Desiree Voshefsky-Auge, Community Impact Manager at Community Medical Services, has been named to the Frontline Honors Awards Class of 2025 by Behavioral Health Business.
To become a Frontline honoree, an individual is nominated by their peers. The candidate must be:
A dedicated, high-performing frontline worker who delivers exceptional experiences and outcomes
A passionate worker who knows how to put their vision into for the good of their respective industry, the patients and residents they serve, and their families
An advocate for their industry and their fellow colleagues
Behavioral Health Business recently caught up with Voshefsky-Auge to discuss her time in the behavioral health industry.
BHB: What drew you to this industry?
Voshefsky-Auge: I came into this line of work through my own experience with substance misuse and incarceration. Those experiences shaped who I am and gave me a deep understanding of the challenges faced by people who use drugs, people experiencing homelessness, and individuals who are justice-involved.
I see parts of myself in the people I serve, and I use what I’ve been through to walk alongside them, offering understanding, support, and a sense of hope to those navigating similar struggles.
BHB: What’s a misconception you had about this work before you started – and how has reality differed?
Voshefsky-Auge: It wasn’t so much a misconception as it was an underestimation of how impactful treatment with medications for opioid use disorder (MOUD) can be. I knew MOUD could help, but I didn’t fully grasp the depth of its impact until I began this work.
Hearing clients share their stories and gratitude has been beyond what I could have anticipated — from reuniting with their children, to successfully completing probation, to securing and maintaining housing and employment. Seeing these transformations firsthand has reinforced just how life-changing this treatment can be.
BHB: Was there a moment in your career when you realized, “This work really matters”? What happened?
Voshefsky-Auge: These moments happen often, but one experience stands out. Before becoming a Community Impact Manager at Community Medical Services (CMS), I worked as a Correctional Health Liaison and regularly visited clients while they were incarcerated in jail. One client had been there for an extended period, and I met with them consistently just to check in and maintain connection.
After their release, they came in and thanked me for those visits. They shared that in all the times they had been incarcerated, no one had ever visited them other than their attorney. For the first time, they were able to plan what life would look like after release — where they would go, what support they would have, and how they would continue treatment. We helped connect them to residential treatment, ensured they remained on methadone, and they ultimately went on to successfully complete probation.
That experience reinforced for me that this work truly matters. The consistent connection and follow-through show people that we believe in them, and sometimes that belief — however small it may seem — can be life-changing.
BHB: What’s the most valuable skill you’ve developed on the front lines that people often overlook?
Voshefsky-Auge: The most valuable skill I’ve developed is truly understanding what it means to “meet people where they are.” It’s a phrase we hear often, especially in peer support, but putting it into practice can be challenging. We naturally want to see people do better, but pushing too hard can cause us to lose someone — not because they don’t want help, but because they may not be ready for it or don’t yet believe they’re capable of change.
This work has taught me that progress isn’t about what I think someone should do or what I want for them; it’s about what they can realistically see themselves doing in that moment. Honoring that builds trust, keeps people engaged, and opens the door for change when they’re ready.
BHB: What’s one decision leaders make that has a bigger impact on frontline workers than they might realize?
Voshefsky-Auge: One decision leaders make that has a bigger impact than they may realize is making decisions without frontline workers at the table. When frontline staff aren’t included in conversations about what’s changing and why, it can lead to unintended consequences and unnecessary challenges.
Open dialogue allows both perspectives to be heard. Frontline workers can offer insight into how decisions will play out day to day, while leaders can share the broader goals and constraints they’re balancing. Without that exchange, even well-intended decisions may make the work harder or miss their intended impact. Including both perspectives leads to better outcomes for staff, leadership, and the people we serve.
BHB: What’s a simple change – policy, tool, or mindset – that would make frontline work more effective?
Voshefsky-Auge: In my work at CMS, one simple but powerful change would be both a mindset shift and a policy shift around medications for opioid use disorder (MOUD). Despite strong scientific evidence supporting their effectiveness, stigma remains widespread in the community. There is still a belief that medications like methadone are simply “trading one drug for another,” or that people should detox without medication.
From a policy standpoint, many treatment facilities, sober living homes, and shelters still do not allow MOUD. This exclusion makes already scarce resources even harder to access and creates unnecessary barriers for people seeking stability.
Moving beyond an “abstinence-only” mindset allows more people to find a recovery path that works for them. The goal is the same for all of us — to save lives and help people see that there is a future beyond chaotic and illicit use. We can do that more effectively when we are willing to challenge stigma and expand our definition of what recovery can look like.
BHB: What gives you optimism about the future of this industry, despite its challenges?
Voshefsky-Auge: What gives me optimism about the future of this industry is community. Despite the ongoing challenges and uncertainty we face, there is a strong commitment among providers, partners, and frontline workers to show up for one another and for the people we serve. I consistently see individuals and organizations looking for ways to collaborate and problem-solve rather than work in isolation.
Frontline workers are some of the most passionate and resilient people I know — they don’t give up easily. No matter the obstacles placed in our path, we find ways to adapt and keep moving forward. By breaking down silos and strengthening community partnerships, we can continue to make a meaningful difference, even if it’s just in one more person’s life.