Leading With Purpose - Shared Principles

SOCIAL IMPACT JOURNAL SPOTLIGHTING THOSE UPLIFTING THE HUMAN SPIRIT

LEADING WITH FEATURING

PURPOSE SHARED PRINCIPLES ACROSS THE GLOBE

LEADING, SERVING AND GROWING TOGETHER AT

UNITED IN PURPOSE: WestCare President Richard Steinberg signs the Shared Principles, reinforcing the values that guide our work around the world.

MAY 2026

FEATURE

Dear WestCare Teammates, Along my leadership journey, I have learned from people who poured into me, from teams I have served alongside, from conversations that challenged me, and from seasons of uncertainty that stretched me. Over time, I have come to understand that leadership is built from the inside out. It begins with character, with the discipline to keep growing, and with the choice to serve people well.

That is why WestCare’s Shared Principles matter.

If we are serious about Uplifting the Human Spirit, these principles cannot live only in mission statements or meeting rooms. They must live in us. They must shape the way we listen, communicate, solve problems, steward resources, develop people, and stand beside one another when the work is demanding.

These ten Shared Principles give us a common language for culture across WestCare. They help us turn mission into daily behavior. They remind us that collaboration is not simply working alongside one another; it is trusting one another enough to speak clearly, lead humbly, take ownership, honor culture, and keep the success of those we serve at the center of every decision.

In the pages ahead, you will hear reflections from ten leaders across our organization who are living these principles in the communities we serve around the world. My hope is that this issue feels less like a set of instructions and more like a collection of lived stories, because culture is not formed by information alone. It is formed by example, repeated over time.

The next chapter of WestCare will be shaped not only by what we do, but by how we do it together.

Uplifting With You,

Dwayne Stevens Dwayne Stevens is Chief Information Officer at WestCare, bringing nearly 25 years of experience in technology leadership, information security, healthcare systems, and organizational strategy.

IF WE WANT RESPECT AND COMPASSION FROM OTHERS, THEN THAT’S WHAT WE NEED TO GIVE FIRST.

Peggy Quigg

SHARED PRINCIPLES

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PRIORITIZE SUCCESS FOR THOSE WE SERVE Every position at WestCare is centered around helping people lead better lives. Our teams consistently deliver high-quality, compassionate services that drive long-term sustainable and meaningful results.

Prioritizing success for those we serve

is strengthened by strong relationships with

means recognizing that impact extends far

stakeholders. When programs deliver

beyond the client alone. True success is

meaningful results and build trust across all

achieved when both those we serve and those

levels, everyone becomes invested in their

who support the work, including staff,

success.

partners, and the broader community, are aligned and invested. Bob describes this as a

At its core, this principle is rooted in a deep

balance between “managing down” and

respect for the individual. Every person served

“managing up,” where quality care for clients

brings a complex life story, and it is essential to approach each interaction with empathy, curiosity, and intention. Leadership must cultivate environments that prioritize connection over transaction, ensuring that clients feel seen, valued, and supported from the very first interaction.

Bob believes some of the most meaningful outcomes happen when people feel genuinely heard and understood. “People want to know that they matter and that someone is truly listening,” he shared. Creating that sense of trust and connection strengthens engagement, builds confidence, and helps individuals feel supported throughout their journey of care.

Ultimately, prioritizing success requires both awareness and action, creating a culture where compassion, partnership, and purpose drive outcomes, and where success is shared across the entire WestCare community.

Robert “Bob” Neri, LMHC, MCAP, is Chief Privacy Officer for WestCare and a member of the Executive Leadership team and President’s Legacy Council, bringing decades of leadership experience in behavioral health, program development, and organizational quality improvement.

TREAT EVERYONE WITH DIGNITY AND RESPECT We recognize people’s inherent worth by showing respect, empathy, and fairness, valuing them regardless of their life experience. We listen actively and foster safe, positive environments so people leave interactions with greater clarity and hope.

Treating everyone with dignity and respect

more meaningful collaboration to grow across

begins with meeting people where they are,

teams and communities.

recognizing that both clients and staff come with diverse experiences, challenges, and

In everyday leadership, this principle shows

needs. Peggy emphasizes that those we serve

up through openness, feedback, and a

often arrive hurt, vulnerable, and in need of

willingness to try new approaches. Continuous

compassion, and it is our responsibility to

improvement is not about perfection. It is

honor their humanity without judgment. This

about making thoughtful changes over time

principle extends equally to staff, many of

that strengthen both teams and outcomes

whom bring their own lived experiences into the work.

At its core, dignity and respect require active listening, empathy, and the ability to set aside personal bias and ego. Leadership plays a critical role by modeling these behaviors, especially in challenging moments. By leading with humility and self-awareness, leaders create an environment where trust, understanding, and collaboration can thrive.

Peggy believes dignity and respect begin with self-awareness and the ability to lead by example, especially during difficult moments.

Leadership plays a critical role in setting the tone for how people are treated and supported. “Leadership setting that example is really critical, and also to recognize in themselves when they’re not capable in that moment, to step back,” Peggy shared.

Creating space for empathy, reflection, and humility allows stronger relationships and

Peggy Quigg, a Continuous Quality Improvement Consultant and member of the WestCare President’s Senior Service Advisors and Legacy Council, brings decades of leadership experience and helped shape WestCare’s Shared Principles.

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SHARED PRINCIPLES

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HONOR CULTURE We honor the culture of each client, employee, and community we serve. We meet people where they are, approach with care and openness, and tailor our approaches to meet local needs. We respect individuality, celebrate differences, value lived experiences, embrace legacy and history, with respect for local realities.

Honoring Culture means more than

Working across Guam and the Pacific Islands

respecting differences. It’s about taking the

has reinforced the importance of listening first.

time to truly understand the people and

While many island communities share

communities we serve so that care feels

similarities, each has its own identity, history,

relevant, meaningful, and effective. For

and lived experience. Beverlyn shared that

Beverlyn, culture is not separate from the

meaningful progress only happened when

work itself. It shapes how trust is built, how

WestCare partnered with trusted community

services are delivered, and how relationships

members who could guide conversations, open

are formed.

doors, and help shape services in ways that reflected the needs of the people being served.

Beverlyn believes cultural understanding begins with humility and a willingness to learn from the communities themselves. “You cannot serve people well if you do not take the time to understand who they are and what matters to them,” she shared. Creating space for people to feel seen, respected, and represented strengthens trust and allows services to feel more personal and impactful.

Her leadership has been deeply influenced by her own experiences growing up as a CHamoru woman and navigating different cultural spaces throughout her life. Those experiences taught her the importance of remaining curious, adaptable, and willing to learn from others.

Beverlyn reminds us that, “Honoring culture is not extra work. It’s how we make our work more meaningful.”

Beverlyn Coleman is Vice President of Operations for WestCare Pacific Islands, a proud CHamoru leader and Army National Guard Veteran with nearly 20 years of experience serving youth, families, and diverse island communities.

Rising to the Occasion IS NOT ABOUT WHEN THINGS ARE GOING WELL. IT IS ABOUT HOW WE RESPOND

WHEN THEY’RE NOT.

Ivan Moratiel

SHARED PRINCIPLES

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DEVELOP PEOPLE WITH PURPOSE We intentionally cultivate a culture of conscious development through mentoring, challenging, and empowering individuals to reach their full potential, ultimately strengthening both team and the mission.

Developing people with purpose means

Rather than relying on constant oversight,

ensuring that the work we do is rooted in both

effective leadership creates space for

skill and heart. While systems, data, and

individuals to think critically, take ownership,

processes are essential, they are not what

and step forward when needed. By guiding

define our impact. People are. If we are not

rather than controlling, leaders help others

intentionally developing staff to see those we

build the confidence and capability to succeed

serve as individuals, not numbers, we cannot

on their own.

truly fulfill our mission of Uplifting the Human Spirit.

She believes growth happens when people feel trusted, supported, and encouraged to

For Jeannie, this principle comes to life

think for themselves. “If you have to oversee

through empowering others to grow into

every single thing someone does, then

confident, independent leaders.

you’re not really developing them,” Jeannie shared. Creating opportunities for people to lead, problem-solve, and learn from experience helps build stronger teams and more confident leaders over time.

This approach not only strengthens teams but creates lasting impact. When people are developed with purpose, they carry those lessons forward, influencing others and shaping the culture around them. In essence, this principle is about more than performance. It is about caring for people in a way that allows them to grow, lead, and contribute meaningfully to the mission.

Jeannie Lewis is Vice President of Accreditation and Clinical Integrity at WestCare, a Licensed Mental Health Counselor, and an experienced behavioral health leader with a background spanning clinical care, accreditation, and program leadership.

COMMUNICATE CLEARLY We use precise language, document goals, and maintain consistent, two-way dialogue to communicate clear expectations and promote understanding. By timely communicating, we strengthen relationships, build trust, and ensure people know how to succeed.

Communicating clearly means creating an

Over time, she has learned that avoiding

environment where no one has to guess. It is

difficult conversations only leads to confusion

about being transparent, direct, and

and stress. By leaning into those moments

thoughtful so that people understand not just

with both honesty and care, leaders can

what they are doing, but why it matters. In an

strengthen relationships and improve

organization as large and diverse as WestCare,

outcomes. Ultimately, clear communication

clarity is essential to keeping teams aligned,

protects time, energy, and purpose—allowing

focused, and moving forward together.

teams to move beyond reaction and into meaningful, strategic work that supports the

For Gabriela, clear communication is not just

mission.

about sharing information—it is about building trust. When people feel informed and included, they are more confident, more engaged, and better equipped to serve others.

This shows up in leadership through setting clear priorities, defining timelines, and being honest about capacity, while also creating space for questions and dialogue.

She believes some of the strongest teams are built when communication is consistent, respectful, and grounded in transparency.

“Clarity is kindness,” Gabriela shared, emphasizing that people work best when expectations are understood and conversations are approached openly.

Creating that kind of environment allows teams to collaborate more effectively, navigate challenges with less confusion, and stay connected to the larger purpose behind their work.

Gabriela Swartwood is Vice President of Marketing and Communications at WestCare, bringing more than 20 years of experience in nonprofit storytelling, strategic communication, and community engagement.

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SHARED PRINCIPLES

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TAKE OWNERSHIP We do what we say we are going to do. We are accountable for our actions, decisions, and behaviors.

Taking ownership means fully embracing

In practice, ownership goes beyond simply

responsibility, not only for what we do, but for

completing a task. It means staying engaged

how we show up for others. For Travis, this

until someone truly gets the help they need.

principle is rooted in accountability and

Especially in moments of vulnerability, small

follow-through. It is about doing what you say

gaps in support can lead to missed

you will do and making sure the work is

opportunities for care and connection. Taking

carried out with intention and care.

ownership requires people to remain present, responsive, and willing to step in when needed.

Travis believes real leadership is demonstrated through action and personal responsibility. “If someone needs help, don’t just point them in the right direction—take them there,” he shared. That mindset creates stronger relationships, builds trust, and reminds people they are not navigating challenges alone.

This principle also shapes team culture. When individuals are trusted to own their roles, it reduces the need for micromanagement and builds confidence across the team. Ownership creates accountability, mutual respect, and a stronger sense of commitment to both the mission and the people being served.

Travis Landry is Regional Vice President of WestCare Wisconsin, bringing years of community leadership and hands-on experience serving some of Milwaukee’s most at-risk neighborhoods through outreach, collaboration, and service.

A TITLE DOESN’T GIVE YOU CREDIBILITY.

Relationships do.

Nichole Smith

SHARED PRINCIPLES

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RISE TO THE OCCASION We give our best every day, whether in crisis, natural disasters, or in times of routine service. We coordinate fast to step into hard moments and do not leave programs or people to carry the load alone. We work together to protect clients and staff.

Rising to the Occasion means doing what

For Ivan, this principle became especially clear

needs to be done, especially when

during a period of intense pressure when

circumstances are difficult or uncomfortable.

multiple responsibilities converged. Rather

It is not about waiting for ideal conditions or

than stepping away or letting one person

looking for excuses. In the work we do, there

carry the burden alone, the team stayed

is always someone depending on us to

connected, communicated consistently, and

respond well, and how we handle those

worked through challenges together. That

moments has a direct impact on the people

experience reinforced the importance of

we serve.

presence, accountability, and shared responsibility.

Ivan believes leadership is shown most clearly during difficult moments, when people look to one another for stability, direction, and support. Rising to the occasion means remaining present and willing to carry responsibility alongside the team rather than stepping back under pressure. “What falls to us, falls to us, and it is up to us to make sure it happens,” Ivan shared. That mindset strengthens trust and reminds teams that challenges are best faced together.

In everyday leadership, rising to the occasion means showing up fully, listening to the team, understanding what people are carrying, and providing direction even when decisions are difficult. Over time, this principle has taught Ivan that leadership is defined not by moments of control, but by how we respond when things become challenging.

Ivan Moratiel is Regional Vice President of Guara Bi Puerto Rico, co-founder, and social work leader overseeing programs for vulnerable populations, including those experiencing homelessness and substance use challenges.

BE GOOD STEWARDS We intentionally manage resources—time, talents, money, and environment—and use them responsibly. We honor generosity, commitment, and service to others without compromising ethical care.

Being a Good Steward means responsibly

“Leadership is showing up and being

managing the resources entrusted to our

accountable, even when the work is

care, especially people, time, and money. For

uncomfortable or the outcomes aren’t certain,”

Linda, stewardship is not just a financial

Linda shared. Taking responsibility for both

responsibility; it is a leadership mindset

decisions and people strengthens teams and

rooted in accountability, trust, and long-term

ensures the organization can meet its mission.

sustainability.

At its core, being a good steward means keeping In practice, this principle shows up every day

the mission sustainable, so WestCare can continue

through careful oversight, compliance, and

making a meaningful difference in the lives of

thoughtful decision-making. From reviewing

those it serves.

budgets and grant requirements to ensuring resources are used effectively, stewardship is about protecting the organization’s ability to continue serving clients and supporting staff.

It also means creating an environment where employees feel valued, respected, and empowered to grow.

Linda believes stewardship extends beyond numbers and reporting. Strong leaders act as caretakers, not owners, and help foster stable, productive teams built on integrity and communication. She emphasizes the importance of addressing challenges directly, mentoring staff through difficult situations, and creating a workplace where people feel supported rather than fearful.

She also emphasizes that true stewardship requires presence and accountability in every aspect of leadership.

Linda Erath is Chief Financial Officer of WestCare, bringing extensive corporate and nonprofit experience to oversee finances, drive operational excellence, and ensure resources are used to maximize mission impact.

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SHARED PRINCIPLES

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PARTNER WITH OUR COMMUNITIES We listen to communities and collaborate. We earn trust by showing up and following through and celebrating shared successes. This becomes a force multiplier for the well-being of those served. We provide reliable, needed services that represent WestCare as a respectful, accountable neighbor in every community.

Partnering with Our Communities means

Effective partnership begins with trust. It

recognizing that meaningful change cannot

requires intentionality, proximity, and a

happen in isolation. It requires true

willingness to listen rather than prescribe.

collaboration, where those closest to the

Leaders must ensure that all voices are

challenges are also closest to the solutions.

represented, especially those most impacted,

For Nichole, this work is grounded in the belief

while actively removing barriers to

that communities are not passive recipients of

participation. Without this, even the most well-

services, but experts in their own lived

intentioned efforts risk missing the mark.

experiences.

Nichole believes the strongest partnerships are built when organizations approach communities with humility and a genuine willingness to learn. “The people closest to the pain should be closest to the power,” she shared. Creating space for communities to shape conversations, priorities, and solutions leads to more authentic relationships and stronger long-term outcomes.

This principle also demands discipline in decision-making. Programs and initiatives must be informed by community input, not assumptions. When organizations take the time to engage, ask, and listen, they create solutions that are relevant, sustainable, and impactful.

Ultimately, partnering with communities is about building relationships that evolve over time, grounded in trust, shaped by collaboration, and driven by a shared commitment to progress.

Nichole Smith, CSSGB, serves as Regional Vice President of WestCare Ohio and Executive Director of East End Community Services, bringing a background in law enforcement, nonprofit leadership, and community advocacy to her work in collaborative community engagement.

CONTINUOUSLY IMPROVE AND INNOVATE We make improvement and innovation daily disciplines. Through research and evaluation, we learn from data, experience, and feedback. We translate those insights into better outcomes for clients, staff, and communities. We invest intentionally in technology, systems, and process improvements that strengthen our ability to deliver consistent, high-quality care.

Continuously Improving and Innovating means

In everyday leadership, this principle shows

not becoming complacent in how we deliver care.

up through openness, feedback, and a

It is about recognizing that what works today may

willingness to try new approaches. Continuous

not be enough tomorrow and being willing to

improvement is not about perfection. It is

adapt as needs change. In behavioral healthcare,

about making thoughtful changes over time

where the people we serve often have complex

that strengthen both teams and outcomes

and evolving needs, continuous improvement is essential to providing meaningful support.

For Dr. Engel, innovation is not just about efficiency. It is about protecting the human connection at the center of care. By integrating artificial intelligence into documentation, his team reduced administrative burden and gave providers more time for direct client interaction, allowing care to feel more present and focused.

He believes innovation is strongest in environments where people feel safe contributing ideas and speaking openly about challenges. “The environment I have always worked best in is the one where it felt safe to voice my ideas,” he shared. Creating that kind of culture encourages collaboration, thoughtful problem-solving, and growth across teams.

Jason Engel, DBH, MBA, LCSW, LCADC, is Chief Clinical Officer of WestCare, bringing extensive experience in clinical innovation, quality improvement, and behavioral healthcare leadership.

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THE PRINCIPLES THAT GUIDE US Leadership takes many forms. Sometimes it is found in difficult conversations, consistent accountability, or stepping forward during uncertainty. Sometimes it is found in compassion, trust, and the willingness to listen.

This edition of Leading with Purpose celebrates the Shared Principles that connect WestCare leaders across every region and level of service. Though each perspective is unique, a common thread remains: people come first.

Together, these principles help shape a culture rooted in purpose, resilience, and service to others.

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