The subject of drug and alcohol abuse on college campuses across the
country is the concern of many college administrators. There exists a relatively
high consumption pattern of drug and alcohol abuse among college students when
compared to the general population. This pattern of alcohol abuse has remained
stable despite the presence of substance abuse programs on campuses that are
specifically targeted toward the student population. There exists little research on
how these programs operate and how they address the problem of substance
abuse on campuses. Most of the research that exists is of survey design. This
study examined through a descriptive case study, the substance abuse programs
in three public universities in Oregon. The study used descriptive case study to
describe what components comprised the programs as well as how the programs
functioned under the various organizational structures. Three organizational
structures were identified. The first university's organizational structure was under
the health center, both administratively and physically. The second university
studied had part of the program under the counseling center and other components
under the athletic department and the health center. The third university had what
was termed as a de-centralized structure, with the treatment component under the
health center, the prevention component under an academic department, and the
peer education component under the health center. The various organizational
structures were also examined for their influence on the respective program.
The 1989 Drug-Free Schools and Campuses Act Amendment, required
institutions of higher education receiving federal funds to have programs. The
impact of the Act on both the program and the organizational structure of the
program was also examined. The study demonstrated an impact of the legislation
on the programs in the form of funding that made possible new services. The
study also suggested an influence of the organizational structure on the programs
in the form of the funding of new program components that changed the
organizational structure. Implications for programming as well as research as a
result of this study's findings are presented. Recommendations for program models
are also presented. / Graduation date: 1994
| Identifer | oai:union.ndltd.org:ORGSU/oai:ir.library.oregonstate.edu:1957/35580 |
| Date | 07 December 1993 |
| Creators | Roi, Marcia R. |
| Contributors | Carpenter, Charles E. |
| Source Sets | Oregon State University |
| Language | en_US |
| Detected Language | English |
| Type | Thesis/Dissertation |
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