STRATEGIC PLAN

UPDATES

MISSION

Cazenovia Recovery Systems, Inc. exemplifies excellence in substance use disorder treatment and support through a continuum of residential and clinical recovery services.


VISION

Cazenovia Recovery Systems, Inc. empowers each person to build a healthier life.


CORE VALUES

Cazenovia Recovery Systems, Inc. is a vital partner in building successful lives in recovery. CRSI

  • Recognizes and respects the beliefs, ideas, and values of all individuals and communities the agency serves. 
  • Incorporates Trauma-Informed Care into services and practices that foster choice, collaboration, empowerment, safety, and trust.
  • Promotes a person-centered approach to treatment and recovery.
  • Continually evaluates services to ensure fair practices that minimize discrimination, stigma, and unconscious bias.
  • Focuses on meeting each individual’s needs by collaborating with supportive individuals, family members, other agencies, and the community as a whole.
  • Recognizes the importance of health and wellness for people with substance use disorders.
  • Fully supports the individual and their choice in securing the best services.


strategic area i.

implement infrastructure growth & improvements

1. Prioritize and continue to develop internal structure

a. Establish work groups to assist with the identification of successes to reinforce along with gaps and work areas to address or eliminate.

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b. Develop metrics that will lead to tracking improvements via a dashboard.

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c. Continue to diversify and enhance services to benefit residents. 

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d. Develop annual strategies that move internal language to reflect changing trends in the field.  

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e. Implement comprehensive HR reporting that responds to real-time staff information that can be shared with regulators and managed care providers.  

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2. Update Incident Management

a. Update the definition of incidents by prioritizing types and their management.  

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b. Produce reports that are both more meaningful to relevant committees and Board, and real-time for staff.  

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c. Identify trends and address priorities in real-time.

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d. Develop the ability to track events of importance that are not incidents.

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3. Metrics Development

a. Utilize metrics to track strengths and weaknesses of our clinical and administrative practices.  

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b. Implement detailed tracking of the relationship between discharges and length of stay, transfers between different levels of programming, engagement services in the first 30 days, recurrences, and responses to recurrences.

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b. Identify trends in real-time allowing the managers to address priorities efficiently.

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UNITY HOUSE IN BUFFALO


strategic area iI.

COMPLIANCE PLANNING

1. Complete an initial risk management evaluation for HIPAA and HITECH compliance, security management, and controls

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2. Incorporate video conferencing in multiple clinical services.

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3. Develop an annual plan for managing risk in compliance with HIPAA and HITECH.

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4. Continue program compliance evaluations in compliance with OMIG.

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strategic area iII.

CAPITAL IMPROVEMENTS & PROPERTY MANAGEMENT

1. Assess the physical property of each program and office site.

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2. Prioritize physical plant improvements via a detailed, multi-year plan and annual recommendations.

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3. Develop a multi-year needs plan for property and equipment

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4. Develop budgets for the multi-year plan that include sources of funding

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5. Incorporate the multi-year plan into the budget process of the Financial Department.

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SOMERSET HOUSE IN APPLETON

strategic area iV.

IMPROVE FINANCIAL SUSTAINABILITY AND OVERSIGHT

1. Integrate the Financial Department’s activities with all other departments to ensure financial growth while supporting financial stabilization.

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2. Restructure the Financial Department to better meet the agency’s long and short-term needs.

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3. Develop property financial reporting to identify efficiencies and inefficiencies within an expenditure tracking system.

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4. Improve revenue cycles and collections.

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5. Prepare the Financial Department to implement MCO invoicing for individual services in addition to per-diem invoicing.

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6. Evaluate additional programming that supports the agency’s mission and assists with sustaining the agency’s financial stability.

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CAZENOVIA MANOR IN BUFFALO


strategic area V.

ENHANCE BOARD FUNCTIONS

1. Continue strategic development to create a “live” Strategic Plan

a. Include report-outs by Executive staff during monthly Board meetings. The Executive staff will rotate through one-at-a-time to report on their accomplishments and progress on strategic priorities.

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b. Update and refine the strategic plan as needed on an ongoing basis

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2. Continue strategic development to create a “live” Strategic Plan

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3. Streamline Board packages to clearly reflect organizational progress

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4. Develop a plan for Board recruitment that aligns with the agency’s strategies, goals, and needs.

a. Recruit new Board members who respect the organizational culture and represent the diversity of the region.

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b. Enhance the agency’s reputation through participation in professional associations, advocacy groups, and public arenas in hopes of recruiting professionals to the Board.

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5. Finalize the Transition Plan / Succession Planning

a. The Board will work with staff leadership to clearly define the impact of the agency’s priorities during transition (knowledge, skills, etc.)

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b. Continue to develop the leadership capabilities and capacity of the agency’s staff members

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strategic area VI.

Organizational Visibility / Marketing

1. Become more involved on the local and state levels to advocate for critical services and funding increases

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2. Create marketing initiatives that reflect the agency’s brand and image of strength, hope, and resilience.

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