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Building Recovery on a Foundation of Strengths

Building Recovery on a Foundation of Strengths. Bob Carty, LCSW, CADC, CCJP www.pctctraining.com rcarty2003@yahoo.com. Introduction. 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

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Building Recovery on a Foundation of Strengths

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  1. Building Recovery on a Foundation of Strengths Bob Carty, LCSW, CADC, CCJP www.pctctraining.com rcarty2003@yahoo.com

  2. Introduction • 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 • 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

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

  6. Traditional Treatment Model • Most treatment programs are based on a medical model • 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

  7. What Is Recovery Capital? • “…internal and external resources that one can bring to initiate or sustain addiction recovery” (Granfield and Cloud, 1999) • 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 • Service activities • Supervisory activities • Leadership development activities • Community partnership activities

  9. Service Activities • Process beginning with intake and continuing through discharge • 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 • Board of Directors • CEO • Middle managers • Supervisors • Direct service staff • Clients • 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 • Authoritative, mistrusting supervisors tend to create authoritative, mistrusting 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) • Sees change as a collaborative process • 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 • 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 • Efforts can be made to build community-based collaborations -- emphasizing cooperation, not competition • 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 • Strengths-based programs promote change and ongoing growth for all people Thanks for Listening!

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