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
Web and Social Media
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 1979
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
CEO/Executive Director Ms. Roberta J. Cook
Board Chair Mr. Michael Gulish
Board Chair Company Affiliation LPL Financial
Financial Summary
Revenue vs Expenses Bar Graph - All Years
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.

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.


Thanks to the generosity of donors, private foundations, and corporate supporters, BHcare provided behavioral health, domestic violence and prevention services for more than 17,000 people. And now with the addition of the Parent Child Resource Center, BHcare is providing services for more than 1,200 children.

Last year BHcare provided specialized treatment and care for more than 3,300 adults who are working to recover from serious mental illnesses like schizophrenia, bipolar disorder and major depression. Services include group and individual therapy, medication management, on-site primary care, employment services, case management, housing assistance, crisis services, supportive and supervised housing. BHcare behavioral health programming allows individuals with serious mental illness to remain living safely and independently in the community.

Last year with your support, BHcare’s The Umbrella Center for Domestic Violence Services (UCDVS) provided court-based advocacy for 3,598 individuals, emergency shelter for 143 women and 151 children, and counseling and support on 3,286 hotline calls and 367 LAP line calls from police officers. UCDVS trainers provided outreach and education for more than 1,000 people. Thanks to donors like you, all domestic violence services are provided completely free of charge.

BHcare provides prevention education through its Alliance for Prevention and Wellness (APW) (formerly VSAAC). APW offers a variety of interactive workshops and presentations for youth and adults that address substance abuse, mental health, suicide and risky behaviors, APW 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 2015, APW provided information, training, and presentations to more than 5,015 youth and 2,406 adults. Thanks to donors like you, APW celebrated its 25th year of providing education and wellness services in 2015.


More than 3,300 people rely on BHcare for mental health and addiction treatment; these individuals are struggling with chronic illnesses like schizophrenia, bipolar disorder and major depression. When serious mental illnesses are left untreated, they can result in devastating symptoms that lead to psychiatric crisis, and public health and safety hazards.

BHcare’s behavioral health services rely heavily on State funding and last year, due to constraints at the capitol, our funding was reduced by nearly $500,000, forcing us to reduce the number of clients we can treat in our clinics by five percent (211 people). BHcare is seeking individual, corporate and foundation donors to help us continue providing critical behavioral health services in your community.

BHcare needs your help to provide around-the-clock domestic violence services. Your donations to UCDVS literally save lives. Your support provides safe shelter, counseling, advocacy and support for more than 6,000 women and children who are fleeing abuse and working to rebuild their lives.

Early intervention and prevention are absolutely essential for building health communities. With your support, youth, parents and professionals can learn about addiction prevention, suicide prevention, and mental health first aid. Support APW (formerly VSAAC) programming and you’ll help build a healthy and safe future for your community.

CEO Statement
As a 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 Together, we can make a true and measurable difference in thousands of lives!

Roberta J. Cook

Board Chair Statement

As Chair of the BHcare Board of Directors, I am privy to 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 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 clinics, and families shattered by substance abuse have been restored with help from our co-occurring disorders program.

For our most vulnerable population, immediate access to community-based services, regardless of ability to pay, is absolutely critical to their recovery. BHcare works tirelessly to meet that need and expand services to ensure the greatest level of support and care.

However, the task is not an easy one and 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.

Michael Gulish
Chair, BHcare Board of Directors

Service Categories
Primary Organization Category Mental Health & Crisis Intervention / Mental Health Treatment
Secondary Organization Category Human Services / Victims' Services
Tertiary Organization Category Human Services / Family Violence Shelters and Services
Areas Served
East Haven
Lower Naugatuck Valley
New Haven
North Branford
North Haven
West Haven

BHcare is designated by the CT Department of Mental Health and Addiction Services as the Local Mental Health Authority for residents of Ansonia, Branford, Derby, East Haven, Guilford, Madison, North Branford, North Haven, Oxford, Seymour, and Shelton.

UCDVS 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.

APW serves the towns of Ansonia, Derby, Oxford, Seymour, Shelton, Bethany, Orange, Woodbridge, Milford, New Haven, and West Haven.

The Parent Child Resource Center (PCRC) a division of BHcare, provides children's mental health services for Valley families and beyond.

BHcare’s The Umbrella Center for Domestic Violence Services (UCDVS) is dedicated to increasing awareness of domestic violence and its effect on the community, empowering those victimized by providing advocacy and safe and effective services, and to working for social change to eliminate domestic violence. UCDVS offers a 24-hour hotline, individual and group counseling, advocacy, information and referrals to local providers, children’s counseling, and general support. UCDVS now offers long-term clinical and support services for high risk victims of domestic violence. All services offered are free of charge and confidential. Services support 170 different languages 24 hours a day, 7 days a week. UCDVS supports residents of 19 towns in the Greater New Haven and Lower Naugatuck Valley regions. 

In 2016 UCDVS provided safe shelter for 143 adults and 151 children, court-based advocacy and support for 3,598 individuals and families, and fielded 3,268 crisis calls via the hotline.  Each year UCDVS provides community education for more than 1,000 individuals and groups.

Population Served Victims / /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
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.
  • 100% of clients contacting the confidential hotline are able to access a certified domestic violence counselor within 30 minutes of a call.
  • 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 2 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 2 community resources that will help ensure their safety.
  • 75% of attendees at community presentations 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.
Domestic violence survivors 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.
Our vision is 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. 

UCDVS will work to reduce the impact of domestic violence in the community by holding batterers accountable for domestic violence crimes.
 90% of program participants will know that they have rights and choices in relationships that they weren’t aware of before.

75% of program participants 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.

UCDVS conducts pre and post tests to track gains in clients’ knowledge on issues of safety, strategies, and resources. Information is collected and included on quarterly reporting forms required of the program’s trade agency, the Connecticut Coalition Against Domestic Violence (CCADV). The program is evaluated by CCADV every other year on 75 program standards adopted by the membership. UCDVS scored 100% compliance on its last audit in July 2014. In addition, the State Department of Social Services (DSS), which provides partial funding for the program’s hotline and safe houses, has established outcome measures to evaluate program effectiveness. UCDVS has successfully met these standards and submits a narrative report every six months regarding program activities that include community outreach efforts and established outcome measures.

UCDVS submits a quarterly narrative and statistical report to CCADV which measures quantitative and qualitative goals based on program standards. Regular in-house individual supervision and staff meetings ensure proper case coordination.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
*Story submitted by UCDVS client*
On October 28, I was beaten by my fiancé. He stomped on me until I peed on myself, punched me in my face until I was spinning, and choked me until my face was blood red and my eyes were black. I laid in my hallway unconscious for hours.
When I came to I could barely move. I crawled to my couch and fell asleep. The next afternoon, my daughter and I packed my suitcase with only a few items that I felt were absolutely necessary. On October 29 at 3:00 pm, I walked out of my home, never to look back.
I then had to give up my kids to keep them safe. It was the hardest thing I ever had to do. I gave up custody to their father (not my abuser). I needed to run because there is no doubt that my fiancé would come looking for me once he realized I was still alive.
I spent one week traveling around on a bus. I had no idea what to do or where to go. I finally ended up at my sister’s house. A few days later, my sister and a friend put me on a bus to The Umbrella Center for Domestic Violence Services.
When I arrived, I was met at the bus station with a nice warm robe and new jammies. I was taken to a hotel where I met three of the nicest women I have ever known. That night was the first time in three days that I was able to take a shower. I cried myself to sleep that night; afraid of what I left behind and terrified of my future.
As I write this letter, I’m sitting at the kitchen table of the safe house. In three days, I leave to start my life all over. I was given a whole new life, a second chance. Yes, it is overwhelming, but I’m not scared anymore. I’m so excited for this new chapter of my life.
Thank you to all those who have helped me at The Umbrella Center for Domestic Violence Services.
I don’t have to live with domestic violence ever again. 

The Alliance for Prevention & Wellness (APW), (formerly VSAAC) functions as one of 13 Regional Action Councils across the State of Connecticut.  Established in 1990, APW 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)
Program is linked to organization’s mission and strategy No
Program is frequently assessed based on predetermined program goals Yes
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. APW 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. APW 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. APW 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 APW 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.

APW 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. APW 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 APW’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 APW 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.



We employ an experienced team of psychiatrists, licensed clinical social workers, advanced practice registered nurses, certified alcohol and drug counselors, and other mental health professionals who provide a wide range of services for individuals affected by mental illness and/or substance abuse disorders. We are dedicated to treating the whole person and offer care-coordinated primary care services, tobacco cessation services, and will add Medication Assisted Treatment in both clinics this fall.

Our outpatient services provide individual and group therapy to help individuals build on their strengths and improve their overall quality of life.

Not all disabilities are visible, and mental health issues can affect every area of a person’s life. Our clinicians use a person-centered approach and work with each client to develop a treatment plan that meets their individual needs and helps them achieve their goals.
Last year more than 3,000 people worked toward recovery in our outpatient clinics in Branford and Ansonia.
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 with services - 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 outpatient clients.
  • over 95% of clients currently live in the community;
  • overall satisfaction rate of 90% with clinic services in both locations.

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.


BHcare knows that employment is integral to an individual’s recovery from mental illness, addictions or other disabling conditions. The goal is achieving productive employment in the community. Services include situational assessments, job seeking skills training, on-the-job and job-related supports, vocational counseling, resume and interview preparation, and ADA consultation.

BHcare’s social clubs provide clients with opportunities to develop social skills that enhance their contributions to their communities. Social club services include social, recreational and psycho-educational programs that support the development of life skills, interpersonal skills, and independent livings skills.

BHcare social clubs provide an environment in which people can thrive and practice the skills they will carry into their individual lives. The clubs offer an array of structured and unstructured activities geared toward building self-confidence and self-sufficiency.
Population Served People/Families with of People with Psychological Disabilities / Alcohol, Drug, Substance Abusers / Unemployed, Underemployed, Dislocated
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
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 employment and social club 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 operational 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 social clubs have more than 200 members who are actively participating in club activities, rehabilitation groups and out trips.  More than 225 people are enrolled in the Employment Program and last year 97 clients were able to gain and maintain employment for 90 or more days. Both sites exceeded the Department of Mental Health and Addiction Services required placement rate and job retention rate.

Example: BHcare employment specialists recently worked with a computer programmer whose psychiatric symptoms interfered with his work.  Together with his clinician and employment specialist, the client learned how to manage his symptoms and recently accepted a position with a starting annual salary of $90,000!

Description BHcare Community Services offer the highest quality, individualized care whenever and wherever it is needed. Following best practices in our field, BHcare emphasizes learning and skill-building, so clients can become more independent. We believe individuals with mental health and co-occurring disorders (mental health and substance use) can recover and lead full lives in their communities. The services focus on skill acquisition and mastery, environmental adaptations to support recovery, and accessing resources. Services are offered in locations that meet participants’ needs. Such locations may include individuals’ homes, hospitals, shelters, correctional facilities and other community locations. Community Services has three main components: Adult Community Support Services, Young Adult Services, and Housing Services.  Each year more than 600 individuals receive support through community services.
Population Served People/Families with of People with Psychological Disabilities / Homeless / Alcohol, Drug, Substance Abusers
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
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. Once clients are engaged in services, case workers and housing specialists will first work to ensure that each client's basic needs of food, clothing and housing are being met.  Once basic needs are established, the individual will begin working toward skill-building that will allow him/her to live successfully in the 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.

1.   At least 60% of clients will maintain or increase the level of independence in living situation from admission to discharge.

2.   At least 80% of clients will be living in stable housing at the time of discharge.

3. At least 75% of clients will maintain or increase their level of functioning between time of admission and time of discharge, or will maintain or increase their level of functioning over a six-month period as measured by MGAF.

CEO/Executive Director
Ms. Roberta J. Cook
Term Start May 1990

Roberta assumed the role of President/CEO of BHcare in July 2013, she served as CEO since January 2012. Roberta was President/CEO of Harbor Health Services, for six years prior to the merger to form BHcare. She was the Chief Financial Officer for Harbor Health from 1993 to 2005, and before that she worked for R.J. Carabetta & Company as a staff accountant.

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. She serves on the Board of Directors for CommuniCare, Inc., the Board of Incorporators for Guilford Savings Bank, and was appointed to the Governor’s Cabinet on Health and Human Services in 2011.

Under Roberta's leadership and guidance, BHcare has developed into a $19 million organization that is providing treatment, care and support for more than 13,000 individuals and families in Connecticut.

Number of Full Time Staff 194
Number of Part Time Staff 85
Number of Volunteers 120
Number of Contract Staff 4
Staff Retention Rate 91%
Staff Demographics - Ethnicity
African American/Black 55
Asian American/Pacific Islander 2
Caucasian 197
Hispanic/Latino 20
Native American/American Indian 0
Other 5 Two or more races
Staff Demographics - Gender
Male 62
Female 217
Unspecified 0
Former CEOs and Terms
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 BHcare for more than 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
Trudy Higgins has been employed by BHcare for more than 20 years and currently serves as the Vice President of Community Services. Ms. Higgins is responsible for BHcare's housing, specialty services, domestic violence services and prevention services.  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 more than 30 years.
Title Chief Quality & Compliance Officer

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 Director
Title Vice President of Clinical Services
Experience/Biography Tony Corniello has been with BHcare for more than 20 years and is currently responsible for all clinical and community support services.  Tony earned a BA in psychology from Assumption College and an MSW with a specialty in healthcare management from Southern CT State University.
Title Chief Business Development Officer
Experience/Biography Emily Granelli has more than 15 years experience in nonprofit communications, marketing and fundraising and has been with BHcare for the last 10 years.  Ms. Granelli earned a BA in Mass Communications and History from Quinnipiac University, and an MA in Education from Quinnipiac University.
Title Director of Human Resources
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

BHcare is a partner agency in the Patricia C. Andriole Volunteer Services Center (VSC) in Branford. The VSC 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. VSC clients may also obtain referrals to other support services in Branford and beyond including counseling, medical care, emergency housing, and other essential social services. The VSC houses The Community Dining Room, the Branford Food Pantry, the BHcare Clothing Bank and Friends of the James Blackstone Memorial Library.

BHBHcare collaborates with numerous agencies, educational institutions, and community groups including:

  • Greater New Haven Opening Doors

  • CT Coalition to End Homelessness

  • Partnership for Strong Communities

  • Coordinated Access Network

  • Guilford Human Services Council

  • CommuniCare, Inc.

  • The Valley Council for Health & Human Services

  • TEAM, Inc.

  • Valley YMCA

  • United Way of Milford & Valley United Way

  • 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.

  • Orange Drug & Alcohol Council


Valley United Way2013
United Way of Greater New Haven2013
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
Mr. Michael Gulish
Company Affiliation LPL Financial
Term Nov 2015 to Nov 2018
Board of Directors
Mr. John A. Accavallo CPAMachaud, Accavallo, Woodbirdge and Cusano, LLC
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. Matthew Conway PhDSuperintendent, Derby Public Schools
Atty. Laura J. Donahue Donahue & Donahue
Ms. Natalie Feingold Retired
Mr. Stephen C. Guarrera Carey & Guarerra Real Estate
Mr. Mark Kirschbaum United Illuminating
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
Ms. Lynne Perry Consultant
Mr. Anthony P. San Angelo Ferguson & McGuire/APS Insurance
Dr. Vinod Srihari Connecticut Mental Health Center, Yale
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 0
Caucasian 22
Hispanic/Latino 0
Native American/American Indian 0
Other 1 0
Board Demographics - Gender
Male 14
Female 9
Unspecified 0
Risk Management Provisions
Accident and Injury Coverage
Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Blanket Personal Property
Boiler and Machinery
Business Income
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Commercial General Liability and Medical Malpractice
Computer Equipment and Software
Crime Coverage
Directors and Officers Policy
Disability Insurance
Educators Errors and Omission Liability
Employee Benefits Liability
Employee Dishonesty
Employment Practices Liability
Exhibit Liability
Extra Expense Insurance
Fiduciary Liability
General Property Coverage
General Property Coverage and Professional Liability
Improper Sexual Conduct/Sexual Abuse
Internet Liability Insurance
Life Insurance
Medical Health Insurance
Medical Malpractice
Patient Liability
Professional Liability
Property in Transit and Off Premises
Public Benefit Guaranty Corporation
Renter's Insurance
Risk Management Provisions
See Management and Governance Comments
Special Event Liability
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability
Workplace Violence
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Fiscal Year Start July 01 2017
Fiscal Year End June 30 2018
Projected Revenue $20,041,419.00
Projected Expenses $20,027,591.00
Spending Policy Percentage
Percentage (if selected) 80%
Credit Line Yes
Reserve Fund No
Other Documents
Other Documents 3
Bright Horizons Newsletter Summer2017View
Bright Horizons Winter 2015-20162016View
Bright Horizons Spring 20162016View
Bright Horizons Summer 20162016View
Bright Horizons Newsletter Winter 14-152015View
Bright Horizons Newsletter Summer 20152015View
Bright Horizons Winter2014View
Bright Horizons Spring2014View
Bright Horizons Spring 2013 newsletter2013View
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 Year201520142013
Total Revenue$18,910,504$18,090,912$17,654,436
Total Expenses$18,890,009$17,998,530$17,463,033
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 Year201520142013
Foundation and
Corporation Contributions
Government Contributions$13,750,185$13,192,547$12,816,401
Individual Contributions$38,359$26,080$48,995
Investment Income, Net of Losses$2,908$11,727$5,836
Membership Dues------
Special Events------
Revenue In-Kind------
Prior Three Years Expense Allocations Chart
Fiscal Year201520142013
Program Expense$15,455,631$14,566,897$14,196,760
Administration Expense$3,434,378$3,431,633$3,266,273
Fundraising Expense------
Payments to Affiliates------
Total Revenue/Total Expenses1.001.011.01
Program Expense/Total Expenses82%81%81%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201520142013
Total Assets$2,833,784$2,514,768$2,591,260
Current Assets$2,154,109$1,802,327$1,730,348
Long-Term Liabilities$56,308$67,635$113,072
Current Liabilities$2,549,942$2,240,094$2,360,803
Total Net Assets$227,534$207,039$117,385
Prior Three Years Top Three Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountDMHAS $11,452,220DMHAS $11,083,808DMHAS $10,857,222
Second Highest Funding Source & Dollar AmountCT Coalition Against Domestic Violence $1,347,156CT Coalition Against Domestic Violence $1,377,455CT Coalition Against Domestic Violence $1,068,802
Third Highest Funding Source & Dollar AmountDept. of Housing & Urban Dev. $303,509Dept. of Housing & Urban Dev. $309,086Dept. of Housing & Urban Dev. $250,254
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities0.840.800.73
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets2%3%4%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? No
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
CEO/Executive Director Ms. Roberta J. Cook
Board Chair Mr. Michael Gulish
Board Chair Company Affiliation LPL Financial


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