Telecare is a Best Place to Work!

Telecare has been named a Best Place to Work (BPTW) in the Bay Area by the San Francisco Business Times. Staff from STRIDES/STEPS/STAGES, Villa Fairmont, Redwood Place, Sausal Creek, Cordilleras, Willow Rock, Gladman Mental Health Rehabilitation Center, Heritage Psychiatric Health CenterMorton Bakar Center, and CHANGES attended the celebration in San Francisco on Tuesday, April 18.

Out of 537 applicants, only the top 130 companies were chosen for this award based on BPTW employee engagement survey responses. This is the 15th time we have been recognized on this list. 

This year, we ranked ninth in the Largest Employer category. We would like to say thank you to all our staff for making Telecare a great place to work! We are truly honored.  

Health & Wellness Curriculum | A Whole Person Care Status Report

Telecare has a long-range plan for expanding and deepening its Whole Person Care (WPC) efforts. We began by examining
co-occurring conditions—educating providers and ensuring that Telecare’s Co-Occurring Education Group is available in all our programs. Right now, we are laying the foundation for future efforts by focusing on health literacy.

We recognize that behavioral health providers need support as they work with clients to address their physical and substance use issues. In May 2016, Telecare introduced Phase 2 of our Whole Person Care initiative: health literacy. The Health & Wellness Curriculum consists of eight online modules on topics such as Diabetes, Cholesterol, Blood Pressure, Managing Our Stress Response, Tobacco Use, and more. Each module is accompanied by visually engaging and easy-to-follow handouts that staff can use to engage clients in conversation about these health concerns.

Though we’re still early in our company-wide implementation, the feedback so far is promising. Here is an update on our progress, as of April 2017. Below, you’ll find:

  • Where We’re Going: Implementation Timeline & Status Update
  • What We’re Seeing: Early Discoveries From the Field
  • More Info: Whole Person Care Goals

Implementation Timeline & Status Update

Right now, we are working on Phase 2: health literacy. Telecare’s programs have the flexibility to implement the health and wellness literacy curriculum at their own pace, but all programs must complete the curriculum by April 2018. Here is a snapshot of our progress over the last year.


Early Discoveries from the Field

We spoke to staff at three Telecare programs that are moving quickly to fully implement the Health & Wellness Curriculum, a 16-hour, online training program that provides staff with basic knowledge about the chronic health conditions that our clients most commonly face. Here’s what staff have told us about the curriculum’s impact so far.

We're Increasing Linkages to Primary Care

Erich Stevens, Registered Nurse
San Diego Gateway to Recovery

 Early discoveries:

  • More conversations happening
  • More linkage to primary care
  • More physical health therapy

How the curriculum has helped:

  • "I think the modules and quick reference tools  for use in the field have been extremely helpful to case managers and other non-nursing staff in better understanding these health issues and  how to assist clients with them, which has typically been up to the nursing staff alone."

Why do it:

  • “It gives us more ways to help clients reach a higher level of wellness.”

Clients Are Taking More Initiative in Setting Doctor Appointments

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Tienna Jackson, Team Lead
Gateway to Recovery

Early discoveries:

  • Clients willing to make primary care appointments
  • More physical health therapy
  • Increase in health conversations

How the curriculum has helped:

  • “The worksheets that were available with each module were given to members to help support them in whatever their hopes and dreams are in regards to their health and wellness.”

Why do it:

  • "It reinforces to our staff the importance of addressing both the medical and mental health aspects of recovery with our members, and really, it has been working. Our clinicians and nurses are coming back with stories of how they tell people the importance of seeing a doctor, and members are open to making appointments with their primary care provider on the spot."

We’re About to Help Clients Better Understand How Physical Health & Mental Health are Connected

Rocio Perez, Clinician, Los Angeles Older Adults

Early discoveries:

  • Handouts help show clients how mental and physical health are connected
  • Increased efforts towards self-care

How the curriculum has helped:

  • “The Health & Wellness Curriculum has been especially helpful partnered with psychoeducation. One example is around diabetes. Many of our members are diabetic, and they don’t know what it is to be diabetic, or how it affects your mental health. Having the handouts have made it easier to talk with clients about the different ways to address living and dealing with physical ailments.”

Why do it:

  • “For me, being mentally OK and being physically OK go together, which is how we  have implemented it in our office, and I see it working.”

Whole Person Care: Big Picture


Mission Priorities: Whole Person Care

By Anne Bakar, President & CEO

We hear so much about the need for integrated mental and physical healthcare these days, that we sometimes forget all the reasons why this is absolutely imperative for the wellness of individuals and communities.

It is not only the higher mortality rate among individuals with serious mental illness due to physical health issues that is cause for alarm. The concern is also rooted in the untreated mental illness that frequently underlies chronic health conditions such as diabetes, metabolic syndrome, obesity, pain management, and addictions.

At Telecare, our new mission statement is focused on building awareness of how these health problems overlap, as well as how we can treat them more effectively.

Historically, our recovery philosophy focused on helping those we serve to recover their hopes and dreams. And now, the language in our new mission statement speaks to engaging clients in recovering their “health, hopes and dreams,” a clear reference to the fact that recovery involves the whole person: body and mind.

We are operationalizing this new vision today primarily with an “education initiative” as our SVP of Operations, Anita Barnas says. Through e-training, we are educating our 3,200+ employees on the physical health conditions that are most common among our members, as well as providing tools to support healthy lifestyle changes.

This month’s newsletter provides detailed information about our education curriculum, along with some profiles of how our leaders are thinking about this new mission and direction. We hope you enjoy this preview, and we look forward to sharing our learning and growth.


NatCon 2017 Conference

This month, Telecare and other health and mental health organizations from around the country came together for NatCon17 in Seattle, WA. It was Telecare's third year hosting a booth at the conference, which is sponsored by the National Council for Behavioral Health.

“Telecare was honored to support the behavioral health community at the recent NATCON Conference,” said Robert Klar, Talent Acquisition Director at Telecare. “Telecare representatives from Operations, Development, Quality and HR were proud to speak with industry leaders about our mission, our products, and of course to encourage them to think about joining our organization.”

Thank you to everyone who stopped by the Telecare booth!

Links We Love: March

Photo by George Etheredge for the New York Times

Photo by George Etheredge for the New York Times

  • "When you are emotionally connected to your peers in recovery, you stand the best chance of being protected from the compulsion to use and do things that get you into trouble with your illness." Patrick Kennedy and Glenn Close discuss mental health and advocacy work with the New York Times.
  • Mental Health America (MHA) has partnered with, a free crowdfunding platform, to launch its first campaign to inspire individuals to "Fight in the Open." 

New Programs and Employment Opportunities

Telecare is pleased to announce that we will be opening eight new programs in the coming months. We are beginning recruitment efforts now for leadership positions at six of these new sites.

If you'd like to learn more about career opportunities at these programs or Telecare in general, please contact Robert Klar, Director, Talent Acquisition and Workforce Planning, at

Orange County, CA—Pacifica House

Pacifica House will be a 6-bed, short-term crisis residential program that will provide stabilization services to members who are experiencing acute mental health crisis and need additional assistance without resulting in the member being admitted to an inpatient program.

Kern County, CA—Eastern Kern County Crisis Stabilization Unit (CSU)

The Eastern Kern County CSU will be a 12-chair, short-term crisis unit that will provide 24/7 individualized services to help consumers stabilize acute psychiatric symptoms and avoid inpatient hospitalization.

Riverside County, CA—Riverside Crisis Stabilization Unit (CSU)

The Riverside CSU will be a 12-chair, short-term crisis unit that will provide 24/7 community-based emergency services for adults and youth experiencing crisis related to a mental health condition.

Thurston and Mason Counties, WA—Thurston Mason Mobile Outreach (MOT) and Intensive Case Management (ICM) Teams

The Thurston Mason MOT and ICM program serves two locations—Shelton and Olympia—with four teams at each site. They were developed to provide specialized, recovery-focused services to help individuals during times of mental health or substance use related crisis, so they can regain stability, stay safe in the community, and prevent incarceration or unnecessary hospitalization.

Thurston and Mason Counties, WA—Thurston Mason Evaluation & Treatment (E&T) and Crisis Stabilization and Treatment Unit (CSTU)

The 15-bed E&T and 10-bed CSTU will be co-located in Olympia, WA. The CSU is a 24/7 voluntary program for individuals who are experiencing a mental health crisis and who need immediate treatment and support. The E&T will provide services to individuals experiencing severe psychiatric symptoms who may benefit from more structured supports and a secure setting. 

FROST: A Targeted Risk Assessment for Criminogenic Needs

In April 2017, Telecare will begin training and preparation to use the FROST assessment in all criminal justice-based programs to help identify people at high risk of recidivism.

“We’re testing the FROST because we need to know which criminogenic needs are highest for our members, so that we are able to drive the appropriate interventions and treatment,” said Gary Hubbard, Vice President of Operations of Southern California and Arizona.

“Studies have shown that programs that target high criminogenic needs with members have a higher success rate and reduced recidivism.”

What Is FROST?

The assessment is called the Field Re-Assessment of the Offender Screening Tool (FROST).

Why the FROST Assessment?

Telecare’s Justice Involved Mental Health (JIMH) subcommittee chose the FROST because:

  • It is quick to complete
  • It can be administered by non-licensed staff
  • It measures for criminogenic risks
  • It is reasonable in cost

According to Hubbard, the subcommittee chose the FROST over another potential tool used by the Arizona court system— the Offender Screening Tool (OST) — because the OST was a pre-release measure. The FROST, by contrast, is used in the community and measures the eight criminogenic need areas that can lead to recidivism.


Frost Training

Telecare’s clinical leadership team will attend a free FROST training provided by the Arizona Supreme Court staff on April 11. Telecare's leadership will also participate in a train-the-trainer event that will be offered in the fall to build the expertise to distribute the FROST more widely to our existing JIMH programs.

Telecare Opens New Laura's Law Program in Ventura County

On January 30, we opened ASSIST, the first Assisted Outpatient Treatment (AOT) program in Ventura County, CA. The program aims to provide recovery-oriented, evidence-based Assertive Community Treatment (ACT) services to adults with serious mental illness who might otherwise not have the opportunity to engage in services.

The Laura’s Law program is the first of its kind in the county, and was made possible through a Substance Use and Mental Health Services Administration (SAMHSA) grant.

“We are the only SAMHSA granted AOT program in California, which is exciting,” said Shana L. Burns, Administrator at ASSIST. “This means that the program is being evaluated by both the federal government and the county in terms of services. The SAMHSA grant helps to ensure that the ASSIST program is in alignment with Laura’s Law.”


The ASSIST program works with Ventura County Behavioral Health Department’s (VCBHD) Rapid Integrated Support & Engagement (RISE) program with the referral process. RISE program staff are responsible for conducting outreach and engagement to ensure that individuals with severe mental illness are connected to VCBHD for mental health and other supportive services.

“We meet with the RISE team on a weekly basis for an hour,” Shana said. “The RISE team screens the referral calls for ASSIST, goes out to meet with the individual in question to see if they meet all nine AOT criteria, and sends them to us if they do. Once they are referred, we start our engagement process.” 

“I think what I am really excited about is that we have that opportunity to try to outreach and engage with individuals to see if the different types of services that we at Telecare can provide to them is something that they would be willing to undergo voluntarily versus being required by a court order to do that,” said Crystal Eastburn, Clinical Director at ASSIST. 

Outreach and engagement is a unique component to the program. Unlike other AOT programs that receive individuals after they have been court-ordered, ASSIST has a 90-day engagement period before a court petition has been made for services.

“It speaks to the whole RCCS in terms of respecting the individual and their choice and allow them to be making a choice to participate veruses being required to participate. We try to give them as much opportunity to maintain their right,” Crystal said.

Learn More:
Explore our Roundup of Telecare’s Court-Ordered Care Programs.

Expanding Our Assisted Outpatient Treatment Services in Orange County

Orange County AOT Facility in downtown Santa Ana

Orange County AOT Facility in downtown Santa Ana

On March 7, Telecare’s Orange County Assisted Outpatient Treatment (AOT) program in Santa Ana, CA, moved into its new facility to accommodate their recent service capacity increase from 25 to 120 persons.

"Our amazing team will continue to offer services in the community, but we are so excited to have this new program site for members to feel included, safe, and valued," said Anna Bowes, Administrator for the Orange County AOT program. "The team is really looking forward to creating a community with our members. We plan to start an art gallery and offer gardening on our patio."

Originally co-located with Orange County STEPS, the Orange County AOT program is now located directly across from the Central Justice Center in downtown Santa Ana.

The space will serve as an important resource for providing more personalized care. "Now that we are closer to the Central Justice Center, we can offer hearings with an AOT judge at the program for our members who are not as comfortable at the courthouse,” Anna said. “We are also currently working with Orange County Health Care Agency and Genoa Healthcare to have an on-site pharmacy. We hope this service will increase access and efficiency in getting members connected with their medications.”


For many members in the program, access to the proper care and resources can mean a world of difference. "I have been with other programs in the county and have left the state because I had a difficult time with the program rules," said an AOT graduate. "I felt like I as being pushed around a lot and I had a hard time living."

"Ever since I’ve been with AOT, I began making a comeback," he said. "I like AOT program a lot— it has been easy and the staff are very nice. I haven’t been to the hospital in almost five months and I received psychiatry and medication services with the help of AOT."

The member's mother is especially thankful for the services her son has received. "I feel like I have my son back," she said. Although the member graduated, he has chosen to remain in the program voluntarily.

The Orange County AOT program launched in October 2014. It was Telecare’s first Laura’s Law program and has seen eight clients graduate since it opened—one of which has been connected with outside Full Service Partnership (FSP) programs or psychiatrists for continued support in their recovery, while the other seven remain with the program on a voluntary basis. 

2017 Data

The information below compares hospitalization and incarceration statistics of members before and after they have been admitted to the OC AOT program from July 2016 to February 2017.

Learn More:

Mission Priorities: Complex Needs

Last month, we highlighted the ways we plan to enhance our focus on providing excellent and effective services. This month, we continue our new mission statement series with a deeper look into how we are expanding the scope of our services to include individuals with more complex needs.

By Anne Bakar, Telecare President & CEO

Over the past 30 years, Telecare has developed a specialized reputation for serving individuals with more serious and complex mental health needs. These are individuals that often come out of acute care settings or state hospitals, and have a hard time finding appropriate treatment in the community. These individuals frequently incur expensive system-wide costs due to repeated hospitalizations and/or incarcerations.

Telecare has provided many successful interventions to serve individuals with complex needs through evidence-based Assertive Community Treatment (ACT) programs, and our Recovery-Centered Clinical System (RCCS). These service models have reduced system-wide costs and have helped thousands of individuals each year regain their sense of hope, acquire stable housing, reduce their substance use, and move forward towards their educational or vocational aspirations.

Complex Needs (2).png

At the same time, our success in achieving these goals has been limited by our expertise in serving the whole person, whether their needs include justice involvement,
co-occurring substance use, developmental disabilities, or co-occurring physical health care problems. Our ongoing commitment to broaden our capacity to meet these needs is at the heart of our new mission statement when we reference engaging those with "complex needs."

This newsletter is specifically focused on justice-involved endeavors: How do we better serve individuals with serious and complex needs coming out of the criminal justice system?

We hope you enjoy hearing about some of our early work, and look forward to sharing our continued journey in this area of great national importance.  Please feel free to reach out to us and let us know your thoughts and ideas

Mission Priorities: Excellence and Effectiveness

Last month, we introduced Telecare's new mission statement. This month, we offer a deeper view into what it means to provide excellent and effective services.

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By Anne Bakar, Telecare President & CEO

To be an excellent service organization, we have always focused on learning and growing our capabilities.

In particular, we continuously work to improve in three major areas:

  • Providing excellent clinical quality,
  • Delivering excellent services to our partners, and finally,
  • Creating an environment that is a great place for employees to work.  

Although we measure our progress in these priority areas over time, with the additional focus on effectiveness we see the opportunity to be more systematic and rigorous in our approach.

This means delivering care that makes a measurable difference in people’s lives, and can be demonstrated with outcomes. Internally, we also recognize that data can be used operationally to make more informed decisions and improve practice.

While this is a long-term focus that will involve new technology and tools, there are specific ways we are working on excellence and effectiveness right now: from new program models, to new leadership, and more. This issue includes several of our latest efforts and we will continue to share more in the months ahead.

Please feel free to reach out to us and let us know your thoughts and ideas. We encourage and welcome your feedback.

February Links We Love!

Stock images of people living with mental illness range from insensitive to downright cringe-worthy. The organization Be Vocal: Speak Up for Mental Health created the Be Vocal Collection, a selection of free photos that counteract the often grim, one-dimensional portrayals of people with mental health conditions. You can read more about the inspiration behind the project here.

Every month, Sidewalk Talk, a community listening project based in San Francisco, sets up listening events in various cities, where trained volunteers make themselves available for mini therapy sessions with anyone who needs someone to talk to. Sidewalk Talks will be hosting numerous listening events in San Francisco and Oakland in March.

February Leadership Announcements

We welcome the newest additions to the Telecare family:

Cindy S. Robins

New Administrator at Telecare Partners in Wellness program in San Jose, CA.

Renee Chiasson Rouwhorst

Director of Opportunity, Learning, and Leadership Development at Telecare's Corporate office in Alameda, CA.

Vanessa F. Garcia 

New Administrator at the Los Angeles Area 4 Full Service Partnership (FSP) program in Los Angeles, CA.

We are pleased to announce the promotions of the following Telecare leaders:

Stefan Bain

Was promoted from Clinical Director to Administrator at AgeWise in San Diego, CA.



Verlonda Vaughn

Was promoted from HRIS Supervisor to HRIS Administrator at Telecare's Corporate Office in Alameda, CA.

Telecare Welcomes Back Mary Ann Tocio to Board of Directors

Mary Ann Tocio, Telecare Board of Directors Member

Mary Ann Tocio, Telecare Board of Directors Member

Mary Ann Tocio, who served for 23 years as President and Chief Operating Officer of Bright Horizons Family Solutions, will be returning to Telecare Corporation’s board of directors.

"It is an honor and a privilege to announce Mary Ann's return to our board of directors," said Anne Bakar, President and CEO of Telecare. "She previously served on our board for five years, starting in 2001. Since then, we have been grateful to count on her as a trusted friend and advisor. I am delighted that she will be rejoining Telecare at such an important time in our history."

Before joining Telecare’s board, Mary Ann was the President and Chief Operating Officer of Bright Horizons Family Solutions, the world's leading provider of employer-sponsored childcare, early education, and work/life solutions. Bright Horizons has over $1.4 billion in revenues and operates more than 900 centers in four countries. In total, more than 26,000 Bright Horizons staff members provide care to more than 100,000 children. Bright Horizons has been recognized 16 times as one of Fortune Magazine's "100 Best Companies to Work For in America."

At Bright Horizons, Mary Ann was responsible for all domestic and global operations. She retired from her position in June 2015.

In addition to her work at Bright Horizons, Mary Ann has served on private, not-for-profit, family-owned, and publicly-traded boards including Horizons for Homeless Children, Harvard Pilgrim Health Care, Burlington Stores, Dana Farber Cancer Institute, Civitas Solutions, and Zany Brainy. Mary Ann received her MBA from Simmons College Graduate School of Management, and was honored by Simmons with the Phyllis Rappaport Alumnae Achievement Award, which recognizes alumnae who further the school's tradition of creating broader opportunities for women.

“Mary Ann’s leadership experience building high-quality, mission-driven service organizations on a scale that is much larger than Telecare will be extremely valuable as we grow. We will also learn from her vast knowledge about how to effectively engage our diverse workforce in our future mission."  Anne continued, “She has a great appreciation for our work in behavioral health and will be a tremendous partner. We are so lucky to have her join us at this important juncture in health care.”

"I am truly pleased and excited to be back on Telecare's board of directors," said Mary Ann. "I deeply appreciate Telecare's foundational values, and even more importantly, its commitment and willingness to learn, grow, improve, evolve, and do whatever it takes to help real people change their lives for the better. I look forward to the future that lies ahead."

Telecare Partners in Wellness Open House

The Telecare Partners in Wellness program, along with the County of Santa Clara and Third Sector Capital Partners, Inc., hosted an open house for community stakeholders and members on February 8 at their new facility in San Jose, CA.

"Telecare opens many new programs, but this has been a unique experience in terms of the level of effort invested by so many parties to launch this innovative model,” said Anne Bakar, President and CEO of Telecare. "We are thrilled to have been chosen by Santa Clara for this important work. It is in perfect alignment with the value we place on public/private partnerships as the industry shifts toward performance-based funding.”

Opened on September 14, 2016, Telecare Partners in Wellness is the nation's first mental health focused Pay for Success (PFS) project. The program aims to provide community-based mental health services to individuals in Santa Clara County who have a severe mental illness, with the goal of measurably improving wellbeing and quality of life while reducing more costly service usage, including the psychiatric emergency room and inpatient psychiatric settings.

PFS is a performance-oriented contracting model that drives government resources toward social programs that best provide results to the people who need them most. Through this model, Santa Clara County has contracted Keith Humphreys of Stanford University, who is conducting a rigorous 6-year evaluation of the program.

“With this project and our prior Pay for Success project, the County is better defining our objectives in serving vulnerable populations, and is creating incentives that ensure service providers achieve those objectives,” said Chief Assistant County Counsel Greta Hansen. “Through the evaluations of each program, we will have a much better understanding of how to further increase the impact of these and other programs going forward.”

Toni Tully's Quote.png

Speakers for the event included Anne Bakar, President and CEO of Telecare; Greta Hansen, Chief Assistant County Counsel for Santa Clara County; Kavita Narayan, Deputy County Counsel for Santa Clara County; Toni Tullys, Director of Behavioral Health Services for Santa Clara County; Miguel Marquez, Chief Operating Officer for Santa Clara County; and Caroline Whistler, President and Co-Founder of Third Sector Capital Partners, Inc.

We welcome the chance to participate in this innovative partnership with Santa Clara County and Third Sector, and are honored to have the opportunity to provide services in a new area.

Garfield's Five-Star Quality Measures

In the spirit of providing excellent and effective services, we are proud to spotlight our Garfield Neurobehavioral Center in Oakland, CA.

Recently, Garfield achieved a five-star quality rating for their long-stay resident services from the Centers for Medicare and Medicaid Service’s Nursing Home Compare quarterly evaluation.

Five stars is the most up-to-date reflection of how a nursing home is performing. These quality measures are set-up to capture and report clinical outcomes every quarter, which means programs not only have to meet specific quality benchmarks, but they must sustain them in order to keep their five-star rating.

“Craig and his team at Garfield achieved their five-star rating by transforming their morning huddle with the staff,” said David Farrell, Vice President of Subacute Operations at Telecare. “With the consistent exchange of information during these meetings, staff are aware of issues and are able to notice subtle changes in their clients, and can act on them before they turn into something serious.”

The meetings occur every morning with a rundown of client concerns and progress. The check-ins ensure that staff are held accountable for their own work, as well as the performance of their peers.

“The community meetings in the morning have created a team atmosphere for the staff,” said Tara Leiker, Interim Director of Rehabilitation at Garfield. “Employees are able to be more vocal in the morning meetings, which has helped change the culture to a more collaborative one.”

“The morning meetings have also gotten staff more aware of what is happening and the goings on of the program outside of their own workload,” said Norman Biala, Minimum Data Set (MDS) Coordinator. “The meetings are a big part of making sure we reach our goals—in order to maintain five stars, we need all staff to be involved.”

Along with open communication among staff, the team at Garfield has increased on-the-floor involvement from the managers.

“Having the management team taking on more rounds and being on the floor has shown the staff that the managers are really invested in the program,” Tara said. “Changing the management system away from a top-down approach has helped create positive morale among the staff and more accountability among the management team.”

In addition to improving communication among staff and management, residents are given an avenue to participate in their care through monthly resident counsels, where they can voice their concerns and know they are being heard.

The operations overhaul has proved to be beneficial. Garfield’s quality measurements in the last quarter show that pressure ulcers among residents have minimized, restraints have not been used, and falls have decreased.

Way to go, Garfield!

Telecare Opens Horizon View MHRC in Ventura County

On December 28, Telecare opened the Horizon View Mental Health Rehabilitation Center (MHRC), a sub-acute inpatient facility located in Ventura, CA. Created in partnership with Ventura County Behavioral Health, the new program is a 16-bed locked facility serving adults aged 18 and older.

The new facility is a recovery-oriented space that provides residents with a living room, an open café, an outdoor environment, and an inspiration studio for the program's various activities. Residents also have access to their own private bedrooms and bathrooms. 

To get ready for the program's opening, Telecare hosted a Family and Friends Gathering on December 6 to welcome the families of the members who were scheduled to transfer to the MHRC from a neighboring county’s facility.

We are glad to partner with the county to provide these members with the opportunity to recover in their home community where they can be closer to their family, friends, and supports.

Introducing Our New Mission Statement

By Anne Bakar, Telecare President and CEO

The past year, we made the important decision to review and refine our organizational mission, to reflect our future direction — and how we are meeting the changing needs of the clients, customers, and communities we serve.

We are happy to share our new mission statement with you today.

Here are some highlights of what's new and improved.

  • Behavioral Health: We’re broadening our orientation beyond serious mental illness to include co-occurring substance use issues.

  • Excellent & Effective: We’re focusing on outcomes and measurable results as well as striving for excellence.

  • Complex Needs: We’re expanding our services to address the multi-faceted, complex needs of our clients including physical health issues, substance use education and treatment, intellectual disabilities, justice involvement, and a myriad of social needs that can impact a person’s stability and recovery.

  • (Health) Hopes & Dreams: We’re actively moving toward whole person care, and explicitly recognizing that hopes and dreams are what motivate people.

We will share more detail about the changes it contains in the months to come. In the meantime, we welcome and encourage your thoughts on our mission. Please feel free to reach out and share your feedback.