Substance Abuse and Mental Health

Services Administration

SAMHSA 

2023–2026 

Data Strategy 
[Back of the cover]
SAMHSA 2023–2026 Data Strategy 3

Minimizing Burden, Maximizing Utility

MESSAGE FROM THE ASSISTANT SECRETARY FOR MENTAL HEALTH AND SUBSTANCE 

USE, U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES 

As the Assistant Secretary for Mental Health and Substance Use in the United States 

Department of Health and Human Services (HHS), and the leader of the Substance Abuse 

and Mental Health Services Administration (SAMHSA), I am pleased to present SAMHSA’s 

2023–2026 Data Strategy. 

SAMHSA’s mission is to lead public health and service delivery efforts that promote mental 

health, prevent substance misuse, and provide treatments and supports to foster recovery 

while ensuring equitable access and better outcomes. The 2023–2026 SAMHSA Strategic 

Plan highlights key guiding principles and presents new priorities, goals, and objectives. 

To achieve its mission, SAMHSA has identified five priority areas to better meet the 

behavioral health needs of individuals, communities, and service providers. In the wake of 

the COVID-19 public health emergency, this is more important than ever. SAMHSA works 

to prevent substance use and overdose; enhance access to suicide prevention and mental 

health services; expand access to crisis care; promote behavioral health resilience and 

emotional health for children, youth, and families; integrate primary care and behavioral 

health and physical health care; and strengthen the behavioral health workforce. This 

work is guided by the principles of equity, trauma-informed approaches, recovery, and 

a commitment to data and evidence. SAMHSA’s data strategy details our agency’s 

commitment to data and evidence, which is only possible through robust systems of data 

collection, analysis, and dissemination. 

In fall 2022, SAMHSA held over 20 listening sessions with stakeholders from a variety of 

interest groups, including grantees; federal partners; organizations representing diverse 

racial, ethnic, cultural, and sexual minority communities; substance use and mental health 

professional councils and associations; youth-serving organizations; entities representing 

persons with lived experience; state and provider associations; researchers; and tribal 

partners, as well as internal stakeholders. 

This data strategy is predicated upon our learnings from these sessions and is outlined 

across four key goals: (1) enhance SAMHSA’s ability to collect, capture and maintain highquality data; (2) conduct robust performance monitoring, evaluation, and surveillance; (3) 

strengthen access to, utilization of, and dissemination of SAMHSA data; and (4) expand 

and strengthen SAMHSA’s workforce capacity.

In addition to these goals, six core principles emerged that serve as guidelines for 

implementation of this data strategy. First, SAMHSA must focus its data efforts across the 

lifespan, with special attention to children and youth and older adults. Second, SAMHSA 

must incorporate measures that are recovery-oriented, trauma-informed, and culturally 

and linguistically appropriate. Third, implementation must prioritize evidence-based and 

validated measures. Fourth, we must minimize the data burden for SAMHSA grantees and 

those they serve. Fifth, implementation of this data strategy must promote collaboration 

among SAMHSA Centers and Offices so that expertise is leveraged to the fullest extent 

possible. Finally, SAMHSA must align its data strategy with the Foundations for EvidenceBased Policymaking Act.
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In the more than 15 years since SAMHSA published its last such strategy, systems of and 

approaches to data collection and performance monitoring have evolved. I am excited 

about the direction this data strategy will take SAMHSA as we modernize our approach to 

data collection, analysis, and dissemination, and I am committed to dedicating sufficient 

resources towards its implementation. Fulfillment of this data strategy will bring SAMHSA 

closer to achieving our vision that people with, affected by, or at risk for mental health and 

substance use conditions receive care, thrive, and achieve well-being. I encourage you to 

join us in better using data to create stronger, healthier communities. 

Miriam E. Delphin-Rittmon, Ph.D. 

Assistant Secretary for Mental Health and Substance Use 

U.S. Department of Health and Human Services 
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TABLE OF CONTENTS

EXECUTIVE SUMMARY...........................................................................................................7

INTRODUCTION..........................................................................................................................9

GOAL 1—ENHANCE SAMHSA’S ABILITY TO COLLECT, CAPTURE, AND 

MAINTAIN HIGH-QUALITY DATA ...................................................................................14

GOAL 2 – CONDUCT ROBUST PERFORMANCE MONITORING, 

EVALUATION, AND SURVEILLANCE ............................................................................18

GOAL 3 – STRENGTHEN ACCESS TO, UTILIZATION OF, AND 

DISSEMINATION OF SAMHSA DATA............................................................................24

GOAL 4 – EXPAND AND STRENGTHEN SAMHSA’S DATA 

WORKFORCE CAPACITY....................................................................................................30

CONCLUSION............................................................................................................................ 33

APPENDIX A: DATA STRATEGY WORKGROUP MEMBERS............................34

APPENDIX B: LISTENING SESSION PARTICIPANTS ........................................... 35

APPENDIX C: FCSM DATA QUALITY FRAMEWORK ............................................ 37

APPENDIX D: BACKGROUND OF LEGISLATIVE MANDATES......................... 39

APPENDIX E: DATA GOVERNANCE BOARD............................................................44

APPENDIX F: THEMES FROM LISTENING SESSIONS .........................................47
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EXECUTIVE SUMMARY

SAMHSA’s mission is to lead public health and service delivery efforts that promote 

mental health, prevent substance misuse, and provide treatments and supports to foster 

recovery while ensuring equitable access and better outcomes. To support this mission and 

strengthen SAMHSA’s activities across its five priority areas, the organization needs a welldesigned data strategy that enhances SAMHSA’s ability to collect, analyze, and disseminate 

high-quality data, from both quantitative and qualitative sources, while also leveraging that 

data and evidence to inform programs and policies.

The following data strategy, which covers all of SAMHSA’s data collections, was created after 

extensive consultation with stakeholders from across SAMHSA, the federal government, 

local governments, academia, grantee representatives, national organizations representing 

behavioral health and the interests of minority populations, and those with lived experience. 

As a result of this consultation, in the form of stakeholder listening sessions, six core 

principles emerged that serve as guidelines for the development and implementation of 

SAMHSA’s data strategy:

1. SAMHSA must focus its data efforts across the lifespan, with special attention paid to 

children and youth and older adults. 

2. SAMHSA must incorporate measures that are recovery-oriented, trauma-informed, 

and culturally and linguistically appropriate. 

3. SAMHSA must prioritize evidence-based and validated measures. 

4. SAMHSA must minimize the data burden for SAMHSA grantees and those they serve. 

5. SAMHSA must promote collaboration between and across Centers and Offices so 

that expertise and knowledge are fully leveraged. 

6. SAMHSA must align its data strategy with the Foundations for Evidence-Based 

Policymaking Act. 

These six core principles underpin the four key goals that were identified through 

stakeholder consultation. The strategy outlines the objectives, strategies, and actions to be 

undertaken to achieve these four goals.

1. Goal 1: Enhance SAMHSA’s ability to collect, capture, and maintain high-quality data.

a. Objective 1: Expand and/or leverage data on recovery, social determinants of 

health (SDOH), race and ethnicity, and sexual orientation and gender identity 

(SOGI). 

i. Strategy 1: Integrate recovery and SDOH measures.

ii. Strategy 2: Standardize collection of demographic information regarding race 

and ethnicity and SOGI information.

b. Objective 2: Streamline performance data collection tools.

i. Strategy 1: Implement a low-burden performance data collection strategy that 

ensures both compliance and high-quality performance data on SAMHSA’s 

grants.
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ii. Strategy 2: Establish a SAMHSA-led collaborative process to support ongoing 

development/updates of tools.

iii. Strategy 3: Create resource materials that improve understanding and highquality collection of performance measures.

2. Goal 2: Conduct robust performance monitoring, evaluation, and surveillance.

a. Objective 1: Modernize data storage and data systems.

i. Strategy 1: Implement integrated and interoperable data platforms.

ii. Strategy 2: Leverage secondary data sources that collect metrics that facilitate 

performance monitoring and program evaluation.

iii. Strategy 3: Invest in data literacy/capacity for SAMHSA-funded entities.

b. Objective 2: Assess the impact of SAMHSA’s funds using existing block grant and 

client services data.

i. Strategy 1: Create mechanisms for regular cross-SAMHSA review and analysis 

of grantee data.

c. Objective 3: Promote performance monitoring and evaluation at the grantee and 

state levels.

i. Strategy 1: Promote continuous quality improvement among grantees and 

states.

ii. Strategy 2: Strengthen local performance monitoring and evaluation.

3. Goal 3: Strengthen access to, utilization of, and dissemination of SAMHSA data.

a. Objective 1: Enhance utility of SAMHSA’s data files (both public and restricted use 

files).

i. Strategy 1: Assess the value of SAMHSA’s data.

ii. Strategy 2: Establish internal and/or external data dashboards (i.e., National 

Survey on Drug Use and Health [NSDUH], Treatment Episode Data Set [TEDS], 

National Substance Use and Mental Health Services Survey [N-SUMHSS], 

Mental-Health Client-Level Data (MH-CLD), Establish internal and/or external 

data dashboards.

iii. Strategy 3: Support access to data by subset (in line with usual best practices 

pertaining to privacy, etc.).

b. Objective 2: Enhance utility of SAMHSA’s data deliverables.

i. Strategy 1: Assess the value of SAMHSA’s data products.

ii. Strategy 2: Establish a data communications strategy with a focus on 

improving/advertising/promoting SAMHSA data products and ensuring broad 

usability.
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4. Goal 4: Expand and strengthen SAMHSA’s data workforce capacity.

a. Objective 1: Realign human capital to promote timely and actionable data 

collection, analysis, and dissemination.

i. Strategy 1: Promote focused and responsive performance monitoring and 

evaluation through investments in human capital.

b. Objective 2: Enhance in-house capacity as it relates to data collection and analysis.

i. Strategy 1: Hire staff who possess education and experience in the following 

core areas: data visualization, data linkage, data science, and mixed-methods 

research.

ii. Strategy 2: Enhance SAMHSA-wide staff data literacy.

A commitment to data quality, greater transparency in data collection and analysis, 

reduction in the burden of data collection, integration of diverse data sources, and 

robust dissemination of data underpin this data strategy. The strategy calls not only for 

a commitment to these principles, but also recognizes the importance of its human 

resources, and advocates for promoting each Center and Office’s data needs as well as 

the hiring and training of SAMHSA staff to enhance skills in data analysis, data science, 

and predictive analytics

INTRODUCTION

In the more than 15 years since publication of SAMHSA’s last data strategy, there has been 

an expansion in the scope and breadth of programs supported by SAMHSA as well as a 

global pandemic that highlighted the significant behavioral health issues facing the nation. 

The nature of data collection, analysis, and dissemination have also evolved, and there is an 

increasing need to demonstrate programmatic impact and routinely incorporate data in 

planning and policy decision making. 

“Having a Chief Data Officer and a data-management function 

is a start, but neither can be fully effective in the absence of 

a coherent strategy for organizing, governing, analyzing, and 

deploying an organization’s information assets.”

Cross-industry studies show that on average, “less than half of an organization’s structured 

data is actively used in making decisions—and less than 1% of its unstructured data 

is analyzed or used at all;”1

 and “having a Chief Data Officer and a data-management 

function is a start, but neither can be fully effective in the absence of a coherent strategy 

for organizing, governing, analyzing, and deploying an organization’s information assets.”2

 

Further to this, we have learned from our prior work and current listening sessions that we 

need to update and solidify our data strategy. For these reasons, SAMHSA spent the past 18 

months developing this data strategy. 

By leveraging evidence and data, from both quantitative and qualitative sources, a welldesigned data strategy can strengthen SAMHSA’s activities across its five priority areas 

and support the organization’s overall mission and vision (further details in SAMHSA’s 
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Strategic Plan). This agency-wide data strategy is designed to advance the work of each 

Center and Office while leveraging the functions and expertise of its Center for Behavioral 

Health Statistics and Quality (CBHSQ). SAMHSA’s Center and Office data collections are 

unique to their roles in the agency, and analytic needs vary accordingly. By recognizing 

the importance of collaboration in implementing needs-based and evidence-driven data 

collection, rigorous analysis, and widespread dissemination of results, the capacity of each 

Center and Office, particularly CBHSQ’s role as an Office of Management and Budget 

(OMB)-recognized Federal Statistical Unit, will be fully realized. 

In spring 2022, SAMHSA’s Data Strategy Working Group was established, and it was 

comprised of members from each Center and Office (Appendix A). This Working Group 

supported and advised the Data Strategy Leadership Team, which was co-led by staff 

from the Office of the Assistant Secretary (OAS), CBHSQ, and the Center for Substance 

Abuse Treatment (CSAT). The Working Group developed a list of internal and external 

stakeholders, which resulted in over 20 listening sessions regarding SAMHSA’s data 

collection, analysis, and dissemination efforts (Appendix B). The Working Group also 

conducted an environmental scan of data strategies from across government: The Federal 

Data Strategy; HHS’s 2018 Data Strategy; SAMHSA’s FY 2019–FY 2023 Strategic Plan; the 

National Center for Health Statistics’ Data Modernization Plan; the Centers for Disease 

Control and Prevention’s (CDC) Data Modernization Plan; and the National Institutes of 

Health’s Strategic Plan for Data Science.

These listening sessions revealed a broad array of topics and highlighted the need 

for SAMHSA to implement data collection strategies that decrease administrative or 

respondent burden, provide specialized analysis of data, and share metrics and results 

with grantees, researchers, federal partners, and the general public. This SAMHSA data 

strategy lays the foundation for this work, while also recognizing that implementation 

of new systems and paths of collaboration should be done in a thoughtful manner. 

CORE PRINCIPLES

As a result of the listening sessions, six core principles emerged that serve as guidelines for 

development and implementation of SAMHSA’s data strategy. 

1. SAMHSA must focus its data efforts across the lifespan, with special attention paid to 

children and youth and older adults. 

2. SAMHSA must incorporate measures that are recovery-oriented, trauma-informed, 

and culturally and linguistically appropriate. 

3. SAMHSA must prioritize evidence-based and validated measures. 

4. SAMHSA must minimize the data burden for SAMHSA grantees and those they 

serve. 

5. SAMHSA must promote collaboration between and across Centers and Offices so 

that expertise and knowledge are fully leveraged. 

6. SAMHSA must align its data strategy with the Foundations for Evidence-Based 

Policymaking Act.
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An overarching focus across these six core principles is a commitment to data quality. A 

key part of developing any data collection system is prioritizing the routine examination, 

and subsequent reporting, of an entity’s data quality. Through this data strategy, SAMHSA 

reaffirms its continuing commitment to examining and transparent reporting of data 

quality by following OMB’s “Guidelines for Ensuring and Maximizing the Quality, Objectivity, 

Utility, and Integrity of Information Disseminated by Federal Agencies; Republication,” 

based on the Information Quality Act (IQA) passed by Congress in 2000.3,4 Appendix C 

details the Federal Committee on Statistical Methodology (FCSM) recommendations on 

examining data quality for official statistics.

Overall, it is imperative that these principles and SAMHSA’s commitment to data quality 

be applied across SAMHSA’s discretionary, block grant, national, and financial data 

collection efforts. 

BUILDING ON THE ROLE OF SAMHSA’S CBHSQ AS A FEDERAL 

STATISTICAL UNIT

Within the HHS, SAMHSA leads public health efforts around substance use and mental 

health information, services, prevention, and data. Data collected by SAMHSA are used to 

inform programs and funding for prevention, early intervention, treatment, and recovery 

support services, all of which are funded via SAMHSA’s discretionary and block grant 

programs. The collection, analysis, and dissemination of these data are often led by CBHSQ, 

whose organization, function, and delegations of authority within SAMHSA were detailed in 

a 2018 Federal Register Notice5 (FRN); (Appendix D).

CBHSQ serves as the lead federal government center for behavioral health data. It is 

designated as an OMB-recognized Federal Statistical Unit, whose principal function is the 

collection, analysis, and dissemination of information for statistical purposes. As with other 

federal statistical units and agencies, CBHSQ embraces five fundamental principles as 

established by the Committee on National Statistics (part of the National Academies)6:

 Principle 1: Relevance to Policy Issues and Society

 Principle 2: Credibility Among Data Users and Stakeholders

 Principle 3: Trust Among the Public and Data Providers

 Principle 4: Independence from Political and Other Undue External Influence

 Principle 5: Continual Improvement and Innovation

The goals and core principles of this data strategy align with CBHSQ’s principles and 

functions, and the strategies and actions detailed here will leverage CBHSQ’s role and 

expertise at SAMHSA.
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DATA GOVERNANCE BOARD

To ensure the success of this data strategy, it is crucial that sufficient resources (both staff 

and financial) are dedicated to systems improvement, human capital investments, and 

infrastructure support. As such, SAMHSA will charter a Data Governance Board (DGB) 

charged with implementing and monitoring the success of the data strategy. The DGB will 

be led by CBHSQ, with membership comprised of subject matter experts in data collection, 

analysis, and dissemination from each of SAMHSA’s Centers and Offices. The DGB will 

implement the strategy in alignment with SAMHSA’s Strategic Plan, HHS’ Strategic Plan, 

HHS’ draft Data Strategy, as well as congressional statutes and White House Executive 

Orders (EOs). The goal of the DGB will be to improve the accessibility, quality, and reliability 

of SAMHSA’s data.

The guiding principle of SAMHSA’s DGB is to promote intra-agency collaboration and 

innovation to promote the optimal use of, and investment into, agency data resources. 

Greater detail about the responsibilities, membership, meetings, decision model, and 

reporting are in Appendix E. 

Additional Workgroups: There are five additional workgroups recommended in this strategy: a Performance Data Technical Workgroup under a Performance Data Workgroup; a 

Data Systems Workgroup; a Data-Driven Policy Workgroup, and a Data Sources Workgroup. 

The lead of each workgroup will be a standing member of the DGB to allow for greater 

coordination across SAMHSA’s Offices and Centers. More information about each is detailed 

under the data strategy goals.

Figure 1: Workgroups Proposed Under the Data Strategy

The DGB’s first charge will be to develop a charter detailing its membership, roles and 

responsibility, and workplan for implementing this data strategy. The value of this Board 

cannot be overstated, as careful monitoring of the data strategy implementation is crucial 

to successfully effectuating the goals and actions detailed on the following page.
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Figure 2: SAMHSA’s Data Strategy Goals
14 SAMHSA 2023–2026 Data Strategy

Goal 1: Enhance SAMHSA’s Ability to Collect, Capture, and Maintain High-Quality Data

GOAL 1—ENHANCE SAMHSA’S ABILITY TO 

COLLECT, CAPTURE, AND MAINTAIN HIGHQUALITY DATA 

To support its mission and fulfill congressional 

mandates, SAMHSA collects data from a wide 

variety of populations, including hospital emergency 

departments7

; individuals receiving mental health 

treatment services provided or funded through state 

mental health agencies (SMHAs)8; public and private 

substance use and mental health treatment facilities9; 

civilian, noninstitutionalized population ages 12 or 

older in the United States10; substance use treatment 

admissions and discharges from state agency data 

systems11; state mental health authorities to support 

the Community Mental Health Services Block (MHBG) 

Grant program12; individuals served via SAMHSA’s discretionary and demonstration 

programs; and individuals served via the Substance Use Prevention, Treatment, and 

Recovery Services Block Grant (SUPTRS BG, formally known as SABG).13

SAMHSA must expand its existing data collections to help programs measure emerging 

public health needs. This will involve including, revising, and/or updating recovery, 

SDOH, race/ethnicity, and sexual orientation and gender identity (SOGI) items, as well as 

streamlining the performance data collection approach.

Objective 1: Expand and/or leverage data on recovery, 

social determinants of health (SDOH), race and ethnicity,

and sexual orientation and gender identity (SOGI).

SAMHSA has already initiated efforts to develop a common data set for race and ethnicity 

within its discretionary grant portfolio and is committed to identifying common metrics 

for key demographic and outcome measures for the MHBG and SUPTRS BG. SAMHSA is 

also working to identify common metrics related to SOGI by participating in the FCSM 

Measuring Sexual Orientation and Gender Identity Research Group. 

LISTENING SESSION TAKEAWAYS:

 Recovery statistics: Participants indicated that SAMHSA does not consistently 

collect data on recovery, except for NSDUH, TEDS, the Uniform Reporting System, and 

N-SUMHSS. 

 SDOH: Respondents commented that SDOH are important correlates of resilience and 

recovery, and yet SAMHSA data collections only measure certain social drivers, including 

housing stability, education level, and criminal justice involvement. 

 Race/ethnicity and SOGI: Listening session participants voiced that across SAMHSA 

data collections, there is inconsistency in the measurement of race/ethnicity and SOGI. 
SAMHSA 2023–2026 Data Strategy 15

Goal 1: Enhance SAMHSA’s Ability to Collect, Capture, and Maintain High-Quality Data

(Greater detail of themes found during the listening session can be found in Appendix F.) 

This feedback aligns with a number of policy directives that reinforce the importance of 

recovery, SDOH, race/ethnicity, and SOGI data, including:

 SAMHSA’s newly launched Office of Recovery14; 

 HHS’s Office of Disease Prevention and Health Promotion definition of SDOH for 

Healthy People 203015;

 EO 13985: “Advancing Racial Equity and Support for Underserved Communities Through 

the Federal Government”16; and

 EO 14075: “Advancing Equality for Lesbian, Gay, Bisexual, Transgender, Queer, and 

Intersex Individuals.”17 

Strategy 1: Integrate recovery and SDOH measures.

Action 1: Work with the Office of Recovery and Office of Behavioral Health Equity (and 

other stakeholders, when appropriate) to identify evidence-based recovery and SDOH 

measures. 

This action will result in an inventory of possible recovery and SDOH items, as well as 

what is currently used across SAMHSA.

Action 2: Publish a Request for Information soliciting inputs on a proposal for incorporating 

specific recovery and SDOH measures across SAMHSA’s data collection modalities.

This action will result in a comprehensive list of recovery and SDOH items to be 

considered for use.

Action 3: Incorporate feedback and develop/implement a recovery/SDOH data collection 

plan.

This action will result in more robust collection of recovery and SDOH measures. 

Strategy 2: Standardize collection of demographic information regarding 

race and ethnicity and SOGI information.

Action 1: Inventory race/ethnicity and SOGI data 

collection best practices across HHS, the federal 

government, and state/local/tribal areas. 

This action will help SAMHSA create a 

comprehensive best practices list.

Action 2: Inventory of SAMHSA’s current race/ethnicity 

and SOGI measurement.

This action will result in a list of all race/ethnicity and SOGI items used by SAMHSA.

Action 3: Propose and implement a cross-SAMHSA demographic data collection tool.

This action will result in implementation of more unified race and ethnicity and SOGI 

data collection across SAMHSA. 
16 SAMHSA 2023–2026 Data Strategy

Goal 1: Enhance SAMHSA’s Ability to Collect, Capture, and Maintain High-Quality Data

Objective 2: Streamline performance data collection tools.

Collecting data can be a time-consuming and 

resource-intensive process, and it is important to 

ensure that the burden on those being served is 

minimized as much as possible. Listening sessions 

revealed the importance of simplifying data 

collection processes and reducing the number of 

data points being collected. 

LISTENING SESSION TAKEAWAYS: 

SAMHSA held multiple listening sessions with performance tool stakeholders (Appendix 

B) and a number of themes emerged (Appendix F). At a high level, SAMHSA found 

that different grantees have different data needs, are overwhelmed by respondent and 

administrative burden, and saw value in a thorough examination of the fitness-for-use of 

data collection items and materials describing the utility of data collection for respondents. 

Tribes had unique concerns, including data sovereignty. 

Strategy 1: Implement a low-burden performance data collection strategy 

that ensures both compliance and collection of high-quality performance 

data on SAMHSA’s grants.

Action 1: Assess common themes and questions across tools and categorize measures by 

evidence-base, data quality, redundancy, and other variables of interest.

This action will result in an inventory of common themes and measures across 

SAMHSA Government Performance and Results Act (GPRA) tools. 

Action 2: Develop a performance monitoring approach that prioritizes decreased burden 

and high-quality performance data for FY25 OMB approval.

This action will result in changes implemented across SAMHSA to the various GPRA 

packages. 
SAMHSA 2023–2026 Data Strategy 17

Goal 1: Enhance SAMHSA’s Ability to Collect, Capture, and Maintain High-Quality Data

Strategy 2: Establish a SAMHSA-led collaborative process to support 

ongoing development/updates of the agency’s performance management 

approach.

Action 1: Convene a Performance Data Technical Workgroup inclusive of national bodies, 

states, territories, Tribes, grantees, community-based organizations, and other key 

stakeholders (including those from under-resourced populations and those with lived 

experience).

This action will (1) result in a workgroup able to provide perspective on measure 

change from the grantee, state, and evaluator perspective, and (2) create and 

implement an engagement plan for continuous and meaningful feedback from 

internal and external (selected states, Tribes, and discretionary grantees) stakeholders.

Action 2: Create a specific workplan that reflects the importance of tribal sovereignty in the 

collection, management, and the use of tribal data. 

This action will result in an actionable workplan to be used by the Performance Data 

Working.

Strategy 3: Create resource materials that improve understanding and 

high-quality collection of measures.

Action 1: Develop and maintain client-facing frequently asked questions (FAQs) describing 

performance tools, associated data collection training protocols, purpose of the collected 

data, and how SAMHSA maintains confidentiality.

This action will result in FAQs that will ultimately support improved quality of the 

responses, including unit and item missingness.

Action 2: Create guidance on the way SAMHSA performance data should be collected, 

recorded, and represented.

This action will be informed by data on how grantees currently collect discretionary 

grant data and will lead to the development of a set of best practices that is 

stakeholder led.
18 SAMHSA 2023–2026 Data Strategy

Goal 2: Conduct Robust Performance Monitoring, Evaluation, and Surveillance

GOAL 2 – CONDUCT ROBUST PERFORMANCE 

MONITORING, EVALUATION, AND 

SURVEILLANCE 

Performance Monitoring, Evaluation, and Surveillance

Performance monitoring encompasses the ongoing collection, monitoring, review, and 

reporting of data on preselected measures related to specific activities, and services 

delivered. Quantitative data assists in measuring progress toward pre-established goals 

and targets, while also determining whether an activity is achieving its stated output/

outcome objectives.

Evaluation is an assessment using systematic data collection and analysis of one or 

more programs, policies, and organizations intended to assess their effectiveness and 

efficiency. An evaluation indicates how well all or part of a program, intervention, policy, 

regulation, or other government activity is working.

Surveillance pertains to the systematic collection and analysis of data related to 

a specific aspect of public health or social welfare, such as tracking geographic 

distribution, monitoring the prevalence of a particular risk factor, and evaluating the 

effectiveness of public health interventions.

Adapted from https://www.cdc.gov/evaluation/index.htm; https://www.evaluation.gov/

assets/resources/Performance-Measurement-and-Evaluation.pdf; and ‘The Evidence 

Act’ (Public Law No: 115-435).

To ensure the successful operation and ongoing improvement of any organization, 

program, or the U.S. public health system, the application of comprehensive performance 

monitoring, evaluation, and surveillance systems is crucial. These systems involve the 

continuous collection and analysis of data, with the aim of tracking progress, ensuring 

that resources are used effectively, identifying areas for improvement, and informing 

programmatic and policy development. By providing accurate and up-to-date information, 

these systems will enable SAMHSA to make informed decisions and allocate resources 

effectively, ultimately leading to improved outcomes for the communities that SAMHSA 

serves. 

In this way, evaluation and performance monitoring play important yet distinct roles in the 

management of public programs. Evaluation provides periodic, methodical assessment 

using social science techniques to judge the overall effectiveness of a program model and 

identify ways to enhance outcomes going forward.18 Performance monitoring involves 

the routine, ongoing tracking of key aspects of program operations and service 

delivery activities.19
SAMHSA 2023–2026 Data Strategy 19

Goal 2: Conduct Robust Performance Monitoring, Evaluation, and Surveillance

While evaluation is focused on understanding the results and impacts of a program, 

performance monitoring examines the implementation and process elements. As Poister 

(2003) explains, performance monitoring provides managers with continuous feedback 

to determine whether program activities and workflows are being executed as originally 

planned and designed, and if resources such as staffing and budgets are being utilized 

in an efficient and appropriate manner.20 Typical performance metrics that would 

be monitored include counts of clients served or visits completed, staffing ratios and 

caseloads, resource utilization rates, and spending against budget. These implementationfocused metrics allow managers to ensure day-to-day activities are aligned with program 

objectives.21 

While useful for oversight, the operational insights from performance monitoring have 

limitations for comprehensive, evidence-based program evaluation. As Newcomer et al. 

(2015) point out, performance monitoring data provide observational snapshots of internal 

workflows but cannot credibly establish causal relationships between a program and its 

intended impacts over time, or answer evaluative questions about improvements in end 

outcomes.22 For example, simply tracking the number of clients served or visits completed 

does not provide insights into whether or how those program activities or services 

influenced any changes in well-being or behaviors among the target populations.

In contrast, program evaluation employs social science methodologies centered on 

establishing causal connections between a program model and its intended impacts 

or outcomes. Common techniques include randomized controlled trials, pre–post 

assessments, comparison group studies, longitudinal surveys, qualitative interviews, and 

rigorous document analysis.23 For instance, a SAMHSA-funded program evaluation may 

examine, through statistical modeling of multiple years of data, whether the introduction 

of an intervention was associated with any significant changes in key outcome measures, 

such as rates of substance misuse within a community or employment rates and economic 

stability among individuals receiving services.

This focus on determining clear, attributable relationships between programs and 

their stated goals is what distinguishes in-depth evaluation from the more superficial 

monitoring of operational dynamics. While useful for oversight, performance data alone 

cannot provide meaningful answers to the fundamental evaluative questions about 

true outcomes, results, and impact that high-quality program evaluation is designed 

to investigate.24 In this way, performance monitoring offers real-time insights into the 

implementation of program processes, whereas evaluation provides rigorous, evidencefocused assessment of whether intended outcomes are being achieved. Together, these 

complementary approaches give stakeholders a comprehensive understanding of both 

program operations and effects to guide effective management of public resources.

SAMHSA’s performance monitoring, evaluation, and surveillance systems must possess 

certain characteristics. They should continue to be comprehensive, covering all aspects of 

the program or organization’s work.25 They should also be timely, providing regular updates 

on progress and allowing for judicious course correction as needed.26 In addition, they 

should always be accurate and reliable, with ongoing use of high-quality data sources and 

robust statistical methods.27 
20 SAMHSA 2023–2026 Data Strategy

Goal 2: Conduct Robust Performance Monitoring, Evaluation, and Surveillance

Objective 1: Modernize data storage and data systems. 

To improve its ability to serve the needs of target 

populations, SAMHSA must modernize its data systems. 

By implementing integrated and interoperable data 

platforms, SAMHSA seeks to improve the quality and 

accessibility of its data, which could in turn facilitate 

more informed decision making and enhance program 

effectiveness. By leveraging secondary data sources 

and investing in predictive analytics, SAMHSA might 

gain more rapid and valuable insights into the needs 

and preferences of its target populations, which can 

help the agency respond proactively to emerging challenges and opportunities. Finally, by 

investing in data literacy and capacity building, SAMHSA seeks to ensure that grantees and 

the behavioral health workforce more broadly have the skills and resources they need to 

manage and analyze data effectively, which could lead to more informed decision making 

and improved program outcomes. 

LISTENING SESSION TAKEAWAYS: 

Need for updated systems: There is a need to consider extensive and well-planned 

upgrades to data platforms (i.e., SAMHSA’s Performance Accountability and Reporting 

System, Web-Block Grant Application System, eRA Commons, etc.), as current systems 

are outdated, segregated, and lack interoperability. 

 Center and Office independence to analyze their own data: Internal stakeholders 

expressed a desire for increased SAMHSA Center and Office independence in the 

analysis of performance data, proposing that program analysis units be given additional 

resources and be staffed with skilled employees. This will allow Centers and Offices to 

address their individual data and assessment needs in a timely and mission-focused 

way. 

 Reduce burden: There is a desire to reduce the burden of data collection by using 

existing secondary data to augment analytic potential. Grantees also reported a need 

to implement technical assistance that promotes data literacy and analysis as well as 

facilitates grantee-level data analysis and use in organization-level planning decisions. 

Strategy 1: Implement integrated and interoperable data platforms for 

the collection, storage, and analysis of discretionary and formula grants, 

financial information, national data sets, and other data collected by 

SAMHSA.

Action 1: Establish a cross-SAMHSA Data Systems Workgroup charged with modernizing 

applications and technology to improve SAMHSA operations and ensure alignment of 

investments in software/platforms. 

This action will result in a workgroup composed of SAMHSA experts in data 

management and analysis responsible for identifying and evaluating potential 

upgrades to SAMHSA’s information technology (IT) systems. 
SAMHSA 2023–2026 Data Strategy 21

Goal 2: Conduct Robust Performance Monitoring, Evaluation, and Surveillance

Action 2: Assess and develop recommendations for immediate or future actions that 

promote functional IT systems that are interoperable and capable of collecting, storing, 

and analyzing data. 

This action will result in a series of recommendations to the OAS on how to promote 

functional and integrated IT systems that can collect, store, and analyze data in an 

effective and sophisticated manner. 

Action 3: Procure integrated and interoperable data platforms for the collection, storage, 

and analysis of discretionary and formula grants, financial information, national data sets, 

and other data collected by SAMHSA. 

This action will result in integrated and interoperable data platforms that help lead to 

more informed decision making and enhanced program analysis.

Strategy 2: Leverage secondary data sources that collect real-time and/

or pertinent metrics that facilitate performance monitoring and program 

evaluation.

Action 1: Assess options for leveraging secondary data sources to augment analysis of 

SAMHSA’s data sets. 

This action will result in a workgroup composed of SAMHSA staff that will source data 

sets that can be used to augment current data collection, or to provide additional 

information.

Action 2: Establish interagency connections to leverage secondary data sources, including 

real-time metrics, surveillance, and programmatic data.

This action will provide valuable insights into the effectiveness of SAMHSA’s programs 

as well as the populations that they serve. 

Action 3: Explore use of proprietary and government data sets to expand analytic potential, 

reduce collection burden, and enhance program analysis.

This action will result in robust data sets that can help inform SAMHSA policy and 

program decisions. 

Action 4: Assess feasibility of using SAMHSA and secondary data to support active 

forecasting and predictive data analytics. 

This action will result in more robust data-driven policy, while also allowing SAMHSA to 

respond to emerging patterns of behavioral health concern. 

Strategy 3: Invest in data literacy/capacity for SAMHSA-funded entities.

Action 1: Explore mechanisms to fund organizational-level data coordinators (i.e., data 

management experts who organize data for use by analysts).

The DGB will explore mechanisms to fund organizational-level data coordinators, who 

will be responsible for organizing data for use by analysts and help to improve the 

overall quality and accessibility of data.
22 SAMHSA 2023–2026 Data Strategy

Goal 2: Conduct Robust Performance Monitoring, Evaluation, and Surveillance

Action 2: Explore the feasibility of awarding data infrastructure grants to support capacity 

around state/tribal-level grant data collection.

If reestablished, this action will help recipients improve their data management 

systems and infrastructure, which would in turn enhance their ability to collect, 

analyze, and utilize data related to SAMHSA’s programs. 

Action 3: After performing a gap and needs analysis, explore the feasibility of increasing 

caps on the use of grant funds for data collection, evaluation, and continuous quality 

improvement at the grantee level.

This action will help grantees allocate more resources towards data management 

and analysis, which could lead to improved data quality and utilization. 

Action 4: Re-establish State Epidemiological Outcomes Workgroups across all jurisdictions. 

This action will result in recommendations to the OAS exploring mechanisms and 

funding to appropriately support the State Epidemiological Outcomes Workgroups. 

Objective 2: Assess the impact of SAMHSA’s funds using 

existing block grant and client services data.

SAMHSA needs to use its existing data sets to engage in rigorous program analysis and 

to critically appraise the impact of grants at the individual and community level. Block 

grants have collected extensive metrics over many years, creating a rich longitudinal data 

set that can be used to assess outcomes, look for gaps in current interventions, and to 

consider emerging needs. Similarly, SAMHSA’s Office of Financial Resources collects reliable 

financial, cost, and performance information. This data is not routinely used for grants 

management purposes or other programmatic/policy development.

LISTENING SESSION TAKEAWAYS: 

 Use of current and historical data: SAMHSA’s client-level longitudinal data, particularly 

from the block grants, should be rigorously analyzed to assess programmatic and clientlevel impacts, as appropriate, over time. 

 Lack of transparency: Grantees and academic stakeholders request regular reporting of 

client-level data and publicly available analysis and reports.

 A need to effectively use SAMHSA’s data: The assessment of block grant and client 

services data can help to better understand the effectiveness of SAMHSA’s programs 

and to identify areas for improvement. 

Strategy 1: Create mechanisms for regular, cross-SAMHSA review and 

analysis of grantee.

Action 1: Analyze current and historical block and discretionary grants data as they relate to 

access to, use of, and outcomes from services, with a focus on equity. 

This analysis will form the basis of a report that identifies trends and patterns 

in program and client-level data, while also ensuring that services are delivered 

equitably to all target populations. 
SAMHSA 2023–2026 Data Strategy 23

Goal 2: Conduct Robust Performance Monitoring, Evaluation, and Surveillance

Objective 3: Promote performance monitoring and 

evaluation at the grantee and state levels.

Consistent with healthcare activities across the continuum of care, there is a need for 

SAMHSA to foster continuous quality improvement at the grantee and state levels. 

Grantees collect a significant amount of data on SAMHSA’s behalf, and SAMHSA must 

provide the resources for grantees to use this data appropriately and in a manner that 

drives person-centered innovation and positive outcomes. This collaborative process is 

supported by activities described throughout this objective. 

LISTENING SESSION TAKEAWAYS:

 Training and technical assistance opportunities: Grantees, particularly Tribal Nations and 

other under-resourced populations, reported an interest in using the data they collect to 

inform their programs and practices, while also working with SAMHSA to review metrics 

and contribute to data-driven policy. 

Strategy 1: Promote continuous quality improvement among grantees and 

states.

Action 1: Support enhanced sharing and analysis of grantee-level metrics in a manner that 

promotes positive change and structural reform. 

This action will result in recommendations for facilitating this work in accordance with 

associated legal protections of confidentiality.

Action 2: Host annual Grantee Data Users Conferences.

This action will result in annual state, tribal, and grantee-level data users conferences 

that provide a forum through which grantees can share information with one another 

and SAMHSA, while also promoting dialog and action around potential barriers or 

facilitators to data collection. 

Action 3: Invest in technical assistance to grantees.

This action will help grantees establish continuous performance monitoring and 

evaluation using their own data. 

Strategy 2: Strengthen local performance monitoring and evaluation.

Action 1: Identify and implement best practices that rigorously protect individuals’ identity 

when returning data to grantees. 

The DGB will assess and implement evidence-based, universal procedures to 

rigorously protect individual identity when sharing data, in accordance with 

associated legal protections of confidentiality.

Action 2: Determine the types of metrics to share with grantees and the format for 

sending/sharing data. 

The Data Performance Workgroup will coordinate with grantees to curate those 

metrics that will be regularly shared, and to determine how they will be shared. 
24 SAMHSA 2023–2026 Data Strategy

Goal 3: Strengthen Access to, Utilization of, and Dissemination of SAMHSA Data 

GOAL 3 – STRENGTHEN ACCESS TO, 

UTILIZATION OF, AND DISSEMINATION 

OF SAMHSA DATA

SAMHSA’s ability to capture and maintain high-quality 

data that results in robust analysis is incomplete without 

an accompanying focus on enhancing access to and 

dissemination of SAMHSA’s data. There are a variety of 

ways to define data dissemination. Bauman, et al., define 

data dissemination as “the process of communicating 

information through defined channels and media 

in order to reach various target groups (e.g., national 

policymakers, researchers, health professionals, or consumers).”28 The University of Michigan 

took this a step further, saying that, “an additional aspect of dissemination is how to share 

research findings with interested parties. Determining who is using the data and why is 

important to consider as part of a comprehensive dissemination strategy.”29 Bauman, et 

al., created a framework for how to successfully disseminate data, as follows: (1) develop 

clear and evidence-based resources or innovations; (2) define the target audience; (3) 

select communication channels; (4) engage decision makers; and (5) develop evaluation 

frameworks around dissemination. 

CBHSQ adheres to OMB’s “Statistical Policy Directive No. 4: Release and Dissemination of 

Statistical Products Produced by Federal Statistical Agencies, Notice.”30 It discusses the 

nature of how recognized statistical units embargo data, perform outreach to media, and 

states: 

“To further support the quality and integrity of Federal statistical information, OMB 

is issuing a new Statistical Policy Directive designed to preserve and enhance the 

objectivity and transparency, in fact and in perception, of the processes used to release 

and disseminate the statistical products of Federal statistical agencies. The procedures 

in the directive are intended to ensure that statistical data releases adhere to data 

quality standards through equitable, policy-neutral, and timely release of information 

to the general public... The timing of the release of statistical products, including 

statistical press releases, regardless of physical form or characteristic, shall be the sole 

responsibility of the statistical agency or unit that is directly responsible for the content, 

quality, and dissemination of the data.”

As part of its efforts in dissemination of data, over the past decade, the federal government 

has invested heavily in development of data dashboards. These can help capture, track, 

analyze, and visualize important key performance indicators and metrics while letting 

people see information in near-real time. Data dashboards can also visualize massive 

amounts of information pulled from different sources. Dashboards can let agencies see 

trends, challenges, and successes in an ongoing manner that would be challenging to 

achieve with traditional data analysis methods. 
SAMHSA 2023–2026 Data Strategy 25

Goal 3: Strengthen Access to, Utilization of, and Dissemination of SAMHSA Data 

Objective 1: Enhance utility of SAMHSA’s data files (both 

public and restricted-use files).

LISTENING SESSION TAKEAWAYS:

 Challenges accessing and utilizing SAMHSA’s data and data products: While 

listening session participants lauded SAMHSA for the ability to access certain data sets, 

such as NSDUH, TEDS, and N-SUMHSS, we also heard about the challenges in accessing 

and/or maximizing use of other data sets. Suggestions were provided about how to 

make the data easier to access, use, and connect with other available data sources, as 

well as how to clarify the intended use of a given data set.

 Using SAMHSA data: Large data sets like those collected via the state block grants 

have largely gone unused. Creating access points to SAMHSA’s discretionary and block 

grant data could offer the opportunity for robust analysis and help inform policymaking 

at the state or national level. 

 Lack of reciprocity: Many respondents mentioned a lack of reciprocity with data 

(“nothing in return”), where data is only sporadically reported back to grantees for 

performance improvement. 

 Modernize SAMHSA’s data dashboards: Participants consistently mentioned the need 

for SAMHSA to modernize its approach to data dissemination, namely via establishing 

public-facing data dashboards. 

 Importance of understanding underserved populations: SAMHSA received ongoing 

feedback that there is profound interest in being able to understand more about 

traditionally underserved populations and/or communities, but statistical suppression 

within a given data set can pose challenges. Relatedly, SAMHSA also received feedback 

that it is no longer of value to understand a given population from just one perspective 

(aka variable); in fact, people are multifaceted, and creating mechanisms to apply an 

intersectional lens to data analysis would better serve our communities.

Goal 3 seeks to enhance the value and use of SAMHSA’s data by creating processes that 

extend access to a broad array of users as a means of ultimately encouraging innovation 

in the field of behavioral health. This can be done by focusing on SAMHSA’s data and data 

deliverables, with attention to the audiences (both current and future) and their needs.

Strategy 1: Assess the value of SAMHSA’s data.

Action 1: Develop recommendations for 

improving use of SAMHSA’s data sets.

This action will result in a series 

of recommendations for how to 

improve the usability of SAMHSA’s 

data sets. 
26 SAMHSA 2023–2026 Data Strategy

Goal 3: Strengthen Access to, Utilization of, and Dissemination of SAMHSA Data 

Action 2: Leverage a unified data use agreement for release of data sets to outside entities, 

as appropriate and permissible. 

As defined by HHS, a “data use agreement (DUA) is a legal binding agreement 

between the OPDIV [HHS Operating Division] and an external entity (e.g., contractor, 

private industry, academic institution, other Federal government agency, or state 

agency), when an external entity requests the use of personal identifiable data 

that is covered by a legal authority... The agreement delineates the confidentiality 

requirements of the relevant legal authority, security safeguards, and the OPDIV’s data 

use policies and procedures. The DUA serves as both a means of informing data users 

of these requirements and a means of obtaining their agreement to abide by these 

requirements.31 

This action will result in a consistent SAMHSA approach to sharing data with external 

parties and minimize confusion and misinformation on how and when data can be 

shared.

Action 3: Explore development of external access to block grant and/or discretionary 

grant data. 

This action will set the stage for broader plan for SAMHSA to include block grant and 

discretionary data as part of its public and/or restricted use files, with the goal of 

leveraging these robust data sets to better inform policy and program development. 

Strategy 2: Establish internal and/or external data dashboards (i.e., 

NSDUH, TEDS, N-SUMHSS, MH-CLD, DAWN, performance data.

Action 1: Develop meaningful and easyto-navigate dashboards. 

This action will result in a plan that assesses 

which data sets lend themselves to dashboard 

development, determines the audience/s for 

such dashboards (both internal and external to 

SAMHSA), and estimates costs of development 

and maintenance. Timely updates can be 

ensured by starting with single-use cases, pilot 

testing, user testing, and building application 

programming interfaces. In addition, this action will result in a better understanding of the 

financial, technological, and staffing requirements needed to support development and 

maintenance of the dashboard/s. 

Strategy 3: Support access to data by subset (in line with usual best 

practices pertaining to privacy, etc.).

Action 1: Facilitate access to cross-SAMHSA metrics that can be stratified by sub-state, 

county, and/or local jurisdictions. 

This action will result in the ability to drill down by geographic area given the 

added power of data available from across SAMHSA, as opposed to just one 

program/data set.
SAMHSA 2023–2026 Data Strategy 27

Goal 3: Strengthen Access to, Utilization of, and Dissemination of SAMHSA Data 

Action 2: Facilitate access to cross-SAMHSA metrics 

that can be stratified by race, ethnicity, and SOGI. 

This action would result in the ability to drill down 

by race and ethnicity and SOGI variables, while 

balancing disclosure risk and privacy concerns.

Action 3: Facilitate access to cross-SAMHSA metrics 

that can be stratified by age, specifically children/youth 

and older adults (65+). 

This action would result in the ability to drill down 

by age while balancing disclosure risk and privacy 

concerns.

Action 4: Facilitate the ability to examine intersectionality when conducting research and 

analysis with SAMHSA’s data.

This action will result in a more comprehensive analysis accounting for structural 

barriers, recognizing that only looking at outcomes by one variable can produce 

misleading results.
28 SAMHSA 2023–2026 Data Strategy

Goal 3: Strengthen Access to, Utilization of, and Dissemination of SAMHSA Data 

Objective 2: Enhance utility of SAMHSA’s data deliverables. 

Every year, SAMHSA publishes a wealth of materials related to the data it collects. These 

may take the form of national reports, short or long reports, data snapshots, state 

profiles, infographics, and fact sheets. Often these resources are not widely accessed by 

SAMHSA’s stakeholders, notwithstanding the time, effort, and resources dedicated to their 

development. This strategy focuses on assessing the relative value of SAMHSA’s major data 

deliverables, with the goal of working to improve accessibility of these products. 

LISTENING SESSION TAKEAWAYS:

 Need more investment in targeted communication of findings: Listening session 

members expressed that while SAMHSA invests a significant amount of time and 

money on data collection and analysis, it has dedicated less resources towards 

communicating said analyses in a meaningful way to a diverse array of stakeholders. 

 Need to improve the ability for stakeholders to 

use SAMHSA’s data: Participants reflected that 

SAMHSA’s data must be communicated such that 

there is broad understanding of the data, and the 

messages reach the intended audiences and promote active use of findings in support 

of people with mental health and/or substance use disorders. 

 Enhancing usability of SAMHSA’s data is important internally and externally: 

Stakeholders explained that it can be challenging for the SAMHSA workforce to absorb 

and integrate key findings into a given workstream and thereby limit improvements 

on the impact of SAMHSA’s efforts. Good internal communication is as crucial as good 

external communication and can play a key role in forming a data-driven culture.

Strategy 1: Assess the value of SAMHSA’s data products.

Action 1: Inventory all SAMHSA data deliverables.

This action will result in a comprehensive record of SAMHSA’s data deliverables that 

will serve to inform subsequent stakeholder engagement.

Action 2: Review website analytics pertaining to SAMHSA’s data deliverables.

This action will result in a quantitative review of access to SAMHSA’s data deliverables, 

which will serve as a proxy for what data products are of most value to different types 

of stakeholders. 

Action 3: Evaluate methods to engage a broad range of stakeholders.

This action will result in a series of recommendations for how to improve the 

accessibility of SAMHSA’s data products. 
SAMHSA 2023–2026 Data Strategy 29

Goal 3: Strengthen Access to, Utilization of, and Dissemination of SAMHSA Data 

Strategy 2: Establish a data communications strategy with a focus on 

improving/advertising/promoting SAMHSA data products and ensuring 

broad usability.

Action 1: Hire a data communications team. 

This action will result in a small team of individuals 

trained in communication and data, nested within 

SAMHSA’s CBHSQ, that will be charged with framing SAMHSA’s data findings in a 

manner that is digestible to a variety of audiences.

Action 2: Conduct user experience research.

This action will inform development of a CBHSQ data communications strategy.

Action 3: Develop and implement a data communications strategy, which would work 

collaboratively with SAMHSA’s Office of Communications. 

This action will produce an actionable strategy that frames SAMHSA’s key audiences, 

recognizes why these audiences are of importance to SAMHSA, assesses how and 

when communication with various audiences should occur, describes what form that 

communication should take, and defines by what mechanisms said communication 

should be provided. 

Action 4: Develop recommendations on parameters of a possible publication vehicle 

within SAMHSA.

This action will result in an assessment and evaluation of implementing a “voice of 

SAMHSA” which can serve as the agency’s primary vehicle for scientific publication 

of timely, reliable, authoritative, accurate, objective, and useful behavioral health 

information and recommendations.
30 SAMHSA 2023–2026 Data Strategy

Goal 4: Expand and Strengthen SAMHSA’s Data Workforce Capacity 

GOAL 4 – EXPAND AND STRENGTHEN 

SAMHSA’S DATA WORKFORCE CAPACITY

Improving data literacy and skills among SAMHSA’s 

workforce is crucial for the effective collection, analysis, 

and dissemination of data in support of the agency’s 

mission. An appropriately skilled workforce has the 

potential to increase productivity and efficiency, foster 

innovation and adaptability, and effectively contribute 

to work that improves outcomes for those served by 

SAMHSA. 

Strategic investments in human capital with data 

expertise not only facilitate activities within SAMHSA, 

but also invigorate data-driven initiatives and learning. 

Having a skilled workforce in data-related areas can 

lead to more accurate and reliable data being collected, analyzed, and disseminated. This, 

in turn, can improve decision making within SAMHSA and support the organization’s 

efforts to better serve those with substance misuse and mental health conditions.32 A 

skilled workforce can also improve transparency and accountability, while supporting 

SAMHSA’s grant-making and programmatic efforts.33 Ultimately, investing in human 

capital through the expansion and improvement of a skilled workforce can contribute to 

the overall goal of improving access to care and improving the lives of those served by 

SAMHSA. 

Objective 1: Realign human capital to promote timely and 

actionable data collection, analysis, and dissemination.

SAMHSA can establish focused and responsive performance monitoring by defining the 

roles and responsibilities of the Centers/Offices and appropriating funding for them to hire 

skilled staff and maintain coordinated data platforms that address their data needs, while 

also closely coordinating with CBHSQ on SAMHSA-wide data-related activities that may 

have an effect on the agency as a whole. 

LISTENING SESSION TAKEAWAYS:

 Facilitate collaboration between Centers (including CBHSQ) and Offices in data 

collection and analysis pertinent to their needs: Many SAMHSA components have 

established program analysis units to assess their data and to design client-level 

collection tools, and there is a desire to augment these units through allocation of 

resources and skilled staff. 

 Align data roles and responsibilities: Internal listening sessions revealed specific 

functions set out for CBHSQ in a 2018 FRN. Centers and Offices reported a desire to 

better collaborate with CBHSQ to take greater responsibility for the collection and 

analysis of performance data where appropriate.

 Grantees seek focused and responsive feedback: Listening sessions revealed a 

high level of interest among grantees to receive timely feedback on progress and 

performance measures. 
SAMHSA 2023–2026 Data Strategy 31

Goal 4: Expand and Strengthen SAMHSA’s Data Workforce Capacity 

This objective is crucial for the organization to effectively improve access to care for those 

with substance use and mental health conditions. This also aligns with the reported 

desire to enhance data literacy among SAMHSA staff and grantees, and to do this in a 

collaborative manner. This not only leverages existing skills, but also provides numerous 

benefits, including increased productivity and efficiency, as well as fostering innovation. 

Further to this, investing in human capital can improve job satisfaction and engagement, 

while also improving employee retention. 

Strategy 1: Promote focused and responsive performance monitoring and 

evaluation through investments in human capital.

Action 1: Provide resources and staffing to Center/Office program analysis units that 

collaborate with CBHSQ. 

This action will allow Centers and Offices to conduct timely analysis and reporting, 

while balancing privacy concerns and confidentiality protections mandated of the 

federal government. 

Action 2: Align the data roles and responsibilities of SAMHSA’s Centers and Offices.

This action will allow CBHSQ to focus on its roles and responsibilities more 

intentionally as defined in this FRN (See Appendix D). Center and Office program 

analysis units will be able to assume greater responsibility for the collection, analysis, 

and dissemination of client and program level data, as appropriate. 

Action 3: Appropriate funding for Centers and Offices to hire skilled staff and to maintain 

coordinated program-specific data platforms, in close consultation and coordination with 

the Chief Information Officer and CBHSQ.

This funding will allow the Centers/Offices the necessary resources to support staff 

efforts towards effectively collecting, analyzing, and disseminating data pertinent to 

their mission and grantees. 

Action 4: Create a SAMHSA-wide Data-Driven Policy Working Group to promote datadriven decision making that includes qualitative data collected from project officers.

The DGB will make recommendations to the OAS based on the advice of this working 

group. 

Objective 2: Enhance in-house capacity as it relates to data 

collection and analysis.

LISTENING SESSION TAKEAWAYS:

 Challenges in hiring new staff: Listening sessions within SAMHSA and the federal 

government highlighted the need to hire staff with skills that support data-driven 

initiatives and emphasized potential difficulties in identifying appropriate skills and 

attributes during the hiring process. 
32 SAMHSA 2023–2026 Data Strategy

Goal 4: Expand and Strengthen SAMHSA’s Data Workforce Capacity 

 Investing in staff experienced in data visualization, data linkage, data science, 

etc.: It is essential to invest in human capital with education and experience in data 

visualization, data linkage, data science, mixed-methods research, data collection/survey 

methodology, and data architecture. 

 Training existing staff: Across SAMHSA, there is a desire for education and training in 

data analysis, linkage, and dissemination for all staff, particularly those who administer 

grants and who have regular contact with grantees. SAMHSA stakeholders expressed 

a desire to receive training in-house, particularly in the use of intuitive software and 

collaborative learning as well as to participate in data groups that promote new skills. 

SAMHSA’s objective of enhancing in-house capacity as it relates to data collection, analysis, 

and dissemination is crucial for the organization to effectively support its mission and to 

improve access to care for those with substance use and mental health conditions. To 

achieve this objective, SAMHSA has outlined two strategies: hiring staff with education and 

experience in data-related areas and enhancing staff data literacy. 

Strategy 1: Hire staff who possess education and experience in the 

following core areas: data visualization, data linkage, data science, and 

mixed-methods.

Action 1: Perform a gap analysis of skills assessment for Centers and Offices around data 

visualizations, data linkage, data science, and data collection/survey methodology.

This action will result in an analysis that identifies areas for improvement and guide 

any future hiring decisions. 

Strategy 2: Enhance wide staff data literacy.

Action 1: After performing a skills analysis and a staff survey, the DGB will coordinate datarelated training for all staff.

This action will result in more consistent and high-quality professional development 

trainings on data for staff, particularly for those who are not otherwise part of Center 

and Office data units.

Action 2: Support applications to HHS’s Data Science CoLab Program.

Engagement in such training will enhance the skills of participants and create new 

data user networks. 

Action 3: Establish ongoing learning opportunities for staff, including data affinity groups 

and support for attendance at courses and conferences related to data collection, analysis, 

and dissemination.

Such learning opportunities will help staff stay up to date on the latest data-related 

developments and best practices, while also inspiring data-driven discussions and 

analysis. 
SAMHSA 2023–2026 Data Strategy 33

Minimizing Burden, Maximizing Utility

CONCLUSION

This data strategy provides a comprehensive and forward-looking approach to improving 

SAMHSA’s data capabilities. By recognizing the crucial role that data plays in providing 

knowledge and informing decision making, this strategy demonstrates SAMHSA’s ongoing 

commitment to ensuring that data are used in a way that is relevant, meaningful, and of 

value to those it serves. To this end, no part of the strategy is intended to be aspirational—

it has been developed after extensive consultation with stakeholders, and there is an 

expectation that the new SAMHSA DGB will implement and monitor the success of this 

data strategy. 

Investments in human capital and IT systems are a key component of this strategy, as 

they provide long-term savings and enhanced flexibility in data analysis and application. 

Recognition of the urgent need to redesign how data is collected and disseminated 

highlights the importance of taking a strategic and proactive approach to improving 

data capabilities. SAMHSA also recognizes that expanding the collection of certain data 

elements, such as SDOH, is key to improving and tracking key issues that pertain to the 

public’s health. 

Strategic elements pertaining to workforce and human capital are designed to improve 

workflow and ensure that SAMHSA has the skills and capacity it needs to effectively collect, 

analyze, and disseminate data. This will help SAMHSA to meet its goals and better serve 

those in need. Similarly, supporting technical assistance for grantees facilitates decision 

making, improves outcomes, and has positive impacts on communities. 

Additionally, by engaging internally and externally, and taking a responsive approach 

to stakeholder needs, SAMHSA is demonstrating its commitment to transparency, 

accountability, and collaboration. This approach will not only help to ensure that data is 

being used in the most effective and meaningful way possible, it will also foster trust and 

confidence in SAMHSA’s data and analytic capabilities.

This document represents a significant step forward for SAMHSA and its mission to 

improve access to services for those with substance misuse and mental health conditions. 

The investments in human capital and IT systems, the focus on improving workflow and 

data capabilities, and the commitment to engaging with stakeholders and using data 

in a meaningful and relevant way, represent the importance that SAMHSA places on 

collaboration in advancing the behavioral health of vulnerable populations.
34 SAMHSA 2023–2026 Data Strategy

Minimizing Burden, Maximizing Utility

APPENDIX A: Data Strategy Workgroup Members

Name Center/ Office Role 

Brendan Gudenburr Center for Substance Abuse Prevention 

(CSAP) 

Member 

Carter Roeber National Mental Health and Substance Use 

Policy Laboratory (Policy Lab) 

Member 

Darren Fulmore Center for Behavioral Health Statistics and 

Quality (CBHSQ) 

Member 

Dona Dmitrovic Office of Recovery Member 

Gary Blau Office of the Assistant Secretary (OAS) Member 

Ingrid Donato CSAP Member 

Kathryn Bistline Center for Mental Health Services (CMHS) Member 

Kathy Piscopo CBHSQ Co-Lead and author

Kimberly Nelson Office of Intergovernmental and Public 

Affairs (OIPA)

Member 

Molly Sanborn Policy Lab Member and writing 

contributor

Naomi Tomoyasu CBHSQ Member and writing 

contributor

Perry Chan Office of Behavioral Health Equity Member 

Robert Baillieu Center for Substance Abuse Treatment 

(CSAT) 

Co-Lead and author

Robert Day OIPA Member 

Roger George Office of Financial Resources Member 

Talisha Searcy CSAT Member 

Tenly Biggs CMHS Member 

Trina Dutta OAS Co-Lead and author

William Longinetti Office of Tribal Affairs and Policy Member
SAMHSA 2023–2026 Data Strategy 35

Minimizing Burden, Maximizing Utility

APPENDIX B: Listening Session Participants

Agency for Healthcare Research and Quality, 

Center for Financing, Access, and Cost Trends

Indian Health Service

American Academy of Child & Adolescent 

Psychiatry (AACAP)

Individual researcher(s)

Assistant Secretary for Planning and 

Evaluation, Office of Behavioral Health, 

Disability, and Aging Policy

National Association of State Alcohol and 

Drug Abuse Directors (NASADAD)

Bureau of Indian Affairs, Office of Justice 

Services

NASADAD Board of Directors

Centers for Disease Control and Prevention 

(CDC), Center for Surveillance, Epidemiology, 

and Laboratory Services

National Association of State Mental Health 

Program Directors (NASMHPD)

CDC, National Center for Injury Prevention 

and Control (NCIPC)

NASMHPD Children, Youth, Families 

Division

Children’s Hospital Association NASMHPD Research Institute, Inc. (NRI)

Centers for Medicare & Medicaid Services 

(CMS), Center for Clinical Standards and 

Quality for the Centers

National Asian American Pacific Islander 

Mental Health Association (NAAPIMHA)

CMS, Office of Enterprise Data & Analytics National Council for Mental Wellbeing

CMS, Office of Minority Health, Director of the 

Data and Policy Analytics Group

National Latino Behavioral Health 

Association (NLBHA)

Community Anti-Drug Coalitions of America 

(CADCA)

National Institutes of Health, Office of 

the Director, Sexual & Gender Minority 

Research Office, Division of Program 

Coordination, Planning, and Strategic 

Initiatives

Department of Justice, Bureau of Justice 

Assistance

National Institute of Mental Health, 

Division of Services and Intervention 

Research, Services Research and Clinical 

Epidemiology Branch

Young People in Recovery (YPR) Office of the National Coordinator for 

Health Information Technology (ONC)

Federation of Families for Children’s Mental 

Health

SAMHSA Block Grant staff
36 SAMHSA 2023–2026 Data Strategy

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APPENDIX B: Listening Session Participants, Continued

SAMHSA Data Strategy Working Group U.S. Census Bureau, Population Division

SAMHSA Regional Administrators Youth MOVE

Tribal Epidemiology Centers

Grantees

Behavioral Health Equity Center of 

Excellence 

Grants to Expand Substance Use 

Disorder Treatment Capacity in Adult 

and Family Treatment Drug Courts

Capacity Building Initiative for Substance 

Abuse (SA) and HIV Prevention Services for 

At-Risk Racial/Ethnic Minority Youth and 

Young Adults (HIV CBI)

Medication-Assisted Treatment – 

Prescription Drug and Opioid Addiction 

(MAT-PDOA)

Certified Community Behavioral Health 

Clinics-Expansion (CCBHC-E)

State Opioid Response (SOR)

Enhancement and Expansion of Treatment 

and Recovery Services for Adolescents, 

Transitional Aged Youth, and their Families 

grant program (Youth and Family TREE)

Targeted Capacity Expansion-HIV 

Program: Substance Use Disorder 

Treatment for Racial/Ethnic Minority 

Populations at High-Risk for HIV/AIDS 

(TCE-HIV: High Risk Populations)

Garrett Lee Smith State/Tribal Youth 

Suicide Prevention and Early Intervention
SAMHSA 2023–2026 Data Strategy 37

Minimizing Burden, Maximizing Utility

Given the Information Quality Act34, HHS’s Chief 

Information Officer (CIO) was to adopt specific 

quality standards and ensure that quality reviews 

occur before dissemination. In response, HHS 

published its quality standards in 2002.35 The Office 

of Science and Data Policy, in the Office of the 

Assistant Secretary for Planning and Evaluation 

(ASPE), manages the Information Quality process 

in HHS.

The Federal Committee on Statistical Methodology 

(FCSM), created by OMB, has extensively 

researched and provided recommendations 

on data quality. Their 2020 report36 emphasizes 

“fitness for use” as a metric (see text box). For 

more details regarding the FCSM Data Quality 

Framework please go to https://www.fcsm.gov/

assets/files/docs/FCSM.20.04_A_Framework_for_

Data_Quality.pdf. 

The FCSM data quality framework found in 

the report is summarized in Figure ES1 below. 

Definitions of terms are in the subsequent 

Table ES1. 

w

APPENDIX C: FCSM Data Quality Framework
38 SAMHSA 2023–2026 Data Strategy

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Within the three domains, there are eleven dimensions of data quality, as shown in 

Table ES 1 below, also from the report.

Reports on data quality by agencies should ultimately be tied to the intended use and 

users of the information. Users should be told about any threats and any trade-offs to 

fitness-for-use in the eleven domains above so that they can use the data appropriately. 

For example, data quality for the intended use may differ from that for its original 

purpose. (For more information, please see the presentation slides37 and recording38 of 

the “Leveraging the Data Quality Framework Workshop”.)

The “Foundations for Evidence-Based Policymaking Act of 2018”, or “Evidence Act,” 

codified several important Federal initiatives. It established an “Advisory Committee 

on Data for Evidence Building,” which was charged with promoting the use of Federal 

data for evidence building. The Evidence Act also called upon the head of each agency 

to designate a civil servant as the Chief Data Officer of the agency, who in turn supports 

the Performance Improvement Officer, Evaluation Officer, and the CIO.

APPENDIX C: FCSM Data Quality Framework, Continued
SAMHSA 2023–2026 Data Strategy 39

Minimizing Burden, Maximizing Utility

Health surveillance activities are authorized under Sections 501 and 505 of the 

Public Health Service Act (PHSA39). Prior to this, “[i]n the 1990s, the legislation that 

created SAMHSA in 1992, Public Law 102321, the Alcohol Drug Abuse Mental Health 

Administration Reorganization Act, required that SAMHSA develop a definition of 

adults with “serious mental illness” and that this definition be operationalized and 

applied to the Community Mental Health Services Block Grant Program.”40 

PHSA Title V, Section 505, states that CBHSQ performs activities that: (1) coordinate 

SAMHSA’s integrated data strategy, including collecting data each year; (2) provide 

statistical and analytical support for SAMHSA’s activities; (3) manage a core set of 

performance metrics to evaluate activities supported by SAMHSA; (4) coordinate with 

the Assistant Secretary, the Assistant Secretary for Planning and Evaluation (ASPE), 

National Mental Health and Substance Use Policy Lab, and SAMHSA’s Chief Medical 

Officer, as appropriate, to improve the quality of data collection services and evaluations 

of SAMHSA activities.41

PHSA Title V, Section 505 also outlines the CBHSQ Director’s duties to include 

coordinating an integrated data strategy: collecting data on the incidence and 

prevalence of mental illness and substance use (the National Survey on Drug Use and 

Health [NSDUH]), the number of individuals seeking treatment for mental illness and 

substance use issues (NSDUH), and the number of individuals admitted to emergency 

rooms as a result of substances (the Drug Abuse Warning Network [DAWN]). Duties 

of the Director further include collecting data on mental health and substance use 

treatment programs (National Substance Use and Mental Health Services Survey 

[N-SUMHSS]) and making recommendations for performance monitoring metrics to 

evaluate SAMHSA activities. PHSA Section 505 specifies that summaries and analyses 

of data collected shall be made available to the public in addition to using “best 

practices” in the collection of the data. In 2016, Congress passed the 21st Century 

Cures Act42 (PL 114-255, Sec. 6031; “Cures Act”) in response to the opioid crisis. PHSA 

Title V, Section 505 was reauthorized and amended by Section 6004 of the Cures Act. 

SAMHSA’s Opioid State Targeted Response (STR) grant program, the National Mental 

Health Policy Laboratory, and the position of the Assistant Secretary for Mental Health 

and Substance Use were created by the Cures Act.43 

The HHS Interdepartmental Serious Mental Illness Coordinating Committee (ISMICC) 

was additionally established on March 15, 2017, in accordance with the Cures Act.44 

One main goal of the ISMICC is to establish priorities in measuring Serious Mental 

Illness (SMI) in the general population. Also, HHS’s 5-Point Opioid Strategy45 prioritizes 

“strengthening public health data reporting and collection” as strategy three.

In 2018, the reorganization of SAMHSA was advertised in an FRN.46 Within that, CBHSQ 

was again charged with several responsibilities, particularly “recommends a core 

set of performance metrics to evaluate activities supported by the Administration... 

improves access to reliable and valid information on evidence based programs and 

practices, including information on the strength of evidence associated with such 

programs and practices, related to mental and substance use disorders; (7) compiles, 

APPENDIX D: Background of Legislative Mandates
40 SAMHSA 2023–2026 Data Strategy

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analyzes, and disseminates behavioral health information for statistical purposes.”47 The 

creation of the Office of Evaluation (OE) within CBHSQ ensured compliance with these 

requirements.48

The 2018 FRN49 detailed the organization, function, and delegations of authority within 

SAMHSA and further defined CBHSQ’s role, as follows:

1. Coordinates the Assistant Secretary for Mental Health and Substance Use’s 

(ASMHSU) integrated data strategy, which includes collecting data each year on 

the national incidence and prevalence of the various forms of mental illness and 

substance abuse; 

2. Provides statistical and analytical support for activities of the ASMHSU, and the 

Secretary of HHS; 

3. Recommends a core set of performance metrics to evaluate activities supported 

by the Administration; 

4. Coordinates with the ASMHSU, ASPE, and SAMHSA’s Chief Medical Officer, as 

appropriate, to improve the quality of services provided by programs and the 

evaluation of activities carried out by the Administration; 

5. Works with the National Mental Health and Substance Use Policy Laboratory to 

collect, as appropriate, information from grantees under programs to evaluate 

and disseminate information on evidence-based practices, including culturally 

and linguistically appropriate services, as appropriate, and service delivery 

models; 

6. Improves access to reliable and valid information on evidence-based programs 

and practices, including information on the strength of evidence associated with 

such programs and practices, related to mental and substance use disorders;

7. Compiles, analyzes, and disseminates behavioral health information for statistical 

purposes.

The “Foundations for Evidence-Based Policymaking Act of 2018”50, or “Evidence Act,” 

codified several important federal initiatives. It established an “Advisory Committee on 

Data for Evidence Building,” which was charged with promoting the use of federal data 

for evidence building. The Evidence Act also called upon the head of each agency to 

designate a civil servant as the Chief Data Officer of the agency who in turn supports 

the Performance Improvement Officer, Evaluation Officer, and the Chief Information 

Officer. 

In addition to its statutory authority, CBHSQ is a Recognized Statistical Unit (RSU) by 

OMB, as listed in OMB’s Statistical Policy Directive 1, or “SPD 1”51. (Recognition was given 

in 2006.) SPD 1 is also called the “Trust” Directive because it heavily emphasizes the 

impacts of data integrity on public trust: 

APPENDIX D: Background of Legislative Mandates, Continued
SAMHSA 2023–2026 Data Strategy 41

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“Any loss of trust in the accuracy, objectivity, or integrity of the Federal statistical 

system and its products causes uncertainty about the validity of the measures 

the Nation uses to monitor and assess its performance, progress, and needs 

by undermining the public’s confidence in the information released by the 

Government.”52

SPD 1 also states that:

“It is the responsibility of Federal statistical agencies and recognized statistical units 

to produce and disseminate relevant and timely information; conduct credible, 

accurate, and objective statistical activities; and protect the trust of information 

providers by ensuring confidentiality and exclusive statistical use of their responses 

as described below.”53

More specifically, the four roles and key responsibilities of a Recognized Statistical Unit 

(RSA) or RSU are to:

 Produce and disseminate relevant and timely information. (Responsibility 1)

 “The core mission of Federal statistical agencies and recognized statistical units is 

to produce relevant and timely statistical information to inform decision-makers 

in governments, businesses, institutions, and households.”

 Requires communication and coordination among agencies and within and 

across departments when planning information collection and dissemination 

activities

 Must seek input regularly from the data users

 Conduct credible and accurate statistical activities. (Responsibility 2)

 “Federal statistical agencies and recognized statistical units apply sound 

statistical methods to ensure statistical products are accurate.”

 Apply against Information Quality Act standards

 Includes transparency on limitations and data quality

 Improve efficiencies in data collections

 Must cite external data and how it is used

 Conduct objective statistical activities. (Responsibility 3)

 “It is paramount that Federal statistical agencies and recognized statistical units 

produce data that are impartial, clear, and complete and are readily perceived as 

such by the public.”

 Equitable, policy-neutral, transparent, timely, and punctual basis

APPENDIX D: Background of Legislative Mandates, Continued
42 SAMHSA 2023–2026 Data Strategy

Minimizing Burden, Maximizing Utility

 Conduct statistical activities autonomously when determining what information to 

collect and process, and how to process it

 Avoid even the appearance that agency design, collection, processing, editing, 

compilation, storage, analysis, release, and dissemination processes may be 

manipulated

 Must maintain and develop in-house staff who are trained in statistical 

methodology

 Protect the trust of information from providers by ensuring the confidentiality and 

exclusive statistical use of their responses. (Responsibility 4)

 “Maintaining and enhancing the public’s trust in a Federal statistical agency’s 

or recognized statistical unit’s ability to protect the integrity of the information 

provided under a pledge of confidentiality is essential for the completeness and 

accuracy of statistical information as well as the efficiency and burden of its 

production.”

 Maintain consistent and effective protection to enhance trust

 Fully adhere to legal requirements and follow best practices for protecting the 

confidentiality of data

As an RSU, CBHSQ adheres to the “Principles and Practices” outlined by the Committee 

on National Statistics (CNSTAT).54 This Principles and Practices report was recently 

updated for 2021. The principal statistical agencies embrace the five fundamental 

principles:

1. Principle 1: Relevance to Policy Issues and Society

2. Principle 2: Credibility Among Data Users and Stakeholders

3. Principle 3: Trust Among the Public and Data Providers

4. Principle 4: Independence from Political and Other Undue External Influence

5. Principle 5: Continual Improvement and Innovation

To support these five principles, RSAs and RSUs use 10 practices or guidelines:

1. A Clearly Defined and Well-Accepted Mission 

2. Necessary Authority and Procedures to Protect Independence 

3. Commitment to Quality and Professional Standards of Practice

4. Professional Advancement of Staff 

APPENDIX D: Background of Legislative Mandates, Continued
SAMHSA 2023–2026 Data Strategy 43

Minimizing Burden, Maximizing Utility

5. An Active Research Program 

6. Strong Internal and External Evaluation Processes for an Agency’s Statistical 

Programs 

7. Coordination and Collaboration with Other Statistical Agencies 

8. Respect for Data Providers and Protection of Their Data 

9. Dissemination of Statistical Products That Meet Users’ Needs 

10. Openness About Sources and Limitations of the Data Provided

It is important to note that through the President’s Memorandum on the Preservation 

and Promotion of Scientific Integrity (2009)55, the heads of executive departments and 

agencies were asked to detail in writing how each would support the scientific integrity 

of the RSUs or RSAs that were housed within them. In other words, parent agencies 

publicly committed to support the scientific integrity and autonomy of the RSU or 

RSAs.56

APPENDIX D: Background of Legislative Mandates, Continued
44 SAMHSA 2023–2026 Data Strategy

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Core Responsibilities:

 Oversight and Decision-making: Provides a forum for executive oversight and 

management of the agency’s data strategy. The DGB will make recommendations 

to the OAS regarding data management principles and policies that apply to all 

phases of the data lifecycle (including its collection or creation, integration, storage, 

validation, analysis, dissemination, and destruction or archiving).

 Resource Allocation: In collaboration with financial officers and other interested 

parties, makes recommendations to OAS regarding funding and other data-related 

priorities to maximize the utility of agency data and fully leverage its potential within 

the agency.

 Assessment and Prioritization of Needs: Continually assesses the analytic and 

reporting needs of the agency and reflects these needs in policy development and 

funding recommendations. Supports stakeholder access to and delivery of SAMHSA 

data resources.

 Strategic Alignment: Ensures that investments into data-related initiatives, and the 

principles, policies, and practices established to govern them, align with the agency’s 

mission and strategic objectives and initiatives as well as current privacy and security 

protocols. This should include the involvement of people with lived experience, while 

also considering issues related to diversity, equity, and inclusion. 

 Issue Resolution: Serves as mediator for data-related issues and needs. Makes 

recommendations to OAS on issues related to data access, architecture, and 

precedent-setting data requests.

 Facilitation of Knowledge Sharing: Ensures OAS-approved policies, procedures, 

and related decisions are documented and made available to agency employees 

and, where appropriate, external entities. This transparency enables performance 

measurement and progress toward data governance goals.

Accountability: The DGB may sponsor creation of ad hoc agency working groups 

to focus on specific tasks. The DGB will review and approve charters that specify the 

tasking, relationship between, and reporting requirements of these entities, and will 

continually assess progress by receiving updates from these bodies at DGB meetings.

Membership: The DGB will be comprised of members, as designated by Center and 

Office leadership, where voting members must be familiar with data and support 

program development and/or implementation. DGB voting members will include the 

following:

 Center for Behavioral Health Statistics and Quality (n=2)

 Center for Mental Health Services (n=2)

 Center for Substance Abuse Prevention (n=2)

APPENDIX E: Data Governance Board
SAMHSA 2023–2026 Data Strategy 45

Minimizing Burden, Maximizing Utility

 Center for Substance Abuse Treatment (n=2)

 988 and Behavioral Health Crisis Coordinating Office (n=1)

 National Mental Health and Substance Use Policy Laboratory (n=1)

 Office of Behavioral Health Equity (n=1) 

 Office of Communication (n=1)

 Office of Financial Resources (n=1)

 Office of Legislative Affairs (n=1)

 Office of Intergovernmental and Public Affairs (n=1)

 Regional Offices (n=1)

 Office of Recovery (n=1) 

 Office of the Chief Medical Officer (n=1)

 Office of Tribal Affairs and Policy (n=1) 

The DGB will be chaired by a CBHSQ representative, with a rotating co-chair from a 

Center or Office separate to CBHSQ, who is responsible for:

 Liaising between the DGB and the Immediate Office of the Assistant Secretary 

(IOAS)

 Chairing and facilitating DGB meetings

 Defining meeting agendas

Meetings: The DGB will meet on a regular basis and as needed, depending upon the 

type and urgency of issues that arise. 

The DGB shall have administrative support, responsible for:

 Scheduling meetings and disseminating materials

 Taking meeting minutes and disseminating them for review and approval

 Managing DGB artifacts

Decision Model and Dispute Resolution: The DGB will function as a decision-making 

body that strives for consensus when making decisions. Each member has one vote 

in the voting process, and decisions will be made by simple majority. Members have 

the right to abstain from voting. The DGB Chair will capture and record member 

votes (including abstentions and cases where the member is not present to vote). 

Disagreements or disputes will be settled in the following manner: recognition by 

APPENDIX E: Data Governance Board, Continued
46 SAMHSA 2023–2026 Data Strategy

Minimizing Burden, Maximizing Utility

the chair that disagreement has arisen; and a call for interested parties to discuss the 

issues at hand for 3 minutes each. The chair will then summarize the disputed issue 

and propose a resolution upon which a vote is called. Voting will be carried out in the 

manner described above, and the dispute will be resolved by a majority vote. 

Reporting: The IOAS will review and approve all major decisions made by the DGB. In 

consultation with DGB leadership, the IOAS retains the right to overturn decisions made 

by the DGB.

APPENDIX E: Data Governance Board, Continued
SAMHSA 2023–2026 Data Strategy 47

Minimizing Burden, Maximizing Utility

APPENDIX F: Themes from Listening Sessions

Below are the major themes found during the listening sessions, along with some 

quotations from participants (that are in addition to quotes in the body of the report). 

The themes are organized by Data Strategy Goal.

GOAL 1—ENHANCE SAMHSA’S ABILITY TO 

COLLECT, CAPTURE, AND MAINTAIN HIGHQUALITY DATA 

 Recovery statistics: Participants appreciated the 

utility and value of SAMHSA data resources such 

as the National Survey on Drug Use and Health 

(NSDUH), the National Survey of Substance 

Abuse Treatment Services (N-SSATS), the National 

Mental Health Services Survey (N-MHSS), and the 

Treatment Episode Data Set (TEDS). However, 

participants indicated that SAMHSA does not 

collect statistics 

on recovery, with the exception of NSDUH’s perceived recovery estimates. 

 Social determinants of health: Respondents commented that SDOH are important 

predictors of resilience and recovery and yet SAMHSA data collections only measure 

certain social drivers, including housing stability, education level, and criminal justice 

involvement. 

 Race/ethnicity and SOGI: Listening session participants voiced that across SAMHSA 

data collections, there is inconsistency in the measurement of race/ethnicity and 

SOGI. 

 Government Performance and Results Act (GPRA)-specific feedback:

 Different Needs: There are different data needs for discretionary grants versus 

formulary or block grants. The current GPRA measures could pose a threat to 

engaging clients, particularly for low-barrier programs (such as SAMHSA’s Harm 

Reduction grant portfolio57) that prioritize immediate access to a given service. 

Participants associated with SAMHSA’s training and technical assistance (T/TA) 

centers voiced concern that their respective GPRA measures have little bearing 

on understanding the value of their efforts and are most focused on process 

measures versus outcome measures. 

 Respondent Burden: The number of items in the GPRA tools have significantly 

increased, and there is no clear path or decision-making processes to reduce 

burden for grantees. Some participants stated there were too many data being 

collected, especially when so little is reported back to grantees or to the field 

at large. 
48 SAMHSA 2023–2026 Data Strategy

Minimizing Burden, Maximizing Utility

 Administrative/Grantee Burden: Due to both 

the number of questionnaire items and data 

collection instruments,58 and data collection 

systems (such as SAMHSA’s Performance 

Accountability and Reporting System59 or 

“SPARS”), data entry for grantees is extremely 

burdensome. One participant remarked that 

a standard services grant program requires 

a full-time staff person dedicated just to 

GPRA data collection, and the GPRA tools take 30 to 60 minutes to complete. 

Additionally, grantees mentioned SAMHSA considering technologic methods 

to improve data collection and entry. 

 Validity of Items: The validity of the measures must be examined. Only those 

with evidence of validity and prior questionnaire testing should be used, and all 

items should be trauma-informed and culturally and linguistically appropriate. 

Furthermore, national bodies representing state authorities and professional 

organizations should be consulted during the development phase to align with 

state metrics. 

 Data Dictionaries: Participants mentioned that states have varying 

interpretations of the data elements; as such, cross-state data dictionaries would 

be helpful in establishing a common language for SAMHSA data collection. 

 Consistency: Participants expressed frustration over SAMHSA “constantly 

changing measures,” and suggested that changes only be proposed when 

specific codified change criteria are met.

 Information for Respondents: A few participants mentioned that many 

times grantees or program participants don’t know why they are asked these 

questions, and this impacts data quality. Many SAMHSA data collections, such as 

NSDUH,60 create respondent materials that answer common questions, such as 

the importance and utility of the data collected. However, these are lacking for 

most GPRA tools. 

 Lack of Grantee Training: Participants noted that many grantees are not trained 

in data collection best practices, which can negatively impact data quality. 

Grantees also suffer from a lack of data infrastructure.

 Special Concerns for Tribes: The concept of tribal “data sovereignty” was 

discussed, where some Tribes have written data sovereignty agreements with 

federal agencies like the Department of Justice. Tribal nations want to be able to 

measure their progress; however, these procedures need to be explicitly written 

into the grants. Also, Tribes should be involved in developing measures as they 

might have specific data needs (such as intersectionality), and items should 

be based on “cultural humility.” Additionally, participants stated that SAMHSA 

should better leverage Tribal Epidemiology Centers (TECs) and its own Tribal 

Technical Advisory Committee.

APPENDIX F: Themes from Listening Sessions, Continued
SAMHSA 2023–2026 Data Strategy 49

Minimizing Burden, Maximizing Utility

 Cross-Government Coordination: Staff from other agencies expressed desire 

for better coordination across the government related to data collections, 

particularly with the Indian Health Service and Centers for Disease Control 

and Prevention. 

GOAL 2 – CONDUCT ROBUST PERFORMANCE 

MONITORING, EVALUATION, AND 

SURVEILLANCE

 Need for updated systems: Stakeholders highlighted a need to consider extensive 

and well-planned upgrades to data platforms. Current systems are outdated, 

segregated, and lack interoperability, which often leads to duplication of tasks, 

delays in performance assessment, or an inability to seamlessly link financial and 

programmatic data. Capital improvements should be coordinate and funded at the 

agency level. Interoperability must be enhanced, such as linking SPARS, eRA, and 

Stop Act funds data.

 Center and Office autonomy: Internal stakeholders expressed a desire for increased 

SAMHSA Center and Office autonomy in the evaluation of data, proposing that 

data units be given additional resources and be staffed with skilled employees. This 

would allow Centers and Offices to assume leadership in the collection, analysis, and 

dissemination of client-level data. 

 Reduce respondent and grantee burden: Across internal and external listening 

sessions, there was a desire to reduce the burden of data collection with the use of 

existing secondary data to augment analytic potential and reduce burden among 

grantees. In support of this, feedback from grantees and their representatives 

revealed a need to implement technical assistance that promotes data literacy and 

analysis. Grantees also reported a desire to use client-level data to better understand 

the impact of their programs, and to make organization-level planning decisions. 

 Use of current and historical data: Internal and external stakeholders highlighted 

the need for SAMHSA to better use historical and current data for analysis of grantee 

program impact. Discussions revealed several decades of data, particularly from 

block grants, that has not been adequately interrogated. 

 Lack of transparency: Grantees and academic stakeholders reported a lack 

of transparency (or “bidirectionality”) in how SAMHSA uses the grantee data it 

collects. Listening session participants reported frustration in the lack of regular 

reporting or publicly available analysis of collected data. This overlaps with Goal 3 

on dissemination. 

APPENDIX F: Themes from Listening Sessions, Continued
50 SAMHSA 2023–2026 Data Strategy

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 Training and technical assistance opportunities: Grantees, particularly Tribal 

Nations, reported an interest in using the client-level data they collect to inform 

their programs and practices and in working with SAMHSA to review metrics 

and contribute to data-driven policy. This represents an opportunity for grantees 

to constructively interrogate data, and it requires SAMHSA to invest not only in 

technical assistance that facilitates analysis, but to also consider robust methods 

to share data and to promote discussion.

GOAL 3 – STRENGTHEN ACCESS TO, 

UTILIZATION OF, AND DISSEMINATION 

OF SAMHSA DATA

 Challenges accessing and utilizing SAMHSA’s data and data products: While 

listening session participants lauded SAMHSA for the ability to access certain data 

sets, such as NSDUH, TEDS, and N-SSATS, we also heard about the challenges in 

accessing and/or maximizing use of other data sets. Suggestions were provided 

about how to make the data easier to access, use, and connect with other available 

data sources, as well as how to clarify the intended use of a given data set. 

Participants also mentioned using active forecasting and predictive data analytics 

when data allows.

 Using the data SAMHSA has: Large data sets like those collected via the state block 

grants have largely gone unused. Creating access points to SAMHSA’s discretionary 

and block grant data could offer the opportunity for robust analysis and help inform 

policy-making at the state or national level. There was also feedback on the value of 

SAMHSA’s performance data if properly mined.

 Lack of reciprocity: Many respondents mentioned a lack of reciprocity with data 

(“nothing in return”), where data is only sporadically reported back to grantees for 

performance improvement. 

 Modernize SAMHSA’s data dashboards: Participants consistently mentioned the 

need for SAMHSA to modernize its approach to data dissemination, namely via 

establishing public-facing data dashboards. 

 Importance of understanding underserved populations: SAMHSA received 

ongoing feedback that there is profound interest in being able to understand more 

about traditionally underserved populations and/or communities, but statistical 

suppression within a given data set can pose challenges. Relatedly, we also received 

feedback that it is no longer of value to understand a given population from just one 

perspective (aka variable); in fact, people are multifaceted, and creating mechanisms 

to apply an intersectional lens to data analysis would better serve our communities. 

“Summary sheets” for certain populations would be helpful.

APPENDIX F: Themes from Listening Sessions, Continued
SAMHSA 2023–2026 Data Strategy 51

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APPENDIX F: Themes from Listening Sessions, Continued

 Provide more analyses by state or county: Akin to analyses by demographic 

characteristics, many internal and external stakeholders expressed needing 

geographical granularity to improve their programmatic planning or evaluation. 

Again, statistical suppression within a given data set can pose challenges.

 Leverage the National Mental Health and Substance Use Policy Laboratory 

(Policy Lab): The Policy Lab should be a data-driven policy hub, bringing together 

Center data teams and representatives to inform publications, guidance, and policy.

 Explore data linkages: Participants mentioned that linking SAMHSA datasets 

with each other or external data would be helpful. For example, financial and 

programmatic data are often not linkable. Some highlighted that there may be 

privacy and CIPSEA (Confidential Information Protection and Statistical Efficiency 

Act of 2002) concerns associated with certain datasets.

 Framing “stories”: Participants also mentioned that SAMHSA should publicize data 

that shows successes, not just deficits. Framing the data is an important part of data 

dissemination that must be examined.

 Usability of reports and publications: Quite a few people mentioned that while 

SAMHSA has a great amount of data, it is very difficult to know and digest the 

current reports SAMHSA has released. Just as website developers conduct usability 

testing with potential users of a website to determine whether users can complete 

tasks and have positive experiences, SAMHSA should talk to potential report users 

about how to make SAMHSA documents more digestible for certain audiences. 

GOAL 4 – EXPAND AND STRENGTHEN 

SAMHSA’S DATA WORKFORCE CAPACITY

 Facilitate collaboration between Centers, Offices and CBHSQ in data collection 

and analysis pertinent to their needs: Many Centers and Offices have established 

program analysis units to assess their data and to design client-level collection 

tools. There is a desire across SAMHSA to expand these units through allocation 

of resources and skilled staff. This will allow the Centers and Offices to promote 

data-driven decision making pertinent to their unique mission, while more closely 

collaborating with data experts in CBHSQ.

 Align data roles and responsibilities: Facilitate CBHSQ and Centers/Offices meeting 

their goals and objectives through realignment of data roles and responsibilities. 

Internal listening sessions revealed specific functions set out for CBHSQ in a 2018 

Federal Register Notice. Centers and Offices will collaborate with CBHSQ to take 

greater responsibility for the collection and analysis of client-level data where 

appropriate.
52 SAMHSA 2023–2026 Data Strategy

Minimizing Burden, Maximizing Utility

 Grantees seek focused and responsive feedback: Listening sessions revealed a 

high level of interest among grantees to receive timely feedback on progress and 

performance. This is achieved when Centers and Offices have full access to their 

client-level data and have appropriate skills and knowledge in data analysis.

 Challenges in hiring new staff: Listening sessions within SAMHSA and the federal 

government highlighted the need to hire staff with skills that support data-driven 

initiatives and emphasized potential difficulties in identifying appropriate skills 

and attributes during the hiring process. Other agencies mentioned resources for 

potential hiring such as HHS Tech Transfer Offices, the CDO Playbook, assessments 

current environment and training needs , tips on writing job positions , and learning 

agendas. 

 Investing in staff experienced in data visualization, linkage, science, etc.: Listening 

sessions highlighted the importance of investing in human capital with education 

and experience in data visualization, data linkage, data science, mixed-methods 

research, data collection/survey methodology, and data architecture. It was proposed 

that this be guided by a gap analysis and skills assessment that can help identify 

areas for improvement. Dashboards should be developed in open-source programs.

 Training existing staff: Across SAMHSA, there is a desire for education and training 

in data analysis, linkage, and dissemination for all staff, particularly those who 

administer grants and who have regular contact with grantees. Enhancing data 

literacy of SAMHSA staff supports grantees who seek greater involvement in data 

analysis. SAMHSA stakeholders expressed a desire to receive training in-house, 

particularly through the use of intuitive software and collaborative learning, as well 

as to participate in data groups that promote new skills. Some centers mentioned 

needing more statisticians 

for analytic needs. 

 Communication of scientific data: Listening sessions revealed that other agencies 

have dedicated resources, such as the Morbidity and Mortality Weekly Report, to 

dedicate agency scholarly research to a broad audience and that SAMHSA should 

explore this, as well as more public outreach of analytic findings and creating a 

“brand.” 

 Incentives for retention: Other agencies discussed how to make “intangible 

payments” to retain staff—authorship to their code, deliverables, data briefs, and 

data visualizations, and more availability to present across agencies.

APPENDIX F: Themes from Listening Sessions, Continued
SAMHSA 2023–2026 Data Strategy 53

Minimizing Burden, Maximizing Utility

ENDNOTES

1 https://hbr.org/2017/05/whats-your-data-strategy

2 https://hbr.org/2017/05/whats-your-data-strategy

3 https://www.govinfo.gov/content/pkg/FR-2002-02-22/pdf/R2-59.pdf

4 https://www.congress.gov/106/plaws/publ554/PLAW-106publ554.pdf

5 https://www.govinfo.gov/content/pkg/FR-2018-07-02/pdf/2018-14165.pdf

6 https://www.nationalacademies.org/cnstat/committee-on-national-statistics

7 https://www.samhsa.gov/data/data-we-collect/dawn-drug-abuse-warning-network

8 https://www.samhsa.gov/data/data-we-collect/mh-cld-mental-health-client-level-data

9 https://www.samhsa.gov/data/data-we-collect/n-sumhss-national-substance-use-and-mental-healthservices-survey

10 https://www.samhsa.gov/data/data-we-collect/nsduh-national-survey-drug-use-and-health

11 https://www.samhsa.gov/data/data-we-collect/teds-treatment-episode-data-set

12 https://www.samhsa.gov/data/data-we-collect/urs-uniform-reporting-system

13 https://www.samhsa.gov/grants/block-grants/sabg

14 https://www.samhsa.gov/about-us/who-we-are/offices-centers/or

15 https://health.gov/healthypeople/priority-areas/social-determinants-health

16 Advancing Racial Equity and Support for Underserved Communities Through the Federal Government

17 https://www.whitehouse.gov/briefing-room/presidential-actions/2022/06/15/executive-order-on-advancingequality-for-lesbian-gay-bisexual-transgender-queer-and-intersex-individuals/

18 Wholey, J. S., Hatry, H. P., & Newcomer, K. E. (Eds.). (2010). Handbook of practical program evaluation. John 

Wiley & Sons.

19 Newcomer, K. E., Hatry, H. P., & Wholey, J. S. (2015). Handbook of practical program evaluation. John Wiley & 

Sons.

20 Poister, T. H. (2003). Measuring performance in public and nonprofit organizations. John Wiley & Sons.

21 Hatry, H. P. (1999). Performance measurement: Getting results. Urban Institute Press.

22 Newcomer, K. E., Hatry, H. P., & Wholey, J. S. (2015). Handbook of practical program evaluation. John Wiley & 

Sons.

23 Rossi, P. H., Lipsey, M. W., & Henry, G. T. (2018). Evaluation: A systematic approach. Sage publications.

24 Patton, M. Q. (2008). Utilization-focused evaluation. Sage publications.

25 William and Flora Hewlett Foundation. (n.d.). Evaluation. Retrieved from https://hewlett.org/our-guide-toevaluation-second-edition-of-evaluation-principles-and-practices/

26 Lamdany, Ruben, 2022, “The IMF and Capacity Development—Monitoring, Evaluation and Effectiveness,” 

IEO Background Paper No. BP/22-02/11 (Washington: International Monetary Fund).

27 USAID. (n.d.). Monitoring and evaluation. Retrieved from https://www.usaid.gov/evaluation

28 Bauman, A., Nelson, D., Pratt, M., Matsudo, V., & Schoeppe, S. (2006). Dissemination of physical activity 

evidence, programs, policies, and surveillance in the international public health arena. American Journal of 

Preventive Medicine.

29 https://ccsg.isr.umich.edu/chapters/data-dissemination/

30 https://www.govinfo.gov/content/pkg/FR-2008-03-07/pdf/E8-4570.pdf

31 https://www.hhs.gov/sites/default/files/ocio/eplc/EPLC%20Archive%20Documents/55-Data%20Use%20

Agreement%20%28DUA%29/eplc_dua_practices_guide.pdf

32 Manyika, J., Chui, M., Bughin, J., Dobbs, R., Bisson, P., & Marrs, A. (2011). Big data: The next frontier for 

innovation, competition, and productivity. McKinsey Global Institute.
54 SAMHSA 2023–2026 Data Strategy

Minimizing Burden, Maximizing Utility

33 United Nations Development Programme. (2013). Social and economic development. Retrieved from https://

www.undp.org/sustainable-development-goals#decent-work-and-economic-growth

34 https://obamawhitehouse.archives.gov/omb/inforeg_agency_info_quality_links/

35 https://aspe.hhs.gov/topics/data/information-quality-guidelines

36 https://nces.ed.gov/fcsm/pdf/FCSM.20.04_A_Framework_for_Data_Quality.pdf

37 https://nces.ed.gov/FCSM/pdf/LDQW_Slides.pdf

38 https://apps.bea.gov/icsp/fcsm/assets/audio/Data%20Quality%20Framework.m4v

39 See 42 U.S. Code § 290aa for SAMHSA’s duties at https://www.law.cornell.edu/uscode/text/42/290aa

40 National Academies of Sciences, Engineering, and Medicine. 2016. Measuring Specific Mental Illness 

Diagnoses with Functional Impairment: Workshop Summary. Washington, DC: The National Academies 

Press. https://doi.org/10.17226/21920, p. 8.

41 From https://www.samhsa.gov/sites/default/files/samhsa-fy-2020-congressional-justification.pdf, p. 272, but 

based on https://www.law.cornell.edu/uscode/text/42/290aa-4

42 https://www.congress.gov/bill/114th-congress/house-bill/34/text

43 https://www.samhsa.gov/newsroom/press-announcements/201710300530; https://www.congress.gov/114/

plaws/publ255/PLAW-114publ255.pdf

44 https://www.samhsa.gov/about-us/advisory-councils/ismicc/committee-charter

45 https://www.hhs.gov/opioids

46 https://www.govinfo.gov/content/pkg/FR-2018-07-02/pdf/2018-14165.pdf

47 https://www.govinfo.gov/content/pkg/FR-2018-07-02/pdf/2018-14165.pdf, p. 30945.

48 https://www.samhsa.gov/sites/default/files/samhsa-fy-2020-congressional-justification.pdf p. 272.

49 https://www.govinfo.gov/content/pkg/FR-2018-07-02/pdf/2018-14165.pdf

50 https://www.congress.gov/bill/115th-congress/house-bill/4174

51 https://www.govinfo.gov/content/pkg/FR-2014-12-02/pdf/2014-28326.pdf

52 https://www.govinfo.gov/content/pkg/FR-2014-12-02/pdf/2014-28326.pdf, p. 71610.

53 https://www.govinfo.gov/content/pkg/FR-2014-12-02/pdf/2014-28326.pdf, p. 71614.

54 https://www.nationalacademies.org/our-work/7th-edition-of-principles-and-practices-for-a-federal-statisticalagency

55 https://obamawhitehouse.archives.gov/sites/default/files/microsites/ostp/scientific-integrity-memo-12172010.

pdf 

56 HHS’s response is at https://www.hhs.gov/sites/default/files/open/pres-actions/scientifc-integrityprinciples-12-19-11.pdf

57 https://www.samhsa.gov/grants/grant-announcements/sp-22-001

58 https://www.samhsa.gov/grants/gpra-measurement-tools

59 https://spars.samhsa.gov/content/welcome-spars

60 See https://nsduhweb.rti.org/respweb/about_nsduh.html for examples
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Substance Abuse and Mental Health

Services Administration

SAMHSA’s mission is to lead public health and service delivery efforts that 

promote mental health, prevent substance misuse, and provide treatments and 

supports to foster recovery while ensuring equitable access and better outcomes.

1-877-SAMHSA-7 (726-4727) • 1-800-487-4889 (TTY) www.samhsa.gov