Goals & Objectives
The CoHR commenced its developmental activities with a commitment to meet twice monthly, with sessions scheduled from mid-March to early August 2024. Two of these meetings served as a platform for in-depth discussions surrounding the strengths and weaknesses, opportunities, and challenges currently being faced in the recovery home landscape. Central to the council’s goal was the development of a clear mission and vision statement along with a strategic plan to guide its activities.
Meeting Schedule
- 3-12-2024 – Introduction and Orientation
- 3-26-2024 – Strengths, Weaknesses, Opportunities, & Threats (SWOT) Analysis
- 4-10-2024 – SWOT Results and Prioritizing
- 4-23-2024 – Mission and Vision
- 5-07-2024 – Meeting Canceled: ASU Convocation
- 5-28-2024 – Mission and Vision Finalizing – Objectives and Ethical Standards
- 6-12-2024 – Resource Audit and Structure: Officers and Committees
- 6-25-2024 – Strategic Planning 12-Months
- 7-09-2024 – Council Review
- 7-23-2024 – Council Roll-Out Planning
- 8-16-2024 – Council Public Meeting
Results of SWOT Analysis Regarding
the
Current Recovery Home Landscape
During the council’s first meeting, members engaged in discussions regarding the broader implications and challenges facing the recovery home industry. Recognizing the pervasive lack of education and stigma surrounding recovery homes, the council explored the possibility of capturing the collective knowledge related to recovery home best practices, policies, procedures, and regulations, accumulated over the past 10-15 years. This initiative would aim to address gaps in understanding related to best practices and provide policymakers with the necessary insights to make informed decisions about regulatory oversight. Among the potential goals of the council is the creation of comprehensive documentation outlining the role and impact of sober living homes. By compiling relevant information and best practices, the council seeks to enhance awareness and facilitate informed policymaking in this critical area. Additionally, there was unanimous agreement on the need for a centralized hub to house current rules and regulations governing recovery homes, ensuring accessibility and clarity for stakeholders. The council members spent two meetings conducting a strengths, weaknesses, opportunities, and threats (SWOT) analysis as a preliminary brainstorming exercise aimed at understanding the broader landscape of recovery homes in Arizona. Figure 1 outlines the results of the SWOT analysis.
Priority Areas
Various priority areas emerged from the SWOT analysis including the need to prompt national and state standards and structure for accountability. This would include collaborating with and involving policy makers/stakeholders/potential funders such as the National Alliance for Recovery Residences (NARR), Arizona Department of Health Services (AzDHS), Arizona Health Care Cost Containment System (AHCCCS), Take Action Phoenix, City of Phoenix leaders, and emergency response agencies.
Other priority areas include adding legitimacy to recovery home operations, addressing the negative public view of “sober living,” education public and policy makers (e.g., advocate on behalf of the public to make good operators known and make credible homes discoverable, advocate on behalf of operators), as well as becoming the bridge between providers and the public.
Following discussion of the strengths, weaknesses, opportunities and threats within the recovery home landscape and areas for priority, the council members embarked on a mission to identify clear mission and vision statements by asking questions regarding the purpose of the organization, reasons for its relevance, problems its seeking to solve, as well as questions looking into the future of the council. After constructing a number of options for both the mission and vision statements, the council agreed on the following:
Mission
To enhance the effectiveness and public perception of recovery homes across Arizona by elevating practice standards and fostering collaboration across systems.
Vision
Our vision is for Arizona’s recovery homes to be nationally recognized exemplars of excellence, seamlessly integrated into a unified social service network that positions them as stigma-free pillars of community health.
12 Month Plan & Goals
With the help of ASU, the SWOT analysis, and the finalization of the mission and vision statements, the council brainstormed several attainable goals for the 12 months succeeding their public launch. Figure 2 outlines the six tasks the council will aim to accomplish from September 2024 to August 2025.
The first task revolves around obtaining a 501(c)(3) designation to establish the board’s legal and financial framework. Obtaining this status is critical for the council as it provides tax-exempt status and enables eligibility for grants and donations. This task involves several key steps that will take approximately 12 months to complete.
Task 2 details the development and/or adaptation of workforce development trainings focused on recovery home management and compliance to enhance the quality of care, credibility and efficient operation of recovery homes. The council plans to conduct two training sessions which will adapt previously created materials for webinars and trainings held by ASU’s Opioids Initiative team. Holding these workforce development trainings would allow the council to address their mission to ensure recovery homes in Arizona operate efficiently, legally, and to the highest standards, ultimately improving the recovery journey for residents.
Through Task 3, the council seeks to establish collaboration with state agencies, such as AHCCCS (Arizona Health Care Cost Containment System) and AZDHS (Arizona Department of Health Services) in order to have an active voice in the shaping of policies and regulations that affect recovery homes. This would allow the council to amplify its advocacy efforts, open the door to resources, ensure recovery homes adhere to current regulations and standards, and establish strong relationships that facilitate information sharing and collaborative problem-solving.
Task 4 focuses on finding funding opportunities to ensure the sustainability of the council and enable its continued development to support its mission and vision. With adequate funding, the council will be able to better build their infrastructure and successfully accomplish other tasks within their strategic plan such as attending conferences.
Lastly, Task 5 aims to leverage the council’s visibility, networking, credibility, advocacy, professional development and community engagement by identifying and attending conferences related to recovery housing, behavioral health, and substance use disorder. Conferences provide a platform to meet and build relationships with key stakeholders, including industry leaders, potential partners, funders, and policy makers, crucial for the growth and development of the council. Council members can also enhance their professional skills through workshops, seminars, and training sessions offered at conferences which may reinforce their commitment and enthusiasm for the board’s mission.
