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


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


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.

PROGRESS:  Work groups have been established, and they're currently working towards this goal in their plans.

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

PROGRESS: Currently assessing internal use of metrics and evaluating data.

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

PROGRESS: We just opened Garden Lofts, a new supported housing project with studio apartments. We're also exploring other service expansions. 

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

PROGRESS: A discussion on language change is now included with orientation.

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

PROGRESS: HR reports on staff credentials are now available for OASAS reviews & Managed Care Organizations. 

2. Update Incident Management

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

PROGRESS: Incident reporting revisions have begun, but progress has been placed on hold due to consultant deferments and COVID.

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

PROGRESS: New reports are being utilized, but are not completely finalized. 

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

PROGRESS: Still in process. 

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

PROGRESS: Still in process. 

3. Metrics Development

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

PROGRESS: The viability and utility of internal metrics and data were reviewed last year, and plans are in place to ensure compliance. 

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.

PROGRESS: Currently developing demographic inputting reports to ensure accuracy.

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

PROGRESS: Thanks to various reports, we've seen improvements in utilization, MCO collections, SNAP reports, medication errors, food budget breakdowns, and more. 


strategic area iI.


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

PROGRESS: A vendor conducted an audit on our practices, and the reports were received earlier this year. COVID has delayed momentum, but the evaluation will be shared with the Board in 2021.

2. Incorporate video conferencing in multiple clinical services.

PROGRESS: Thanks to support from the Center for Court Innovation, we had a head start on video conferencing. We're now using it with court appointments, telemedicine, telepsychiatry, family visits, outpatient counseling, DSS appointments, and others.

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

PROGRESS:  The annual plan will be developed upon review of the HIPAA and HITECH evaluation.

4. Continue program compliance evaluations in compliance with OMIG.

PROGRESS: Achieved between 90-100% compliance with all areas in our risk assessment in 2019.

strategic area iII.


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

PROGRESS: Capital improvement actives have not started, but preliminary work has begun. These include moving staff into various new offices, the sale of a former office space, signing a contract for a new capital project at Turning Point House, and the completion of a feasibility studies at Madonna House and another location in Lockport.

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

PROGRESS: Still in process.

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

PROGRESS: Still in process.

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

PROGRESS: Still in process.

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

PROGRESS: Still in process.


strategic area iV.


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

PROGRESS: SNAP reporting is integrated across programs and finance. Thanks to reports, MCO collections have increased. 

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

PROGRESS:  Restructure is complete, and it's resulted in increased efficiencies and cost savings. 

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

PROGRESS: Still in process. 

4. Improve revenue cycles and collections.

PROGRESS: Hired a Revenue Cycle Manager in early 2020 who has helped with refining practices and improving MCO collections. 

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

PROGRESS: Still in process.

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

PROGRESS: Currently working on exploring potential new services that may help to diversify our revenue streams.


strategic area V.


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.

PROGRESS: Executive Staff are bringing reports and presentations to Board meetings on their accomplishments.

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

PROGRESS: In process, and these are our first rounds of updates.   

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

PROGRESS: This page is part of the "live" plan along with reports to the Board.

3. Streamline Board packages to clearly reflect organizational progress

PROGRESS: A redesign of Board financial reports has been completed.

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.

PROGRESS: A Board Manual has been developed with policies and procedures. Recruitment can now begin.

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

PROGRESS: We are more involved with our advocacy organizations and are also members of many other groups that may assist in potential Board recruitment.

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.)

PROGRESS: A Board committee defined and clarified the CEO review process. Next the committee will define the steps for potential CEO recruitment. 

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

PROGRESS: Still in process. 

strategic area VI.

Organizational Visibility / Marketing

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

PROGRESS: We are active participants in our primary advocacy association (NYS ASAP), and a staff member is currently serving as the Public Policy Chair of the WNY Chemical Dependency Consortium.

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

PROGRESS: The agency went through a rebrand in 2019, and our marketing materials have been redesigned to reflect it. We've also been sought out by local media as experts on substance use disorders.