mental health technician

clinician

licensed vocational nurse

licensed clinical social worker

case manager

Telecare-Corporation

My typical work day begins by talking with Residents, asking them how their night was or what sort of plans they have for the day. I then make sure to check in with the current staff on hand; which is the night staff and nurse while meeting with the day staff and day nurse. I make sure to speak with each night employee before they leave ensuring they have no payroll questions or issues, and ask about their lives. Building goodwill between myself and staff is a key part of my day. The rest of my work day depends on the time of the month: in the begging of the month most of my time is dedicated to allocating Social Security or Veterans Assistance funds to the appropriate bank account then updating QuickBooks to match the transfer of funds. At the beginning of the month I also have to close the previous month, ensure all Journal Entries are entered, make sure all credit card transactions are posted, and cost transfer for all cash advance funds. The middle of the month is dedicated to the facilities financial statement, reviewing the preliminary financial statements, cost transferring miss-posted transactions, or allocating those Corporate transactions to the correct GL. Finalizing accruals from the previous month and getting our facilities financial statement ready for Corporate as well. The end of the month is dedicated to starting the month end close process. Tasks that are completed all throughout the month include payroll in all aspects, accounts receivable, accounts payable, purchasing for the facility, vendor relations, and all other duties appointed by the program Administrator or my direct supervisor. Other parts of my day may be adjusted depending on quarter end or annual tasks that are required.
So far what I have learned while working at Telecare is that I can not only do my job well, but I can help people grow to realize their full potential while working. I have also learned patience and multitasking skills; working with up to ten staff at one time and fifteen (live-in) residents can offer many interruptions throughout a work day.
Having such a large staff has changed and shaped my management style for the better. For example, managing payroll for on-call traveling Registered Nurses that I have zero face time with has given me the ability to utilize all resources to provide accurate compensation for services rendered. My manager at Telecare is a great resource within the accounting aspect of my job. The Regional Business Office Manager travels between five facilities, but is always available by phone or email. Telecare set up the management structure to allow each Business Office Manager the ability to be empowered in their decision making, yet have the Regional to fall back on when needed.
The people I work with make me the manager that I am, without an awesome staff I am merely a man in an office with numbers. The employees are the lifeline of Telecare, they are with the residents all day, they provide support, not only to the residents, but to myself and each other. I also have a strong management team within the facility, locally we have an Administrator, two Team Leads, and a Nursing Director. All of which help the facility flow and function at its highest level.
The hardest part of my job is also the most enjoyable part of my job: the residents. They can interrupt me at my most stressful time, or provide a sense of humor at my most stressful time, easing the stress. Working with each guy and watching them grow provides a sense of pride that will continue to benefit my career, and me as a person, long after I am gone from Telecare.

Telecare itself offers an amazing set of values and a productive, compassionate, and thorough recovery environment; in terms of its recovery culture, Telecare was everything I expected from the brief description offered on the careerlink site where I applied. After my first week of work and an all-day training session I found that Telecare exceeded what I hoped they were offering. As someone completing a MS in Clinical Counseling and progressing toward working with individuals as a therapist, I found my work experience at Telecare to be a superior learning environment preparing me for the next steps in my career. There are so many opportunities for employees to learn, practice, and increase their skills and passions for work in this field. The best part of the job for me were the groups we are assigned to plan and instruct each shift: spirituality/religion, fitness, focus on you, cooking/nutrition, current events, and addictions are some of the groups residents can attend. Most of the groups are related to well-being and recovery issues but some are not. It is a good method for offering the residents chances to discuss, interact, learn, and just enjoy taking in some information from the world outside for entertainment or personal interst. I personally did not find anything difficult about the job or find the environment to be stressful. 
The only issue I found with the center I worked in was that the management was almost nonexistent, with the main administrator making very few appearances and the other administrator/therapist was only ever only slightly more involved.There was also a sense of exclusivity, in that certain employees kept cell phones at their desks in the office and other employees were asked not to keep their phones anywhere in the building. Certain employees would arrive to work a few minutes late each day and it was never addressed, while others would arrive at the same times and were spoken to by the supervisor. Rules should apply equally to all employees. The poorly managed, disorganized environment produced many small conflicts between coworkers, who could have put more energy into teamwork throughout the day, but the focus was often on reporting each other and management then stepping in and poorly addressing situations. I personally think the environment is too casual and everything from dress code to the way employees are expected to follow rules and policies are not enforced well. 
While I love the corporation and believe the programs offer compassionate, holistic support and chances for emotional and spiritual growth to residents utilizing the programs, the center I worked in lacked the professionalism to make it a healthy work environment for employees.

Despite its external mission, internal culture does not reflect the same values. Leadership turnover is frequent, resulting in a lack of continuity and direction. In my experience, HR is not a neutral or employee-supportive function instead, it often shields problematic behavior and perpetuates internal politics. Employees who advocate for improvements or raise valid concerns often face retaliation or marginalization. There is a serious lack of transparency in how disciplinary actions and promotions are handled. Decisions are frequently made without input from those doing the work, and favoritism is deeply entrenched. Ethical concerns raised through proper channels are often ignored or brushed aside. A particularly concerning issue is the approach taken by Talent Acquisition. Hiring decisions appear to prioritize meeting hiring quotas over assessing whether candidates are truly qualified or a good fit for the role. This results in frequent staff turnover, poor team cohesion, and inconsistent care for clients directly impacting service quality and overall morale. There is also a pervasive gossip culture at both the floor staff levels and upper management, which further erodes trust and professionalism. Employees are not consistently held to the same standards those with internal connections are often protected, while others are disciplined for similar or lesser issues. While the mission is compelling and the work has real impact potential, the internal dysfunction, lack of transparency, and poor accountability make it difficult to stay long-term. Until the organization addresses these systemic issues, particularly in HR and leadership, it will continue to lose dedicated staff and struggle to deliver on its mission.

The good:
Telecare is a great way to gain experience in the field of mental health. There is always something new to learn as long as you stay motivated and driven. My experience was in community mental health. Teamwork is expected and fellow co-workers help to support your caseload, and vice versa. Being part of a motivated team made this position one I enjoyed and enjoyed working with at the local office.

The bad:
Training. In my experience, it was very limited. Get thrown into the deep end of the pool, and then two weeks later management checks to see if you can swim, or have died and drowned. Huge turnover. At my office, senior staff did not exist. They bounced for other positions due to poor management. The job can be stressful at times and management has high expectations. Low pay. Cost of living raises? Not this year, not next year. Fast food service workers make the same amount money. Lack of respect or acknowledgement from management. I was treated better as a graduate student intern than the local Telecare office treats Mental Health Clinicians. 

The Ugly:
My local Telecare Office has numerous management openings. However, Telecare prefers to hire management from outside sources and does not promote from within creating limited advancement opportunities. Having managers with limited to no Community Mental Health experience running programs and overseeing staff that have been in those positions for years doesn’t work very well. It can create conflicts were management actually increases stress and disfunction because they don’t fully understand the job duties of their subordinates and do not want to listen to constructive criticism. As mentioned earlier, most staff with any seniority and experience left the local Telecare Office due to the combination of low pay, lack of respect and unresponsive management. 

With that, good luck. A motivated person can make this work. Just be aware of the pitfalls. 


The organization talks a lot about equity, justice, and supporting the community, but my experience didn’t line up with those values. Leadership in high-pressure roles often didn’t receive the support they needed, and HR and corporate leadership didn’t always follow through on the principles they promoted. One of the biggest challenges was with the HR department. In my experience it felt like they were more focused on protecting upper leadership and maintaining the company image than actually helping employees or addressing serious concerns. I witnessed a situation where inappropriate behavior by an HR team member was reported, but nothing was done to follow up or support the person affected. It seemed like those in power weren’t held accountable, and that was discouraging. There were also issues with how decisions were made office politics played a bigger role than fairness. I also witnessed, a program leader being kept around only to get through a large audit, even though upper leadership and HR had already decided they would be let go afterward. It felt like people were being used for convenience rather than being genuinely valued. Favoritism was another ongoing issue. Some employees were promoted or moved into new roles despite poor performance, while others who raised concerns or tried to create positive change were pushed out or ignored. HR didn’t always take feedback well and sometimes made you feel like you were the problem for speaking up. The mission sounds great on paper, but the internal culture did not match. If you're someone who values clear communication, fairness, and strong leadership support, this may not be the best fit.

The hardest part of the job is separating yourself from the needs of the individuals you serve (called members). It's difficult to leave work at work and not think about the dire situations the people you serve face when you are not in the office. Additionally, if you have your own mental health concerns, make sure you have a good handle on them and good coping skills BEFORE working here because it will derail your mental health drastically. I personally do not feel that this work is for me because of that, but if these are challenges you are okay with, then, by all means, apply. Management is overworked and rarely available for mentorship or guidance, making the job even more difficult and frustrating. Often, you will make a mistake, then be told why you shouldn't do XYZ instead of being informed beforehand. The most enjoyable part of the job is the coworkers. As people, they are kind, supportive, and funny. It truly feels like a family in a healthy way. This did not make up for the actual job, however. A typical day at work is receiving a caseload with little to no direction on how to proceed with service, just previous progress notes to view. You work with members to provide case management, mental health services (MHS) (providing and reviewing coping skills from a database – an insufficient attempt at MHS), and discuss members' goals. Often you call agencies like SSI, DMV, and other services with the individual. Very difficult as most individuals live with severe mental health disorders and co-occurring disorders, and are often homeless. As much trouble this work causes you, the compensation should be much higher. The co-workers make it bearable. 

This place needs A LOT of work. The first few days were very exciting due to the nature of the services provided (if you're passionate about helping others in need); however, it only took about 2 weeks after starting to realize what kind of work culture/environment I had gotten myself into. There is no fluidity or communication between shifts or among the "specialists" themselves. Most of those hired have subjective (negative) experience when serving the particular population requiring services. There is a strong lack of understanding, empathy, passion and compassion for the most serious cases. Favoritism is showed towards residents that are "easier" to deal with. Scheduling is terrible ("flexible" means you cannot ask for a rigid schedule at all). "Specialists" will show up to work late- consistently, or will show up to work noticeably hungover. Management does not rectify these situations due to the lack of interest in those positions from job-seekers. There is a reason why RCS does not post their starting wage on their job posts... I expected anything and everything from the residents themselves, as it is a passion of mine to help others in need, not from the people I was working side-by-side with. The "specialists" themselves lack professionalism and objective knowledge/experience. The facility itself is absolutely disgusting and outdated, and many residents who require a higher level of care are taken in to "keep beds filled", as it is a business. This business model is antithetical to creating an optimal/healthy work environment, or an environment that cultivates growth and recovery at all. To be brutally honest, the only difference between the residents and "specialists" is the gross amount of privilege and false sense of well-being of the latter. Do not apply here if you have B.S. or B.A., or if you want to gain an appropriate and a healthy experience in this field of work.  

I encountered a consistently toxic work environment where passive-aggressive behavior was not only common but often overlooked by leadership. Certain employees were routinely singled out or treated unfairly, creating a culture of  low morale. The overall environment made it challenging to stay motivated or feel valued. 

One of the most disheartening aspects of my experience  was the performative empathy shown by administration especially when it came to personal matters. On the surface, managers projected concern and open-door policies, but in practice, their responses to employee concerns were often dismissive or strategically vague. This superficial empathy created a false sense of safety—where speaking up seemed encouraged but was subtly ignored or deemed problematic. Over time, this eroded trust and reinforced a culture where authenticity was replaced with careful image management. True empathy requires action and consistency, not just words or staged concern when convenient.

I had already made the difficult decision to resign from due to continued tension between me and my immediate Supervisor with a formal resignation date set. However, just days before that date, I was told to  leave the premises —officially due to “low performance and I was no longer conducive to the leadership team.” What made this especially disheartening was that, right before being let go, I received an email outlining an extensive list of tasks to complete in a very short time frame. It felt less like a genuine expectation and more like a setup. I had consistently shown up and done the work, despite often feeling undervalued, excluded, and used only for what I could deliver. This final experience confirmed the pattern: performative support on the surface, but a lack of true respect or empathy underneath. It was a disappointing end to an already disillusioning experience. 

I started working here because I really believed in the mission and wanted to help people in need. I was lucky to work with some amazing frontline staff who truly cared about their clients. That part was meaningful and kept me going for a while. But over time, it became clear that there were some serious problems within the company. One of the biggest issues was the constant change in leadership. People were always coming and going, which made it hard to have any stability. HR was also not very supportive. From what I saw, they seemed more focused on protecting the company than helping staff, especially those working in tough program roles. Rules weren’t applied the same to everyone. People who weren’t doing their jobs well or who acted in ways that didn’t seem right often faced no consequences. Some even got promoted. This made it hard to trust leadership and HR. When people spoke up about problems, they were often ignored, brushed off, or even treated badly for saying something. It felt like if you tried to make a difference, you were pushed out. Upper management also seemed disconnected from what was really happening in the programs. They didn’t spend much time with frontline staff and made decisions without understanding how they affected us or the people we served. The work environment overall was frustrating. Quite a few long-time staff didn’t seem to put in much effort, and nothing was done about it. That made it hard for those of us trying to do our best every day. The mission is great, and the work can be meaningful, but the culture and leadership made it a tough place to stay long-term. If you care about fairness, support, and growth, you may want to strongly consider other options


I gave this place years of my life—taking on multiple roles, staying late, covering for gaps, and even pursuing higher education to keep up with demands. I contributed ideas that were later implemented, but recognition? Nonexistent. Leadership benefits from staff efforts without offering growth in return.

I applied for a role I was qualified for—after being encouraged to do so—and heard nothing back. No feedback, no clarity. The position quietly went to someone else. It didn’t feel like a merit-based decision. This wasn’t the first time promises were made and then quietly dropped.

Compensation is a joke. After years of work, I received a $0.62 raise. Meanwhile, new hires were brought in at the same or higher pay. There’s no real reward for loyalty or dedication. Other systems pay more and treat staff like professionals.

Many staff voiced concerns about safety, workflow, and protocol breakdowns. From my experience, these issues were often dismissed or ignored by leadership. It created an environment where it felt like speaking up didn’t matter. That takes a toll.

This organization promotes itself as clinically driven, but there’s a disconnect between the values they advertise and what actually happens. There’s a lot of talk about integrity, growth, and client care, but not much follow-through from the top. Frontline staff carry the weight while upper leadership remains out of touch.

Top Job Titles	Average Salary
Mental health technician 1 salary reported	$81,340 per year
Clinician 2 salaries reported	$70,100 per year
Licensed vocational nurse 4 salaries reported	$27.84 per hour
Licensed clinical social worker 3 salaries reported	$113,984 per year
Case manager 3 salaries reported	$23.00 per hour

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