BHcare
127 Washington Avenue, Third Floor West
North Haven CT 06473
Contact Information
Address 127 Washington Avenue, Third Floor West
North Haven, CT 06473-
Telephone (203) 446-9739 x
Fax 203-736-2641
E-mail info@bhcare.org
Web and Social Media
Mission
BHcare provides comprehensive behavioral health, prevention and domestic violence services that improve the lives and health of the individuals, families and communities we serve.
At A Glance
Year of Incorporation 1987
Former Names
Valley Mental Health Center
Healthways, Inc.
East Central Counseling Services
East Central Mental Health Services
Birmingham Group Health Services
Harbor Health Services
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Ms. Roberta J. Cook
Board Chair Ms. Margaret Y. Livingston
Board Chair Company Affiliation Retired, Guilford Savings Bank
Financial Summary
 
Projected Revenue $17,827,132.00
Projected Expenses $17,772,794.00
Statements
Mission BHcare provides comprehensive behavioral health, prevention and domestic violence services that improve the lives and health of the individuals, families and communities we serve.
Background

BHcare was formed in 2012 through a merger that united the resources of Birmingham Group Health Services in Ansonia and Harbor Health Services in Branford. BHcare, through its founding organizations, has a more than 30 year history of providing community-based behavioral health services for residents of the Lower Naugatuck Valley and Shoreline communities. BHcare services are person-centered and recovery-based, they provide the individual with the tools and skills needed to accomplish their goals. BHcare is accredited by CARF, the Commission on Accreditation of Rehabilitation Facilities. CARF accreditation is the highest level of accreditation awarded for outpatient mental health, substance abuse and employment services.

For more than 30 years, BHcare has been on the forefront in providing evidence-based, best practice behavioral health services. We have developed a comprehensive system of care that includes individual and group counseling, supervised and supported housing, employment services and social rehabilitation, crisis services and jail diversion. BHcare is dedicated to treating the whole person and now offers onsite primary care and tobacco cessation counseling.

BHcare's forward-thinking strategic direction has laid inroads for strengthening and expanding its mission by embracing and integrating addiction, substance abuse prevention/education and domestic violence services into the organization in order to keep these much-needed services vital and strong in the community.

In April 2009, BHcare expanded its domestic violence services into Greater New Haven and the shoreline when it consolidated Domestic Violence Services of Greater New Haven (DVS) into the organization, expanding not only the service area, but also providing a safety net for approximately 7,000 women/men and their children.

In 1996, the Board of Directors voted to merge Valley Substance Abuse Action Council (VSAAC), into the organization to ensure VSAAC’s survival and strengthen its capacity to meet community needs. Under the strategic direction of the Board of Directors, VSAAC has been extremely successful in its mission to reduce use and abuse in alcohol, tobacco, and other drugs/substances; it has grown to provide services/programs to more 130,000 youth and adults. In May 2010, due to the dissolution of South Central CT Regional Action Council, the Department of Mental Health and Addiction Services redistricted New Haven and five surrounding cities and towns into VSAAC’s service region.

Guided by BHcare’s vision and mission, the Board of Directors helped to build agency capacity, efficiency and effectiveness by integrating these services and enabling them to not only survive, but thrive.

Impact

BHcare is a state-licensed, non-profit behavioral healthcare, prevention and domestic violence services provider serving the Lower Naugatuck Valley, Greater New Haven, Shoreline, and surrounding communities. For more than 30 years, BHcare – through its founding organizations, Birmingham Group Health Services and Harbor Health Services – has been providing hope and help for individuals, families and children affected by mental illness, domestic violence and substance abuse. BHcare offers person-centered, wraparound mental health, domestic violence, substance abuse, prevention, and crisis services that empower those in need to build safe, healthy and independent lives. In 2013, BHcare provided services for more than 14,000 individuals and families. Here are some highlights from last year:

Mental Health Services:

  • 2,764 individuals received 31,922 mental health services.
  • 462 individuals received on-site primary care services.

The Umbrella Center for Domestic Violence Services:

  • 4,768 individuals received court-based services.
  • 139 women and 117 children lived in the safe houses.
  • 2,897 received support via the domestic violence hotlines.

Greater Valley Substance Abuse Action Council (VSAAC):

VSAAC offers a variety of interactive workshops and presentations for youth and adults that address substance abuse, mental health, suicide and risky behaviors,   VSAAC trainings serve to help parents, children and the larger community become better equipped to deal with harmful substances and issues in their everyday lives. In 2013, VSAAC provided information, training, and presentation to more than 2,000 youth and 300 adults.

 

Needs

 

The economic decline had and continues to have a significant impact on the demand for behavioral health services. According to the United Way of Connecticut, last year 2-1-1 received 54,389 calls related to outpatient mental health care and substance abuse services. BHcare relies heavily on funding from the Department of Mental Health and Addiction Services (DMHAS), however that funding continues to decrease as the number of those in need increases. Right now BHcare is facing a significant cut in DMHAS grant funding for outpatient behavioral health services.

Mental Health Services:

  • 24% increase in the number of individuals receiving mental health services over the last five years.
  • 20% increase in number of clients receiving community support services in the last four years.

The Umbrella Center for Domestic Violence Services:

All domestic violence services are provided completely free of charge. In the last year, UCDVS aided:

  • 4,703 individuals through court-based services
  • 139 women and 117 children through the safe shelter
  • 2,897 people through the domestic violence hotlines

Greater Valley Substance Abuse Action Council (VSAAC):

VSAAC is facing a significant budget cut as Federal Block Grants expire and are not renewed. Last year, block grant funding helped to support education and awareness for more than 5,000 youth and adults in our community. VSAAC is working to secure other funding to help continue in its mission. In 2013, VSAAC:

  • Certified more than 50 people as Mental Health First Aide Trainers.
  • Received certification in Youth Mental Health First Aide.
  • Provided Drug Endangered Children training for 45 professionals and community members.
  • Provided various prevention trainings for 2,000 youth and 300 adults.
CEO Statement

As a local and regional leader in mental health care, rehabilitation, domestic violence and substance abuse prevention services, BHcare continually strives to provide accessibility of services while maintaining the highest level of quality treatment and care. For the thousands of individuals, families and children that we serve each year, this means ensuring that services are available in the communities where they work and live, ensuring that those services are available to those who need them regardless of ability to pay, and empowering consumers to achieve the highest level of recovery with the least amount of long-term supports.

Alliances, partnerships and mergers of like-minded organizations (such as our partnership with CommuniCare, Inc.) have played a critical role in our success, while fundraising initiatives and private donations have enabled us to continue providing crucial services and address ever-evolving community needs. However, with drastic reductions in state funding and healthcare reform mandates, we need your support to ensure the stability and strength of this vital organization that brings help and hope to those at risk and in need.

Please support BHcare and giveGreater.org. Together, we can make a true and measurable difference in thousands of lives!

Sincerely,


Roberta J. Cook
President & CEO
BHcare

 

Board Chair Statement
As Chair of the BHcare Board of Directors  I have personally witnessed the profound effect that the organization has had on the health and well being of individuals and families in our community. Women and children who have literally fled for their lives in the middle of the night have found safety and support at our emergency domestic violence shelters. Individuals, overcome by debilitating depression have found hope and strength at our outpatient clinic, and families shattered by substance abuse have been restored with help from our co-occurring disorders program.
 

For our most vulnerable citizens, immediate access to community-based services, regardless of ability to pay, is absolutely critical to their survival and their ability to change their lives and those of their children for the better. BHcare works tirelessly to meet that need and expand services to ensure the greatest level of support and care. But the task is not an easy one.

The challenges facing BHcare are numerous, including decreases in government funding, staggering increases in service demands, dwindling volunteer and donor bases, and rising costs of doing business. Thus far, proactive and forward-thinking leadership, collaborative initiatives, and tremendous community involvement and support have enabled BHcare to weather these trials and continue to grow. But each day brings new challenges that threaten our existence.

I have been honored to lend my experience and expertise to help build and strengthen this dynamic and vital organization that continues to make a true and measurable difference to those in crisis. Please join me in my commitment to ensuring the stability and longevity of BHcare so that help will always be available to those who need it – when they need it most.

Margaret Y. Livingston
Chair, BHcare Board of Directors

Service Categories
Primary Organization Category Mental Health & Crisis Intervention / Substance Abuse Prevention
Secondary Organization Category Human Services / Victims' Services
Tertiary Organization Category Human Services / Family Violence Shelters and Services
Areas Served
Ansonia
Bethany
Derby
East Haven
Guilford
Hamden
Lower Naugatuck Valley
Madison
Milford
New Haven
North Branford
North Haven
Orange
Oxford
Seymour
Shelton
Shoreline
West Haven
Woodbridge
Other
Branford
BHcare's Valley mental health services and outpatient clinic serves the towns of Ansonia, Derby, Oxford, Seymour, and Shelton.  BHcare's Shoreline behavioral health services and outpatient clinic serves the towns of Branford, East Haven, Guilford, Madison, North Branford and North Haven.
 
The Umbrella Center for Domestic Violence serves the towns of Ansonia, Beacon Falls, Derby, Orange, Oxford, Seymour, Shelton, New Haven, West Haven, East Haven, North Haven, Hamden, Milford, Bethany, Orange, Woodbridge, Branford, North Branford, Guilford, and Madison.
 
The Greater Valley Substance Abuse Action Council serves the towns of Ansonia, Derby, Oxford, Seymour, Shelton, Bethany, Orange, Woodbridge, Milford, New Haven, and West Haven.
Programs
Description
The Umbrella Center for Domestic Violence Services (UCDVS), a program of BHcare, is designed to provide advocacy for victims of domestic violence both in the court system and in the community.  Staff provide crisis counseling, court accompaniment, assistance in obtaining temporary restraining orders, safety planning, assistance with finding shelter, referrals to other domestic violence programs, advocacy with the police, and many other crucial services.  UCDVS also operates a 24-hour crisis hotline to provide victims with immediate access to crisis intervention services.
 
UCDVS offers temporary emergency safe shelter at Antoinette's House for battered women and children who are fleeing from domestic violence.
 
In addition, The Cherish Program (Caring Home for Elderly Receiving Insight Safety and Healing) is a "virtual shelter" program for late life victims of domestic violence, offering victims a safe option as opposed to living in an abusive home environment. 
Population Served Victims / /
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
Clients will have immediate access to a certified battered women’s counselor either by calling on the hotline or walking into a confidential crisis center. They will also have available to them the option of going into a domestic violence shelter at anytime they are at risk. Protecting the information victims give advocates is an essential part of safety planning. Protecting information is important because it gives the victim some control over what is happening to them; and because, it will encourage them to disclose difficult, but important information so that the level of risk can be assessed and immediate and responsible decisions can be made about the best and safest course of action.   
100% of clients contacting the confidential hotline are able to access a certified domestic violence counselor within 30 minutes of a call. 
 
CDVS (Valley) advocates will respond to 1,500 victims of domestic violence on their 24 hour hotline.
 
CDVS (Valley) will shelter approximately one hundred and twenty five (125) clients within a one-year period. (60 women and 65 children)

 

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
It is our hope that a large percentage of survivors of domestic violence will be able to identify the dynamics of an abusive relationship as well as overcome the trauma they have experienced in both present and past abusive relationships
It is CDVS' vision to provide a safe and confidential environment giving clients the opportunity to access supportive services anytime they are in need of those services. Services will be held in the strictest confidence in accordance with the “confidentiality” law. 

CDVS will work to reduce the impact of domestic violence in the community holding batterers accountable for a domestic violence crime.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. CDVS staff will ask each client to respond to an evaluation/suggestion form upon termination of service delivery.   In addition, CDVS clients may submit suggestions for service improvement on suggestion forms located in the CDVS' main office near the visitor’s sign-in area.  

Completed evaluation forms are discussed during monthly staff meetings. When there is a pending issue, the Director is notified immediately.   The process for evaluating services is relevant and provides valuable feedback about program success as well as identifying gaps in service delivery. The provision of quality services is also an expectation of CDVS' trade organization, the Connecticut Coalition Against Domestic Violence and as well as the Department of Social Services who provides quality assurance oversight for Umbrella’s shelter program.   A weekly case conference serves as a vehicle for reviewing client successes and determining the need for additional services from providers outside of CDVS. The program is also monitored by the Vice President of Services, the Director of Quality Assurance, and the President CEO of BHcare.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

A note from a survivor:  I just went to The Umbrella website to find out if the vigil would be held when I plan to come down on the 19th of October. Looks like I'm going to miss it this year. I would have liked to come down to show all the other survivor's that it can be done and that things can get better. 

I am working part-time as a reporter and photographer for a local weekly paper and have 'convinced' them into hopefully hiring me full time. I'll know this week.

I would like you to pass along to other survivors struggling that there is a light at the end of this and they will come out beaming. I know because I am one of them. Of course I cannot take all of the credit myself. Because of you, the counselors, and the entire Umbrella Program, I am whole again. Yes, my experience has changed me, as it would change anyone. But instead of choosing to have that horrible experience impact my life negatively, I have chosen to have it affect my life positively. With your help--- along with myself--- I am a stronger woman, I am a more confident woman, and most importantly, a free woman. I am free of fear, free of violence, free of insults and degradation, because I now know, that I deserve it. I will accept no other options. I deserve to be respected, I deserve to be loved, and I deserve to be happy. I am ecstatically happy here and would love it for you to pass along this same hope of happiness to the other women to let them know that it is not only possible, but that it does happen. Patience with yourself and patience in the knowledge that with perseverance, anyone can do this. It's no great instant miracle and I still work through some issues, but with each moment, each day, and each week that passes, I get stronger and better and all that had happened is now floating into a memory that seems a different lifetime ago.

I would like it for you to hold a candle for me at the vigil and know that in my heart, as far away as I am, I am there with you. 

Description

The mission of UCDVS, Greater New Haven office is to create an environment that supports individual safety and breaks the cycle of domestic violence. UCDVS offers comprehensive services to victims of domestic violence in a 13 town area in south central Connecticut. All services are free and confidential and include: a 24-hour hotline; 15 bed emergency shelter for women and children; support groups in New Haven, Guilford, and Milford for women who are, or have been in, an abusive relationship; a newly forming support group for friends and relatives of survivors; individual counseling for adults and older teens; advocacy in the criminal court for victims whose partners were arrested for a family violence crime; advocacy in the civil court including help with temporary restraining order applications; and community education and prevention programs for professionals, community groups, and students on the nature and scope of domestic violence, Connecticut’s family violence laws, and other safety resources.

Population Served Victims / /
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. 90% of adult clients will become aware of the dynamics of power and control and the cycle of violence in their relationships.

 95% of callers to the hotline will feel validated as a result of the hotline counselor’s response to caller’s concerns.

90% of adults who enter shelter will report feeling safer within 48 hours of arrival.

100% of adults who have been residing at the shelter for a minimum of 20 days will name at least two community resources that will help ensure their safety and the safety of their children.

90% of children ages 6-18 who have been residing at the shelter for a minimum of 20 days will name at least two community resources that will help ensure their safety.

75% of attendees at community presentations and staff in-services about domestic violence will demonstrate increased awareness of the issue, including local resources and how to access them.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. 90% of clients who have used CDVS’ programs will believe that they have rights and choices in relationships that they weren’t aware of before.

75% of clients who have used CDVS' programs will have made healthier decisions in their relationships as demonstrated by a reduction or elimination of violence.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. CDVS uses client satisfaction surveys and pre-and post-tests for clients and for educational presentations, the “domestic violence awareness evaluation”. Counselor case notes which include specific client goals are used to chart progress. For shelter clients, an exit interview is conducted which reviews destination, safety issues, education or work plans, and any plans for on-going contact with CDVS. Information from these evaluations is reviewed at staff meetings and recommendations for program improvements are made. Program success is also demonstrated by clients who contact us with news about their violence-free life, some of whom offer to speak at public awareness or media events about their experiences. Program success can also be measured by solicitations from media sources for comments on domestic violence issues, which are published in local newspapers or on the radio or television. 
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. CDVS (New Haven )served 7,839 people in direct service programs last year, a 6.75% increase over the previous year. Client evaluations for January-June 2010 showed that 92% felt valued as a person and that the staff recognizes their own and their family’s strengths and skills. Comments from various clients: “Coming (to the support group) was the best thing I’ve done for myself…” “It’s nice to see women of all ages and backgrounds support and comfort each other.” Court program: “Thank you for all of your support during what was one of the biggest challenges of my life. After all that has happened over the last 2 years I treasure every day. The struggle has given me a deep appreciation for all the simple joys of motherhood. We could not have made it here without you.” Shelter: “The shelter not only provided a place to live but also educated me from my experience, supported me with group activities and emotional help. It was really like a home, and it will be my home and my friend forever.”

 

Description
The Greater Valley Substance Abuse Action Council (VSAAC) functions as one of 13 Regional Action Councils across the State of Connecticut.  Established in 1990, VSAAC serves the communities of Ansonia, Bethany, Derby, Orange, Oxford, Milford, New Haven, Seymour, Shelton, West Haven and Woodbridge.
  • Assists local agencies in the development and implementation of culturally and linguistically competent substance abuse prevention programs
  • Assists and conducts needs assessment/planning in the region
  • Serves as a resource center to local communities
  • Administers Local Prevention Council's (LPC) funding and provides technical assistance and support to the LPC
  • Provides evidence-based trainings such as Mental Health and Youth Mental Health First Aid Trainings
  • Educates youth and adults on the effects and dangers of alcohol, substance abuse, and other risky behaviors
  • Identifies alcohol/substance abuse prevention needs and plans a response to those needs
  • Provides coordination for alcohol and substance abuse (and high risk behaviors) prevention programs in their communities
Population Served General/Unspecified / Adults / K-12 (5-19 years)
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. VSAAC has significantly increased prevention capacity by: a) assisting a local community to establish coalitions; b) conducting media campaigns, c) facilitating for the Boys and Girls Club the development of a curriculum of Ecstasy use; d) assisting the Derby Public Schools to obtain funding to establish a youth service bureau and juvenile review board, e) provided assistance to area schools in obtaining prevention funding for substance abuse prevention. Other accomplishments include but are not limited to:
  • 20 years of youth survey data allowing for on-going evaluation and trend reporting
  • Obtaining highly competitive federal grant dollars to assist in furthering our mission
  • Decrease in the number of youth using tobacco and other substances
  • Increased knowledge of substance abuse issues in the region
  • Professional development workshops for local educators and health & human service providers.
  • Expansion of our region to beyond the Lower Naugatuck Valley
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.  VSAAC will reduce alcohol, tobacco, and other drug use in our service area among youth and over time among adults through community mobilization, public awareness and advocacy.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Prevention capacity is directly linked to accurate data, which in turn, highlights and identifies needs, trends, strengths, and weaknesses. VSAAC conducts a biennial survey to measure middle and high school youth risk and protective factors and substance abuse trends. The results from these surveys, as well as other community needs assessment data, influences VSAAC decision-making regarding target population and proposed interventions/programs.
We use process and outcome data for analyses of program effectiveness and potential adjustments. Outcome data is obtained from the aforementioned student survey and community indicator data collected and includes measures such as: evidence of decreased: alcohol and drug use and abuse in youth, risk factors associated with substance use/abuse in youth; perception of peer & adult acceptability of substance use in youth; increased age of onset for substance use in youth; increased perception of harm associated with substance use in youth
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

VSAAC has been essential in the development of 2 youth service bureaus, a regional juvenile review board, and instrumental in working with towns to obtain targeted juvenile delinquency funding. They also cultivated a pro-active response to the growing concern over prescription pill abuse through beginning the first drug take back program, partnering with police to install medication disposal boxes, partnering with a large educational company to provide a medical education symposium on prescription pill abuse in which more than 200 medical providers attended. VSAAC was also essential in a CDC funded study with Rhode Island Hospital and Brown University in regards to the high rate of accidental overdoses in the Lower Naugatuck Valley. They were asked to assist because of our connections in the community and data driven programming. As a result of VSAAC’s programming throughout the last 8-10 years, the Valley region has experienced a steady decline in alcohol and drug abuse as well as cigarette smoking among youth.  For example past 30 day use of alcohol decreased from 31.2% in 2009 to 16.6% in 2011 amongst 9thgraders (n=896).

BHcare’s VSAAC was one of the first agencies in CT to embrace the Mental Health First Aid training model. This program is now being recommended by the President of the United States and well as CT legislators as a training program to help teachers and staff recognize signs of mental illness in young people and refer them to treatment. In the past 3 years, BHcare certified instructors have certified more than 300 residents / employees in MHFA our communities.

 

Description

BHcare provides outpatient clinical services via our state-licensed outpatient psychiatric and substance abuse facilities located in Ansonia and Branford.  BHcare employs an experienced team of psychiatrists, licensed clinical social workers, advanced practice registered nurses, certified alcohol/ drug counselors, and other mental health professionals who provide a wide range of services, including:

  • psychiatric and substance abuse evaluations
  • individual and group psychotherapy
  • medication management
  • psychotherapy for persons infected/affected with HIV/AIDS
  • Intensive Outpatient Program for Clients with Co-Occurring Disorders (mental health and substance abuse)
  • 24 hour mobile crisis services
  • Smoking cessation and primary care programs

The BHcare clinic is accredited through CARF and is a major provider for individuals receiving Medicaid, Medicare and the full range of commercial insurances. For individuals without insurance, a sliding fee scale w/ self-pay arrangements is provided.

 

Population Served General/Unspecified / /
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
  • outpatient clinics reduced time from referral to intake from an average of 14 days to 7 days
  • received 3-year CARF accreditation
  • overall satisfaction of services is 91!
As noted above, long-term performance and outcome indicators reflect the promotion of growth, independence, and wellness of the individual. To this end, there are a range of short term goals necessary to help the person reach this level. They could include the following:
  1. abstinence from alcohol and other drugs of abuse;
  2. regular follow up with primary care and adherence to medication and dietary requests. These are both directly linked to BHcare’s unique smoking cessation and primary care programs, both intrinsically beneficial to the participants and of critical value to a severely ill behavioral health population given the high prevalence of significant smoking and poor medical health among them.
  3. increased mood and energy to engage in day to day life activities;
  4. increased ability to manage anxiety as evidenced by engagement in day to day activities;
  5. abstinence from self-injurious behaviors;
  6. Initial return to work and re-integration back into community.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Long term success for individuals treated by BHcare is a highly individualized process as the clinic believes strongly in the concept of recovery. The program values the uniqueness of its clients and their expectations for recovery.  Goals and objectives are subsequently not defined by staff based on clinically-valued outcomes (e.g., reducing symptoms, increasing adherence), but are defined by the person with a focus on building recovery capital and pursuing a life in the community. Goals and objectives are driven by a person’s current values and needs and not solely by commonly desired clinical/professional outcomes. Outcomes evaluation is a continuous process involving expectations for successful outcomes in a broad range of life domains. Examples of potential long-term goals could include the following:
  1. sustaining oneself independently in the community;
  2. obtaining competitive employment with benefits;
  3. having a family;
  4. obtaining a high school college or graduate degree;
  5. giving back to others through behavioral health service provision (e.g. becoming a substance abuse counselor for someone in their own recovery).
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. The clinic utilizes specific strategies to help monitor program success. They are as follows:
  1. random drug screens for all clients receiving services for substance abuse related disorders;
  2. consumer satisfaction surveys disseminated annually;
  3.  monthly review of all progress notes and treatment plans to assure third party payer requirements and adherence to recovery principles;
  4.  reflection of increase in perceived competencies as reported by client and clinician.
  5. Annual hospitalization rate;
  6. Critical incident monitoring and reporting;
Changes in the way clients think, feel and behave evidenced through (a) current and past behaviors; (b) family and significant other input; (c) acuity of psychiatric diagnosis; and (d) acuity of substance abuse.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Clinic Statistics

  • overall hospitalization rate of only 8% of 1260 clients served annually in the Valley Clinic.
  • over 95% of its clients currently living in the community;
  • overall satisfaction rate of 90% with clinic services in both locations. This includes client perspectives on the outcome of their treatment and perceptions of their own recovery progress.

Vignette: Janice is a 28 year old Caucasian female who has been seen in the clinic for almost 2 years. On admission, she had been living on the streets for 18 months and reported a long history of substance abuse, mental health issues and trauma. On admission, she was seen by a board certified psychiatrist and placed on medication for bipolar disorder. While she had always felt her moods go “up and down” this was the first time she received pharmacological intervention. Janice was also admitted into the clinic’s co-occurring intensive outpatient program where she was seen three times a week, three hours a day for 4 months. During this time, she was able to get connected to AA and with the help of case management, move into a supported residential treatment for people with mental health and substance abuse disorders. She is now working 20 hours a week with full benefits.

Description BHcare's rehabilitation programs provide comprehensive social and employment rehabilitation supports to individuals with disabilities. The Social Rehabilitation staff, as well as the Valley Social Club and OPTIONS program, provide people with the opportunity to learn social skills in real settings with a goal of maximizing independence and community integration. The BHcare Employment Program provides people with assistance in obtaining and maintaining employment in the community through the acquisition of work related skills, and by providing supports that are individualized. The goal of the program is to develop interventions that allow people to participate in their communities to the greatest degree possible.  BHcare uses the Dartmouth "Individual Placement with Support" (IPS) evidenced-based practices.
Population Served General/Unspecified / /
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. Short term success will include individual skill acquisition that a person works on mastering. One example of this would be developing a resume, basic computer skills or learning interview skills that will help an individual obtain employment, leading to self- sufficiency. When working with the people served in the program, they identify both their short term and long term goals which are incorporated into a Treatment/Recovery plan. As the person masters one skill, another is identified by the client with the assistance of agency staff that will help them come closer to their long term goals.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. The long term goal of the rehabilitation services is to prepare people to live independently through skill acquisition, and in many cases to no longer need the services provided by the department. In many cases the supports are long term and sometimes intermittent, always being adjusted based on client need and the goals that they have set for themselves.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Program Success is measured by achieving outcomes that are established for each program, which is part of the agency’s Program Evaluation Process. Some of these measures are required by the funding source, while others are established by the organization. These measures are tracked and monitored on a monthly basis and are reported on and documented semi-annually. In addition, clients are offered the opportunity to fill out a satisfaction survey that is used for program improvement and development on an annual basis. There is also an agency-wide strategic plan that sets forth a 3 year strategy plan. The agency also has a Peer/Family Advisory Council that meets monthly to provide feedback, which is also incorporated into the organization's planning process.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
The Valley Social Club has approximately 120 members who use the Club and Social Rehabilitation to assist them in advancing their recovery. In addition, the Employment program serves approximately 100 people a year providing assessments and placement activities. On average approximately 60-70 people are placed in competitive jobs each year.
 
The OPTIONS social club has 140 active members.  And the Shoreline employment program has 90 clients enrolled.
 
Both sites exceeded the Department of Mental Health and Addiction Services required placement rate and job retention rate.

Example: A man with a psychiatric disability entered employment services in 2007. He learned how to use a computer, as that is how most jobs are applied for, and created a resume. He then attended Job Club where he gained confidence and interview skills. In 6 months he gained employment of his choice doing janitorial work at McDonalds.   In addition he lost 100 pounds, gained new friends, and maintained strong linkages with his family. He continues at the same job today with no support from agency staff.

CEO/Executive Director
Ms. Roberta J. Cook
Term Start May 1990
Email rcook@bhcare.org
Experience Roberta began serving as President/CEO of BHcare in July 2013 where she had served as CEO since January 2011.  Previously, she had served as President/CEO of Harbor Health Services since 2005. Prior to that she served as HHSI's chief financial officer for 12 years. Before joining HHSI, she worked for R.J. Carabetta & Company of Meriden as a staff accountant for seven years.
Roberta earned her CPA in 1993, and her BS in Business Administration and Accounting from Western New England College in 1985. Roberta is a member of the American Institute of Certified Public Accountants and the Connecticut Society of Certified Public Accountants, and serves on the Volunteer Services Center Board of Directors, the CommuniCare, Inc. Board of Directors, the Guilford Savings Bank Board of Incorporators, and the Connecticut Community Providers Association Board of Directors.

Under Roberta's leadership and guidance, HHSI has grown from serving 1100 to nearly 1600 individuals each year and the HHSI budget increased by more than $1M. Together with Marilyn Cormack, Roberta successfully led HHSI into a merger with Birmingham Group Health Services in 2012 to form a new, regional behavioral healthcare, prevention and domestic violence service provider, BHcare.
Staff
Number of Full Time Staff 186
Number of Part Time Staff 88
Number of Volunteers 115
Number of Contract Staff 6
Staff Retention Rate 85%
Staff Demographics - Ethnicity
African American/Black 50
Asian American/Pacific Islander 1
Caucasian 200
Hispanic/Latino 20
Native American/American Indian 1
Other 2 Two or more races
Staff Demographics - Gender
Male 64
Female 210
Unspecified 0
Former CEOs and Terms
NameTerm
Ms. Marilyn Cormack 1983 - Sept
Mr. Denis Olsen 1980 - Nov 2005
Senior Staff
Title Vice President, Finance
Experience/Biography Lorraine Branecky has been employed by Birmingham Group Health Services, Inc. for almost 20 years.  She is a Certified Public Accountant with twenty six years of experience in the accounting field, including ten years in public accounting.
Title Vice President, Community Services
Experience/Biography
Trudy Higgins has been employed by BGHS for over 20 years and has served as the organization's Vice President of Services for the past 13.  She is administratively responsible for all services provided by BGHS, with the exception of the out-patient clinic.  These include Community Support Services, Rehabilitation, two domestic violence programs, and VSAAC(prevention and education.)  Trudy has an undergraduate degree (BA in Psychology) and a graduate degree (M.S. in Counseling) and has worked in the field of mental health for twenty-nine years.
Title Chief Quality & Compliance Officer
Experience/Biography

Mary Nescott holds a Master of Public Health Degree and has more than twenty years of experience as a behavioral health administrator in non-profit organizations. Her areas of expertise include licensing and regulatory compliance, privacy practices, research/data analysis and program evaluation.

Title Medical/Clinc Director
Title VP of Administration
Title Vice President of Clinical Services
Title Director of Community Affairs and Government Relations
Title Director of Development & Communications
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
Collaborations
BHcare is a partner agency in the Branford Volunteer Services Center.  The Center was developed by the Community Social Services Network (CSSN), a group of social service providers in Branford (including BHcare). The Volunteer Services Center is a social service resource where those who are in need can find hot meals, food staples, clothing, books and fellowship all in one central location. In addition, clients of the Center may obtain referrals to other support services in Branford and beyond including counseling, medical care, emergency housing, and other essential social services. The Volunteer Services Center houses:

• The Community Dining Room
• The Branford Food Pantry
• Clothing Bank – operated by BHcare
• Friends of the James Blackstone Memorial Library

BHcare also collaborates with numerous agencies, educational institutions, and community groups. We engage in multiple collaborations to support various programs and initiatives. These agencies/groups include:

·        The Valley Council for Health & Human Services

·        TEAM, Inc.

·        Valley YMCA

·        Local United Ways

·        Spooner House

·        Local schools and universities

·        The Consultation Center

·        Local Police Departments

·        Women & Family Life Center

·        Milford Sexual Assault Services

·        New Haven Court Family Services

·        West Haven Youth and Family Services

·        Woodbridge Youth and Family Services

·        Milford Prevention Council

·        The Connection, Inc.

·        Amity Schools or Region 5 schools

·        Orange Drug & Alcohol Council

BHcare has a formal collaborative relationship with VNA Community Healthcare to provide in-home psychiatric nursing services to individuals who require assistance with their medications.

Additionally, BHcare is a participant in the New Haven Homeless Council.

Affiliations
AffiliationYear
Valley United Way2013
Greater New Haven Chamber of Commerce2013
United Way of Greater New Haven2013
Awards
Award/RecognitionOrganizationYear
Organizational Recovery Award from the CT Chapter of USPRAUnited States Psychiatric Rehabilitation Association2009
Connecticut Criminal Justice Standards for Community Corrections Program ComplianceDepartment of Corrections2002
Community Agency of the YearBranford Chamber of Commerce2010
Board Chair
Ms. Margaret Y. Livingston
Company Affiliation Retired, Guilford Savings Bank
Term Nov 2013 to Nov 2014
Email Mlivingston1024@gmail.com
Board of Directors
NameAffiliation
Ms. Joyce M. Barcley The WorkPlace, Inc.
Mr. William C. Bassett Retired
Mr. Richard Bell Esq.Retired
Ms. Tammy L. Burrell Tomasella, Schlitter & Burrell, PC
Ms. Lauren M. Casalveri HealthNet
Mr. David Crompton Retired
Atty. Laura J. Donahue Donahue & Donahue
Mr. D. Cyril D'Souza MDVA CT Healthcare System
Dr. Karen S. Dufour Internal Medicine Physicians
Ms. Natalie Feingold Retired
Mr. Stephen C. Guarrera Carey & Guarerra Real Estate
Mr. Michael J. Gulish Linsco Private Ledger
Mr. Bernard F. Lynch Consultant
Ms. Catriona MacAuslan New Haven Travel
Ms. Charlotte V. Mattei Webster Bank
Mr. William C. Nimons Retired Naugatuck Valley Savings & Loan
Mr. Fred Ortoli Fred Ortoli Photography
Mr. Anthony P. San Angelo Ferguson & McGuire/APS Insurance
Atty. Dominick J. Thomas Cohen & Thomas
Mr. Sean Thomas Wells Thomas
Mr. Joseph A. Verrilli Dwoken, Hillman, LaMorte & Sterczala, PC
Mr. Ronald L. Villani Community Volunteer
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 1
Caucasian 22
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 14
Female 9
Board Co-Chair
Term Oct 2011 to Nov 2013
Standing Committees
Finance
Nominating
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
 
 
Financials
Fiscal Year Start July 01 2014
Fiscal Year End June 30 2015
Projected Revenue $17,827,132.00
Projected Expenses $17,772,794.00
Spending Policy Percentage
Percentage (if selected) 80%
Detailed Financials
Prior Three Years Total Revenue and Expense Totals ChartHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201320122011
Total Revenue$17,654,436$14,547,166$11,147,035
Total Expenses$17,463,033$14,642,546$11,221,610
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201320122011
Foundation and
Corporation Contributions
$285,433$338,348$360,230
Government Contributions$12,816,401$10,698,253$8,174,477
Federal------
State------
Local------
Unspecified$12,816,401$10,698,253$8,174,477
Individual Contributions$48,995$80,601$54,811
------
$3,793,320$2,834,266$1,957,167
Investment Income, Net of Losses$5,836($9,658)$3,635
Membership Dues------
Special Events------
Revenue In-Kind------
Other$704,451$605,356$596,715
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$14,196,760$12,257,592$9,451,129
Administration Expense$3,266,273$2,384,954$1,766,803
Fundraising Expense----$3,678
Payments to Affiliates------
Total Revenue/Total Expenses1.010.990.99
Program Expense/Total Expenses81%84%84%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$2,591,260$2,506,920$2,025,975
Current Assets$1,730,348$1,733,665$1,418,352
Long-Term Liabilities$113,072$396,871$37,585
Current Liabilities$2,360,803$2,185,183$1,460,509
Total Net Assets$117,385($75,134)$527,881
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar Amount --DMHAS $10,874,710DMHAS $6,232,263
Second Highest Funding Source & Dollar Amount --DSS $783,350DSS $723,440
Third Highest Funding Source & Dollar Amount --CCADV $471,540CCADV $397,516
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities0.730.790.97
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets4%16%2%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? No
Comments
Foundation Staff Comments

This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.

Address 127 Washington Avenue, Third Floor West
North Haven, CT 06473
Primary Phone 203 446-9739
Contact Email info@bhcare.org
CEO/Executive Director Ms. Roberta J. Cook
Board Chair Ms. Margaret Y. Livingston
Board Chair Company Affiliation Retired, Guilford Savings Bank

 

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