1 Building Recovery on a Foundation of Strengths Bob Carty, LCSW, CADC, CCJP

2 Introduction Bob Carty Bob Carty –35 years in social services (child welfare, AODA, MH, and CJ) –Five years as Deputy Director of a state-wide organization in Illinois –Seven years as a trainer/consultant, visiting various parts of USA –Almost five years on Board of Directors of my local community-based, recovery-centered MHC

3 Keynote Goals Highlight advantages of using a strengths- based approach Define “recovery capital” and give examples Describe implications of this model on service delivery, supervision, leadership development, and community relations Keep everyone awake!!!

4 Strengths-Based Programming Assesses the strengths and resources of the individual, his/her family, the staff, and the community Assesses the strengths and resources of the individual, his/her family, the staff, and the community Utilizes these assets as the foundation to provide high-quality services in prevention, treatment, and recovery Utilizes these assets as the foundation to provide high-quality services in prevention, treatment, and recovery Focus on strengths is seen throughout the organization, too Focus on strengths is seen throughout the organization, too

5 Why a Strengths-Based Approach? Instills a sense of hope in the change process Instills a sense of hope in the change process Reduces stigma and shame Reduces stigma and shame Promotes ongoing development for people served, their families, and service providers Promotes ongoing development for people served, their families, and service providers Enhances community collaborations Enhances community collaborations

6 Traditional Treatment Model Most treatment programs are based on a medical model Most treatment programs are based on a medical model Emphasis is placed on… Emphasis is placed on… –Diagnosis –Problem identification (deficits, needs) –Clinical interventions by staff members seen as professional experts Result may be increased power differential; re-enforcing shame, self-doubt, defensiveness, and stigma Result may be increased power differential; re-enforcing shame, self-doubt, defensiveness, and stigma

7 What Is Recovery Capital? “…internal and external resources that one can bring to initiate or sustain addiction recovery” (Granfield and Cloud, 1999) “…internal and external resources that one can bring to initiate or sustain addiction recovery” (Granfield and Cloud, 1999) Types Types –Physical capital –Human capital –Family/social capital –Community capital

8 Developing Strengths-Based Programs Strengths-based approach needs to be woven throughout all program activities Strengths-based approach needs to be woven throughout all program activities –Service activities –Supervisory activities –Leadership development activities –Community partnership activities

9 Service Activities Process beginning with intake and continuing through discharge Process beginning with intake and continuing through discharge How well do you… How well do you… –Assess recovery capital? –Co-create goal-oriented planning? –Use affirmations? –Tap into family support? –Nurture the growth of recovery within the community?

10 Supervisory Activities Supervision in traditional settings is driven by the organizational chart Supervision in traditional settings is driven by the organizational chart –Board of Directors –CEO –Middle managers –Supervisors –Direct service staff –Clients Built upon “power over” others Built upon “power over” others

11 “Parallel Process” In clinical programs…how the supervisor relates with the counselor sets the stage for how the counselor relates with the client In clinical programs…how the supervisor relates with the counselor sets the stage for how the counselor relates with the client Authoritative, mistrusting supervisors tend to create authoritative, mistrusting counselors Authoritative, mistrusting supervisors tend to create authoritative, mistrusting counselors Supportive supervisors tend to create supportive counselors Supportive supervisors tend to create supportive counselors

12 Strengths-Based Supervision Focus on what is working, including strengths and resources of the providers (prevention specialists, counselors, recovery support specialists, and volunteers) Focus on what is working, including strengths and resources of the providers (prevention specialists, counselors, recovery support specialists, and volunteers) Sees change as a collaborative process Sees change as a collaborative process Models such values as… Models such values as… –Honesty –Open-mindedness –Respect –Flexibility –Creativity

13 Leadership Development Activities Strengths-based programs find ways to encourage all of its people to develop leadership qualities Strengths-based programs find ways to encourage all of its people to develop leadership qualities –People in recovery may be given an opportunity to serve on an advisory council –Support staff may be offered training to better understand recovery –All staff may be recommended for special projects that meet their interests and/or expand their skills

14 Community Partnership Activities Strengths-based approach does not end at the doorsteps of our organizations Strengths-based approach does not end at the doorsteps of our organizations Efforts can be made to build community-based collaborations -- emphasizing cooperation, not competition Efforts can be made to build community-based collaborations -- emphasizing cooperation, not competition Resources are shared Resources are shared –Working together to apply for grants –Training opportunities for partners –Offering space for community meetings –Co-sponsoring community events

15 Closing Comments The power of helping others is enhanced when we respect the natural gifts that we have The power of helping others is enhanced when we respect the natural gifts that we have Strengths-based programs promote change and ongoing growth for all people Strengths-based programs promote change and ongoing growth for all people