustained backing from governing leadership

and community stakeholders ensures that team members can sustain their

commitments to the program and meet participants’ and the community’s

needs.

• CENSUS AND CASELOADS: CENSUS AND CASELOADS: The treatment court serves as many eligible

individuals as practicable while maintaining continuous fidelity to best practice

standards.

• MONITORING AND EVALUATION: MONITORING AND EVALUATION: The treatment court continually monitors

its adherence to best practices, evaluates its outcomes, and implements

and assesses needed modifications to improve its practices, outcomes, and

sociocultural equity. A competently trained and objective evaluator employs

scientifically valid methods to reach causal conclusions about the effects of

the program on participant outcomes.

Appendix O: Response Protocols for Unforeseen Challenges

High functioning treatment courts are critical during a public health or community

emergency. Discontinuing services should be reserved for only the most extreme

conditions and in most cases, program enhancements should be pursued. Treatment

courts serve participants who tend to be particularly vulnerable due to the underlying

condition(s) that brought them into the program, and the treatment court is often the

best, or only, lifeline to community resources and credible information. In order to

continue program operations during a public health emergency (such as COVID-19

environment), the following adaptations to standard operating procedures are

recommended:

1. Video-based, rather than in-person, check-in contacts between staff and

participants, including probation/field support and court sessions (see

Appendix P for teleservices guidance).

2. Video-based, rather than in-person, pre-court staffing meetings (see Appendix

P for teleservices guidance).

3. Adaptations to drug testing protocols, such as

a. Remote testing options for participants who are in vulnerable groups

due to their health status

b. Spacing the timing of pa ticipant arrival, and physical distancing, at in-person drug testing locations

c. Use of physically distanced (when possible) UA observation; use of

video or physically distanced oral swabs

d. Use of longer-term monitoring methods, such as patches

4. Adaptations to home and community visits, such as physically distanced

and outdoor meetings, staff remaining outside the home/workplace, staff

delivering (or picking up) paperwork, supplies, or incentives without contact

with the participant or others in the home/workplace, use of GPS monitoring

sessions; individual treatment sessions instead of groups (see Appendix P for

teleservices guidance).

6. Obtain community support for smart phones and internet access for

participants

skills for managing stress and mental health concerns

8. Assess each participant’s situation to ensure the program can maintain

confidentiality (e.g., does the participant have a private place for treatment

sessions where they feel comfortable talking/sharing, where others cannot

5. Telehealth services for treatment, case management, and skill development

7. Assess and monitor for anxiety and depression, help the participants develop

App O

listen in [especially if the treatment is in groups], etc. see Appendix P for

teleservices guidance) CONTENTS

9. Explore online and physically distanced/outdoor community service options

and self-help/peer support groups KC 1

If you have any questions about how to modify your program practices during a

pandemic, please contact the AOC-TJSP. ATTORNEYS

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App Q

Appendix Q: Referrals from District Court to Magistrate Court TABLE OF

Background: This Standard Operating Procedure is to set out a process to follow

when a District Court or Metropolitan Court requires an individual to participate in a COLLABORATION

Magistrate Treatment Court program. It is unclear whether a District Court can

transfer jurisdiction to a Magistrate Court for the purposes of sentencing an KC 2

individual to the Magistrate Treatment Court program. Therefore, until further

determination can be made, the District Court or Metropolitan Court must retain KC 3

jurisdiction over the participant. However, the participant may participate in and be ELIGIBILITY

supervised by the Magistrate Treatment Court judge. If jail sanctions, house arrest

sanction or any sanction that constitutes loss of liberty are necessary the Magistrate TREATMENT

Treatment Court judge will draft an order to be authorized, by signature, of the

originating District or Metropolitan Court judge. The Magistrate Treatment Court KC 5

judge will have all programmatic oversight over the participant to include treatment

court incentives, sanctions, and service adjustments up to but not including jail KC 6

sanctions or other loss of liberty sanctions. RESPONSE

1. In the Judgment and Sentence the District or Metropolitan Court judge must JUDGE

stipulate the requirement that the individual report to the Magistrate

Treatment Court representative to be screened for admittance into the KC 8

program, and if accepted, must successfully complete the Magistrate

Treatment Court program. KC 9

2. If accepted into the Magistrate Treatment Court, the District Court/Metro

Court must still retain jurisdiction over the participant but the Magistrate KC 10

Treatment Court program must have programmatic oversight over the SUSTAINABILITY

participant.

3. The Magistrate Treatment Court must have the right to provide incentives,

sanctions, and service adjustments up to but not including jail sanctions or

other loss of liberty sanctions.

4. If a jail sanction, or other loss of liberty sanction is necessary the Magistrate

Treatment Court judge must draft a sanction Order to Detain for authorization

by signature of the originating District Court/Metro Court judge.

5. All probation violations must follow the normal process, in that they will be

filed with the sentencing court via a formal Probation Violation pleading.

App R

Appendix R: Treatment Court Certification

Treatment Court Certification procedures and materials are under revision. Please

refer to the TJSP website for the most current information. COLLABORATION

133 133

App S

Appendix S: 5-Phase Structure for Treatment Courts

This structure is intended for adult treatment courts serving high risk/high need

participants. Mental health courts or treatment courts serving youth or people who KC 1

are at different risk or need levels may need to adjust the structure. Note that some

participants may not need all the services. Municipal courts may also need to adjust KC 2

the structure since they have limited time to work with participants. ATTORNEYS

Treatment court staff employ evidence-based strategies such as peer group KC 3

preparatory education and assertive peer group linkages to enhance participant ELIGIBILITY

motivation for and engagement in recovery support services.

Professionals overseeing the phase advancement process should complete pre- TREATMENT

implementation training and receive annual booster training.

Measures below help determine readiness to move to the next phase.

Phase 1 – Acute Stabilization and Orientation (Approximately 30 to 60 days)

Providing structure, support, and education for participants entering the treatment KC 7

court through acute crisis intervention services, orientation, ongoing screening and

assessment, and collaborative case planning.

Objective 1: Stabilize participant by addressing any emergency or crisis issues.

Measure: TRAINING

o Participant is no longer experiencing acute distress or discomfort due to

any emergency or crisis issues.

Objective 2: Successfully orient participant to how the treatment court process APPENDICES

works and how to engage in the program.

Measures:

o Participant attends at least 1 month of biweekly status hearings.

o Participant attends at least 1 month of weekly counseling sessions.

o Participant receives at least 1 month of weekly supervision field support

or office visits.

o Participant attends at least 1 month of other services based on the

participant’s assessed need (including drug testing).

o Participant signs acknowledgment page in participant manual.

o Participant can identify treatment court team members’ roles.

134 134

Objective 3: Develop and implement an integrated case plan (support staff and

treatment) with the participant. CONTENTS

Measures:

o Participant completes required screenings and assessments. COLLABORATION

o Participant works with case manager/support staff to develop the case

plan. KC 2

o Case plan includes evidence-based strategies to assist with recovery, goals

that address risks and needs, participant-identified goals, and a tentative KC 3

timeline. ELIGIBILITY

o Participant agrees to move forward with the case plan.

o Treatment staff develops and implements a person-centered treatment TREATMENT

plan in collaboration with the participant.

o Participant discusses treatment goals with the treatment team. KC 5

o Participant agrees to move forward with treatment plan.

Potential services focus on responsivity factors and program engagement including: RESPONSE

 Assistance finding housing

 Assistance obtaining medical attention/necessary services JUDGE

 Assistance obtaining MAT/MOUD

 Acute crisis intervention and stabilization as necessary KC 8

 Program orientation

 Establishing connections with the program team KC 9

 Identifying and resolving barriers to program participation TRAINING

 Completing initial RANT screening (and the IDA as required), the

ORAS, and a recovery capital assessment using a validated and reliable SUSTAINABILITY

tool (e.g., Recovery Capital Index (RCI), the Recovery Capital

Questionnaire (RCQ), the Recovery Capital Scale (RCS), etc.) APPENDICES

 Developing a negotiated person-centered and integrated case plan

Phase 2 – Psychosocial Stabilization (Approximately 90 days)

Helping participants to achieve and sustain psychosocial stability and resolve ongoing

impediments to service provision.

Objective 1: Participant resides in stable housing.

Measures:

o Safe and stable housing is secured.

o Participant likely to remain in stable housing for reasonably foreseeable

future.

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Objective 1: Participant establishes a consistent prosocial routine.

Measures:

o Daily interactions are with primarily prosocial persons.

o Daily activities are primarily prosocial such as treatment, peer support COLLABORATION

meetings, cultural or religious events, healthy recreational activities, or

prevocational assistance. KC 2

o Participant avoids interactions with people engaged in substance use,

crime, or other harmful behaviors. KC 3

Objective 2: Participant develops and implements prosocial skills.

Measures: TREATMENT

o (If needed based on assessment) Participant completes manualized

treatment modality and continues engagement with CBT manualized DRUG TESTING

criminal thinking and behavior curriculum focused on helping the person

to think before acting out impulsively, negotiate effectively with other KC 6

individuals to resolve or deescalate interpersonal conflicts, and reconsider

antisocial thoughts or beliefs. KC 7

o Staff should identify concrete examples of occasions when the participant JUDGE

applied the skills from the curriculum.

o Case manager and participant identify specific prosocial activities for EVALUATION

participant.

o Participant demonstrates engagement in specific prosocial activities as KC 9

described in the case plan.

Objective 3: Participant applies efforts at reducing substance use. SUSTAINABILITY

Measures:

o Participant avoids substance-using peers or events where substance use is

likely to occur.

o Participant practices drug-refusal skills taught in counseling or engaging in

mindfulness techniques or other effective strategies to cope with

substance cravings.

o Participant has achieved intermittent intervals of confirmed abstinence,

such as several weeks or a month at a time, reflecting tentative but

gradually improving abstinence attempts.

o The participant has accumulated 30 or more days of negative drug tests.

Intermittent intervals may be considered so long as progress is indicated

through improving abstinence attempts.

137 137

Potential services focus on:

 Substance use CONTENTS

 Unsupportive peers (antisocial and/or substance-using)

 Problem-solving skills KC 1

 Impulsivity

 Antisocial attitudes KC 2

 Completing another recovery capital assessment using a validated and ATTORNEYS

reliable tool (e.g., Recovery Capital Index (RCI), Recovery Capital

Questionnaire (RCQ), Recovery Capital Scale (RCS), etc.) ELIGIBILITY

Phase 4 – Life Skills (Approximately 90 to 180 days) KC 4

Teaching participants preparatory skills (e.g., time management, job interviewing,

personal finance) needed to fulfill long-term adaptive life roles like employment or KC 5

household management and helping them to achieve early remission from their

substance use or mental health disorder. KC 6

Objective 1: Participant completes life skills curriculum (according to assessed

need). JUDGE

Measure:

o Participant focused on developing preparatory skills needed to fulfill a EVALUATION

long-term adaptive role desired by the person.

 Examples include effective time management, GED preparation, KC 9

prevocational preparation, job search and interviewing skills,

personal finance, parenting skills, family communication and KC 10

conflict resolution skills, or resume preparation. SUSTAINABILITY

Objective 2: Participant is engaged in an adaptive role that provides a prosocial APPENDICES

structure.

Measures:

o Participant is engaged in schooling, household management, and/or

employment.

o Participant stays away from negative influences.

o Participant engages in natural reinforcement for recovery-supportive

goals.

o Participant completes CBT manualized criminal thinking and behavior

curriculum.

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App T

Appendix T: Team Member Roles and Duties

Whenever feasible, the sociodemographic characteristics or sociocultural identities

of treatment court team members should reasonably reflect those of program KC 1

candidates and participants.

Judge or Judicial Officer ATTORNEYS

A specially trained judge (or appointed judicial officer) leads the treatment court

team. The judge’s duties include (but are not limited to): ELIGIBILITY

• Attending annual training on judicial best practices in treatment courts (e.g.,

strategies for communicating effectively with participants and team members, KC 4

legal and constitutional standards governing program operations, judicial

ethics, evidence-based behavior modification practices, etc.). KC 5

• Receiving training to sufficiently understand information provided by other

team members (e.g., evidence-based treatment for substance use, mental KC 6

health, and trauma disorders, medication for addiction treatment (MAT), RESPONSE

complementary services, community supervision, drug and alcohol testing,

etc.). JUDGE

• Attending staffing meetings consistently, ensuring all team members share

information and provide recommendations, giving due consideration to each EVALUATION

team member’s professional expertise, and strategizing with the team for

effective participant interventions. KC 9

• Relying on qualified treatment professionals to make clinical diagnoses,

recommend specific treatments, and adjust treatment services. Under no KC 10

circumstances should a judge order, deny, or alter treatment conditions

independently of expert clinical advice.

• Relying on the expertise of trained supervision officers when imposing or

adjusting supervision conditions (e.g., schedule of office sessions, field visits,

and drug and alcohol testing).

• Exercising discretion when resolving factual disputes, ordering conditions of

supervision, and administering sanctions, incentives, or dispositions that affect

a person’s liberty interests while considering probative evidence or relevant

information when making determinations.

• Making final decisions after carefully considering team members’ input and

discussing the matter with the participant and their legal representative in

court.

141 141

• Conducting frequent (weekly or bi-weekly) status review hearings, interacting

with participants in a procedurally fair and respectful manner for at least 3 CONTENTS

minutes, developing a collaborative working alliance with each participant (e.g.,

asking open-ended questions, taking participants’ viewpoints into account, COLLABORATION

showing empathy, explaining the rationale for their decisions, expressing

optimism about participants’ recovery), and holding participants accountable ATTORNEYS

for following all program requirements.

• Ensuring participants’ due process and other legal rights are protected. KC 3

• Ensuring the treatment court follows confidentiality laws and practices as

described in Appendix C (along with the treatment court coordinator). KC 4

• Attending policy meetings, team retreats, and advisory committee meetings.

Program Coordinator DRUG TESTING

The coordinator ensures the treatment court operates efficiently and effectively,

tracks program performance and participant outcomes, secures necessary resources, RESPONSE

and assists the judge and team in educating the policy committee, advisory group,

and community about the treatment court’s services, benefits, and challenges. The KC 7

coordinator’s duties include (but are not limited to):

• Preparing summaries of information about participant progress for staffing KC 8

meetings and status review hearings. EVALUATION

• Attending staffing meetings and status review hearings consistently.

• Documenting and ensuring timely updates of all agreed-upon program policies TRAINING

and procedures, including MOUs, the operations manual, and the participant

manual. SUSTAINABILITY

• Overseeing fiscal and reporting obligations.

• Scheduling meetings, attending, and maintaining notes (e.g., steering APPENDICES

committee, advisory group, and treatment court team meetings and retreats).

• Ensuring the treatment court follows confidentiality laws and practices as

described in Appendix C (along with the judge).

• Maintaining regular communication and relationships with partner agencies

and service providers.

• Monitoring service providers’ adherence to treatment court policies and best

practices.

• Identifying and addressing barriers to referrals, service delivery, and

information sharing.

• Ensuring that community activities, resources, and upcoming events are

compiled and shared with participants.

142 142

• Managing policies and procedures relating to team members’ roles and

functions (e.g., ensuring effective hiring practices, managing staff turnover, CONTENTS

orienting new staff, and ensuring training and quality assurance for all team

members and service providers). COLLABORATION

• Maintaining or overseeing data entry for accurate and timely program and

participant data (e.g., data on services, incentives, sanctions, service KC 2

adjustments, drug and alcohol test results, attendance rates, phase

advancement, program completion rates, and recidivism). KC 3

• Examining (or ensuring an evaluator examines) adherence to best practices at

least annually and sharing findings with the team, steering committee, advisory KC 4

group, and other partners.

• Pursuing resources to maintain adherence to best practices and optimize KC 5

outcomes (e.g., pursuing grants, soliciting tangible incentives for participants DRUG TESTING

from local businesses and other organizations if legally permissible).

• Representing the treatment court (along with other team members) to the RESPONSE

community and other partners (e.g., steering committee and advisory group

meetings, press coverage, legislative and policy sessions). JUDGE

• Attending annual training across a broad range of topics relevant to treatment

courts (see Standard 9-5). KC 8

Case Manager KC 9

The case manager on the treatment court team is responsible for assisting participant TRAINING

with stabilization and community supports. The case manager responsibilities may be

completed by one or more team members such as the treatment court coordinator, SUSTAINABILITY

treatment provider, field support/supervision officer, etc. The case manager’s duties

include (but are not limited to): APPENDICES

• Orienting new participants to the treatment court program by reviewing the

participant manual and program expectations and answering questions.

• Administering brief screening instruments designed to identify participants

requiring more in-depth clinical assessments.

• Working with participants to develop an individualized case plan and adjusting

the case plans throughout treatment court involvement.

• Making referrals or appointments to appropriate service providers based on

participants’ assessed needs.

• Connecting participants to substance use disorder treatment, mental health

services, housing support, education, job training, emergency food and shelter,

primary health care, transportation resources, and other services.

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confidentiality limits and policies for sharing sensitive information, potential

consequences of program completion and noncompletion, and procedures CONTENTS

relating to assessments, treatment requirements, phase advancement,

incentives, sanctions, and service adjustments). COLLABORATION

• Developing a collaborative working relationship with participants and

encouraging their success by using strategies to enhance participant KC 2

engagement in treatment, encouraging honesty, and helping participants to

select and reach their preferred goals. KC 3

• Helping participants to explain their perspectives in court or to the team if

they are too nervous, reticent, or unprepared to communicate clearly or KC 4

confidently. TREATMENT

• Ensuring that the court provides adequate notice of the allegations of

noncompliance, the opportunity to present and refute relevant evidence, a DRUG TESTING

clear rationale for the court’s factual and legal conclusions, and an adequate

record for appellate review, if applicable. RESPONSE

• Ensuring that participants facing unsuccessful discharge from treatment court

or sentencing are afforded a due process hearing with the full protections KC 7

required in a probation revocation proceeding (e.g., written notice of the

alleged violations, disclosure of evidence, the opportunity to appear in person KC 8

and present evidence, the right to confront and cross-examine adverse

witnesses, a neutral and detached magistrate, and a written statement by the KC 9

court explaining the reasons for its decision).

• Advocating for participants’ stated interests if these conflict with those of the KC 10

program or staff (e.g., if a participant is reluctant to receive intensive SUSTAINABILITY

treatment, defense counsel advocates for less intensive services that still may

achieve therapeutic goals and be unlikely to threaten participant welfare or

public safely, or if the team is considering sanctions or unsuccessful discharge,

the defense counsel advocates for less punitive responses that may serve

rehabilitative goals).

• Protecting confidentiality and ensuring confidential information is shared

lawfully and limited to necessary information, and participants understand

confidentiality limits by sharing written documentation with the circumstances

under which confidential information will be shared and the consequences

that may result from such disclosures.

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• Ensuring that no information derived directly or indirectly from the admissions

process or participants’ involvement in treatment court is used to substantiate CONTENTS

a criminal charge or bring new charges against them.

• Ensuring participants’ due process and other legal rights are protected. COLLABORATION

• Attending policy meetings, team retreats, and advisory committee meetings.

• Attending annual training across a broad range of topics relevant to treatment KC 2

courts (see Standard 9-5).

Prosecutor

A trained prosecutor on the team ensures that information pertaining to public KC 4

safety, victims’ interests, and participant accountability receives careful consideration TREATMENT

in all team discussions and decisions, as well as safeguards due process and the

integrity of the justice system. The prosecutor’s duties include (but are not limited to): DRUG TESTING

• Attending staffing meetings and status review hearings consistently.

• Confirming eligibility and ensuring that candidates meet evidence-based, KC 6

lawful, and safe eligibility criteria.

• Attending training on evidence-based eligibility criteria to avoid routinely KC 7

denying access to candidates who meet the program’s evidence-based

eligibility criteria and to learn who can be served safely and effectively in KC 8

treatment courts. EVALUATION

• Ensuring that candidates understand all information needed to provide

voluntary and informed consent to participate before accepting a plea deal and TRAINING

approving entry, although other team members will be the candidates’ primary

source of that information. SUSTAINABILITY

• Advocating for public interests and ensuring that information pertaining to

public safety, victims’ interests, and the integrity of the judicial system is APPENDICES

carefully considered in staffing meetings, court hearings, and in the program’s

policies and procedures.

• Advocating for evidence-based supervision, treatment, and behavioral

responses to participants’ performance that reduce recidivism, protect public

safety, and hold participants accountable for their actions in all team meetings.

• Encouraging participants to pursue recovery goals, praising their

achievements, expressing optimism for their success, and communicating

concern for their welfare.

• Ensuring participants’ due process and other legal rights are protected.

• Attending policy meetings, team retreats, and advisory committee meetings.

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• Attending annual training across a broad range of topics relevant to treatment

courts (see Standard 9-5). CONTENTS

Treatment Professionals COLLABORATION

Treatment professionals focus on helping participants to stay healthy and reach their

recovery goals. They are not responsible for enforcing court orders, conducting KC 2

forensic drug and alcohol testing, reporting infractions, or imposing sanctions for

noncompliance. Treatment representative’s duties include (but are not limited to): KC 3

• Attending staffing meetings and status review hearings consistently. ELIGIBILITY

• Providing clinical case management and ensuring participants receive

evidence-based services matched to their assessed needs and delivered in an TREATMENT

effective and manageable sequence.

• Communicating with other team members about participants’ progress in

treatment and explaining the implications of their treatment progress for

important team decisions (e.g., phase advancement, program completion, KC 6

incentives, sanctions, and service adjustments).

• Helping (or ensuring that other staff help) participants access healthcare KC 7

coverage and other public benefits.

• Developing a collaborative therapeutic alliance with participants, using KC 8

motivational interviewing and other counseling strategies to enhance EVALUATION

treatment engagement and pursuit of recovery, encouraging honesty, and

helping participants select and reach their preferred treatment goals through TRAINING

collaborative, person-centered treatment planning.

• Assessing the quality and safety of services being delivered by direct care SUSTAINABILITY

providers.

• Identifying participants’ unmet needs and finding community providers to fill APPENDICES

those gaps (e.g., specialized services to treat complex syndromes), or if

services are unavailable or not yet provided, cautioning the team against

imposing sanctions or a harsher disposition if participants are unable to

achieve certain goals or avoid certain infractions because of inadequate

service provision.

• Assessing psychosocial stability, clinical stability, and early remission and

advising the team when participants have managed their proximal treatment

goals—which are necessary for accomplishing more difficult distal goals—to

consider for phase advancement decisions, service adjustments, or sanctions,

or alerting the team if symptom recurrence may have temporarily returned

147 147

some goals to being distal, thus requiring service adjustments, not sanctions, to

reestablish clinical stability. CONTENTS

• Offering evidence-based recommendations for appropriate responses and

service adjustments. COLLABORATION

• Cautioning the team to avoid sanctions that exacerbate participants’

symptoms or interfere with their rehabilitative goals and advising that KC 2

participants receive service adjustments for not meeting distal goals but

warnings or sanctions for not meeting proximal goals. KC 3

• Ensuring participants are adequately prepared for and supported if jail

detention is unavoidable, and they receive uninterrupted access to required KC 4

medications and critical services while in custody. TREATMENT

• Disclosing the minimum information necessary about participants to achieve

treatment goals and enable other team members to perform their duties safely DRUG TESTING

and effectively in accordance with a valid consent under 42 C.F.R. Part 2 and

the Health Insurance Portability and Accountability Act (HIPAA), as well as RESPONSE

consistent with their professional guidelines.

• Attending policy meetings, team retreats, and advisory committee meetings. KC 7

• Attending annual training across a broad range of topics relevant to treatment

courts (see Standard 9-5). KC 8

• For veterans treatment courts (VTCs), the veterans justice outreach specialists

(VJOs) are independently licensed clinicians (e.g., social workers, psychologists) KC 9

who assess participants’ treatment needs, connect them to the appropriate

care at Veterans Affairs (VA) medical centers or other VA-approved programs, KC 10

keep the team apprised of their progress, and liaise among the participant, the SUSTAINABILITY

VTC, the VA, and community providers.

Community Supervision/Field Support Officer

Community supervision/field support officers have the primary responsibility for

monitoring participants’ performance and keeping the team apprised of their

compliance with program conditions and avoidance of safety risks and other

infractions. Community supervision/field support is typically provided by a probation,

parole, or pretrial services officer, but some programs may rely on a law enforcement

officer, court case manager, or other specially trained professional. Research shows

that simply conducting supervision without delivering needed interventions to

counteract criminal thinking, or without providing other services, skill-building, and

evidence-based responses shows little or no improvement and can lead to higher

rates of technical violations, probation revocations, and reincarceration.

148 148

Supervision/field support officers’ duties include (but are not limited to):

• Attending staffing meetings and status review hearings consistently. CONTENTS

• Receiving training on core correctional practices to help build a positive

working alliance with participants, reinforce prosocial behaviors, express COLLABORATION

appropriate disapproval for undesired conduct without being harsh or punitive,

address negative or antisocial thought processes, and teach effective problem- KC 2

solving and life skills.

• Providing supervision case planning to ensure participants receive evidence- KC 3

based interventions and complementary services to address assessed risk

factors and needs, assessing progress, updating case plans based on successes KC 4

and areas where more support is needed, and keeping the team updated on TREATMENT

participant progress.

• Developing respectful and constructive working relationships with participants DRUG TESTING

and delivering core correctional practices to motivate the pursuit of recovery,

improve problem-solving skills, discourage infractions, and address ineffective RESPONSE

thinking patterns.

• Encouraging success through delivering praise and other incentives for KC 7

achievements.

• Meeting regularly with participants to check how they are doing, build on their KC 8

strengths, address barriers, and help them acquire the personal, social, and

financial recovery capital (e.g., vocational skills, prosocial community KC 9

connections) needed to sustain long-term recovery. TRAINING

• Assessing participants’ recovery environment through home and field visits to

ensure that they are living in safe conditions, avoiding high-risk peers, adhering SUSTAINABILITY

to other achievable treatment court conditions, and not displaying early signs

of impending symptom recurrence (e.g., a disorganized home environment). APPENDICES

• Conducting or overseeing consistent and valid drug and alcohol testing.

• Monitoring participants’ completion of community service hours and

compliance with home detention, curfews, and travel restrictions as

appropriate through field visits, phone calls or text messaging, GPS

surveillance, a cellphone location application, an ignition interlock device, or

other means.

• Updating the team on participants’ supervision needs, demeanor, motivation,

strengths and recovery capital, emerging stressors or threats in their social

environment, and compliance with supervision conditions.

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• Reporting on participants’ progress to treatment representatives on the team.

• Assisting in the development of the treatment court’s policies and procedures. CONTENTS

• Attending team retreats and advisory group meetings to review the program’s

performance and outcomes and offer recommendations for improvement. COLLABORATION

Certified Peer Support Specialists (CPSWs) KC 2

Certified Peer Support Workers (CPSWs) are people who have been successful in the

recovery process and help others who are experiencing similar situations. Through KC 3

shared understanding, respect, and mutual empowerment, CPSWs help people ELIGIBILITY

become and stay engaged in the recovery process and reduce the likelihood of

relapse. Peer support services can effectively extend the reach of treatment beyond TREATMENT

the clinical setting into the everyday environment of those seeking a successful,

sustained recovery process. CPSWs are team members who meet the qualifications KC 5

as established by the NM Behavioral Health Services Division Office of Peer

Recovery and Engagement (OPRE), and the OPRE is the authority on all matters KC 6

related to CPSWs. CPSWs who will be working with treatment courts must take a RESPONSE

course on the treatment court model provided by the AOC Therapeutic Justice

Support Program. Best practices and ethical standards for CPSWs require them to JUDGE

give their undivided allegiance to participants, and CPSWs should not have a

conflicting role that involves enforcing treatment court conditions, reporting KC 8

infractions, or sharing confidential information with staff or others. All team members

should understand the appropriate roles and functions of CPSWs and refrain from KC 9

requesting confidential information from them to recognize and protect their special TRAINING

relationship with participants. CPSWs may attend staffing, but should not attend

alumni groups. Their duties include (but are not limited to): SUSTAINABILITY

• Maintaining confidentiality. If attending staffing meetings or court sessions,

CPSWs must not share confidential information. The only exceptions to APPENDICES

confidentiality are if participants have explicitly consented to the disclosure or

if disclosure is necessary to prevent an immediate and serious safety threat to

the participant or others. In these narrow circumstances, disclosure should be

made to a treatment professional to evaluate the threat, respond

appropriately, and alert the team if necessary. The team should agree in

advance that any information coming solely from a CPSW will not result in a

sanction, especially jail or program discharge.

• Avoiding providing input for decision-making. If the CPSW attends staffing

meetings, they should focus on sharing their own lived experience, but should

not provide input on incentives, sanctions, successful or unsuccessful

discharge, or participants’ treatment progress, which would be at odds with

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their code of ethics and creates a power differential between the CPSW and

participant. CONTENTS

• Offering support, advice, and camaraderie for participants, as well as access to

recovery-supportive recreational activities and emergency peer-respite COLLABORATION

housing, if needed.

• Providing ongoing, accessible, and informed guidance, credible empathy, ATTORNEYS

useful support, and companionship that will continue after program discharge.

• Engaging in a wide range of activities, including advocacy, linkage to resources, KC 3

sharing of experience, community and relationship building, group facilitation,

skill building, mentoring, and goal setting. KC 4

• Planning and developing groups, services or activities, providing training,

gathering information on or developing resources, educating the public and KC 5

policymakers, and working to raise awareness. DRUG TESTING

• Attending advisory group meetings or team retreats to share their

observations or concerns about the program (not connected to an identifiable RESPONSE

participant), offer suggestions for program improvements, and alert the team

about available services and emerging threats or recovery obstacles facing JUDGE

participants in the local community.

Veteran Mentors

For participants in veterans treatment courts (VTCs), veteran mentors are volunteers KC 9

who are military veterans who serve as role models to VTC participants through TRAINING

shared experiences, support, connection, and being examples of successful

transitions from an active service member to a veteran. They may be able to provide SUSTAINABILITY

support, connections, and comradery to veterans in ways that the other treatment

court team members may not be able to by leveraging the tight bonds formed APPENDICES

through military service. Veteran mentors have similar duties to CPSWs, and their

allegiance is to participants. Veteran mentors should not enforce treatment court

conditions, report infractions, or share confidential information with staff or others.

Their duties include (but are not limited to):

• Attending training on VTCs, such as the process, team member roles,

confidentiality requirements, suicide prevention, and the role and expectations

of mentors.

• Attending training on issues pertinent to the VTC participants, which may

include post-traumatic stress disorder (PTSD), traumatic brain injury (TBI),

depression, substance use disorders, and military sexual trauma.

153 153

• Maintaining confidentiality. The only exceptions to confidentiality are if

participants have explicitly consented to the disclosure or if disclosure is CONTENTS

necessary to prevent an immediate and serious safety threat to the participant

or others. In these narrow circumstances, disclosure should be made to a COLLABORATION

treatment professional to evaluate the threat, respond appropriately, and alert

the team if necessary. KC 2

• Offering support, advice, and camaraderie for participants, as well as access to

recovery-supportive recreational activities and emergency peer-respite KC 3

housing, if needed.

• Provide ongoing, accessible, and informed guidance, credible empathy, useful KC 4

support, and companionship that will continue after program discharge. TREATMENT

• Engaging in a wide range of activities, including advocacy, linkage to resources,

sharing of experience, community and relationship building, group facilitation, DRUG TESTING

skill building, mentoring, and goal setting.

• Planning and developing groups, services or activities, providing training, RESPONSE

gathering information on or developing resources, educating the public and

policymakers, and working to raise awareness. KC 7

• Attending advisory group meetings or team retreats to share their

observations or concerns about the program (not connected to an identifiable KC 8

participant), offer suggestions for program improvements, and alert the team

about available services and emerging threats or recovery obstacles facing KC 9

participants in the local community.

Veteran Mentor Coordinator SUSTAINABILITY

Veteran mentor coordinators ensure the efficient and successful operation of the

mentor program in a VTC. Mentor coordinators are volunteers or paid staff members. APPENDICES

In addition to their potential role as a veteran mentor (which entails the duties

described above, including maintaining confidentiality), their additional

responsibilities are to recruit, screen, train, and manage volunteer mentors. Their

duties include (but are not limited to):

• Recruiting volunteer mentors, including volunteers from a variety of different

branches, different service eras (particularly more recent eras), and women

veterans.

• Screening potential mentors to ensure they will make an appropriate VTC

mentor through an application, personal interview, background check, and

verification of military service.

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• Coordinating training as assigned by the Program Coordinator for new TABLE OF

mentors and providing ongoing training as needed, which includes training on CONTENTS

VTCs—such as the process, team member roles, confidentiality requirements,

suicide prevention, and the role and expectations of mentors—and training on COLLABORATION

issues pertinent to the VTC participants (e.g., PTSD, TBI, depression, substance

use disorders, and military sexual trauma). ATTORNEYS

• Matching new VTC participants with a mentor with the goal of assigning

mentors matched as closely as possible with the participant on age, gender, KC 3

branch of service, military rank, and period of military service.

• Managing and overseeing the VTC mentor program, including acting as a KC 4

resource for the mentors; providing a schedule for all mentors with court

dates, training dates, and any other important events; working with the VTC

team to resolve issues and motivate participants through challenges; DRUG TESTING

assisting in the resolution of issues among mentors and mentees; maintaining

confidentiality standards; attending clinical and legal training programs RESPONSE

supported or provided by the VTC; and recognizing the contributions of the

mentors. KC 7

Alumni Coordinators KC 8

Alumni are graduates of a treatment court program who attend treatment court events

to assist and support program participants and other alumni. Alumni can serve as

mentors and supports to active participants and can be ambassadors for the program in TRAINING

the community. Alumni support is the process of giving and receiving nonprofessional,

non-clinical assistance to achieve long-term recovery from substance use and mental KC 10

health disorders (see Appendix J). Alumni groups must be established with judicial

approval and operate according to policies and procedures developed and recommended

by the Alumni Coordinator and the assigned treatment court team members and

approved by the treatment court policy committee. Alumni Coordinators are

nonprofessional team members who meet appropriate conditions and qualifications (see

Appendix J-4, section d). Their duties include (but are not limited to):

• Completing required training to include, at minimum, a thorough explanation

of the program policies and procedures respective to alumni/peer services,

ethics, peer engagement, SAMHSA’s Core Competencies of Peer Support, and

confidentiality.

• Conducting recovery maintenance check-ins with program alumni (see

Standard 4-29).

• Facilitating and guiding the alumni group.

• Developing and recommending policies and procedures for the alumni group CONTENTS

for review and approval by the treatment court team and developed and

recommended by the Alumni Coordinator and treatment court policy COLLABORATION

committee.

• Engaging in a wide range of activities, including advocacy, linkage to resources, KC 2

sharing of experience, community and relationship building, group facilitation,

skill building, mentoring, and goal setting. KC 3

• Planning and developing groups, services or activities, providing training,

gathering information on or developing resources, educating the public and KC 4

policymakers, and working to raise awareness. TREATMENT

• Attending advisory group meetings or team retreats to share their

observations or concerns about the program (not connected to an identifiable DRUG TESTING

participant), offer suggestions for program improvements, and alert the team

about available services and emerging threats or recovery obstacles facing RESPONSE

participants in the local community.

156 156