Bridgeway Center Inc.

“Organization's process used to review form 990 - the board of trustees meets with the chief executive officercer and the chief administrative officer to review the form 990 prior to submittal to the internal revenue service.”

“Enforcement of conflicts policy - all officers, employees, associates, volunteer, and interns are covered under the policy. The human resource program will investigate all allegations of violations. Proportionate disciplinary action will be taken including dismissal based upon the fact finding of the due diligence investigation(s).”

“Compensation process for top official - the chairperson of board of trustees human resources (hr) committee requests the chief executive officer (ceo) to provide a written assessment of the organization's performance and achievements for the fiscal year. The ceo provides his written input. The hr committee chair ask the chief administrative officer to secure information from the florida council for community mental health concerning salaries and compensation elements for ceo's of community mental health centers similar in geographic areas and size of the organization in the state of florida as well as the complexity of healthcare maintenance organization (hmo) s for medicaid "capitation full-risk" contracts currently. The hr committee will review the board of trustees organizational performance evaluation rating and formulate the aggregate rating. The hr committee utilizes the ceo compensation standard operating procedure to prepare a proposal recommendation for the board of trustees. The human resources committee and other board members review the results accomplished on the ceo performance evaluation rating form and independently assess the ceo's performance. The committee will recommend merit compensation and/or pay for performance variable pay to be presented to the board for consideration along with a written cover letter of evaluation to accompany the ceo performance evaluation rating form. The board of trustees will meet in closed executive session where the board will vote for final resolution of the amount of the ceo's compensation based upon the previous fiscal year's organizational performance. A written letter with signatory approval from the chairperson of the human resources committee is forwarded to the ceo's personnel file. Form 990, part vi, section b, line 15b (compensation process for officers) the organization establishes salary ranges for associate classifications by reviewing the base range salary for competitive positions within the behavioral health care industry by size and geographical area, the quantity of functional responsibility, and impact of each function. The organization utilizes survey data of organizations which are approximately the same size of organization, which is collected and disseminated by the florida council for community mental health. Additional variables of the number and complexity of "full-risk" capitation contracts are included.”

“Governing documents disclosure explanation - the organization makes available to the public upon request its governing documents and financial statements. These governing documents include: (1) board of trustees by-laws (2) articles of incorporation (3) board of trustees orientation and training manual (4) board trustees job standards (5) board of trustees chairperson job standards (6) board trustee code of ethics (7) board trustee conflict of interest questionnaire (8) board trustee related party questionnaire (9) board of trustees corporate resolution for signatory approval of contracts (10) board of trustees corporate criteria for the performance evaluation sheet for the chief executive officer exclusionary documents that are proprietary and classified confidential information: (1) salaried wages of employees and contractors (2) recruitment contracts for medical staff and key professional staff (3) strategic business plan document (4) payroll classification plan of all employee categories (5) all employee performance evaluations (6) employee counseling's and disciplinary documents (7) bridgeway center, inc.'s associate engagement survey (8) healthcare consumers survey results (9) incident reports (10) employee misconduct investigations”

“2014/2015 457(b) deferred compensation plan this plan was approved by the bci board of trustees on 12/6/2006. The purpose of adding the plan to staff benefits was to recruit and retain executive management members. The first distribution to staff was made in february 2007. The 457(b) plan was dissolved in june 2015. During these years, bci made contributions to this account in the form of deferred compensation for the top ten salary positions that had outstanding performance. It was also used to retain key management leaders as an incentive retirement benefit plan. The last distribution made to the plan was in november 2013. Bci already paid employer taxes on these funds and there was no negative financial impact on bci for this one (1) year distribution. Key management leaders paid their employee federal/state taxes for these funds as ordinary income. Bci withheld 25% federal income tax of the distribution per irs rule. Each person who received a distribution received a w-2 in january 2016 with the correct information to determine tax liability. As a result of the 457 plan distributions, some of the salary information included in the 990 is substantially inflated for 2015 because it is a lump sum contribution accumulated from february 2007 to june 2015. These funds were contributed annually for designated key people from 2007. The distribution was required to be 100% listed on the w-2 as ordinary income. The funds in the 457(b) accounts could not be transferred to a 403(b) account or an employee individual retirement account (ira). Consequently, eight and a half (8.5) years of distribution of funds for key management staff for high performance and retention key management was collapsed in a one (1) distribution in 2015. From august 2011 to november 16, 2016, while bci was preparing for implementation of full risk managed care contracting for medicaid, mr. Cobbs voluntarily reduced his salary. The voluntary reduction was to also assist bci in meeting revenue shortfalls. The amount donated by mr. Cobbs for approximately a five (5) year period was $101,200.00.”

“The organization did not change its oversight or selection process during the tax year.”

“Bridgeway center, inc. (bci) distinguishes itself as a valuable asset for okaloosa county. Our strategic business model process, together with our wide range of 24x7x365 days on-call response system for children with a crisis. In-home therapy, supportive housing services, targeted case management, outpatient services, and bci's medical staff's medication management system serves as the core of our behavioral healthcare treatment. The application of strategy into tactical objectives with specific, measurable, attainable, realistic, and time-bound with start mid-point tier i, tier ii, and tier iii priorities finish date are (smart) and established by the ceo for senior leadership and management in each program. Each program utilizes as evidence based practice (ebp) standard (proven on a national research basis to have the best patient/client outcomes for success). Outcomes are tracked daily and reported monthly for analysis of patterns. Corrective action is initiated as needed. Bci, is a non-profit 501 (c) (3) for behavioral healthcare treatment for okaloosa county, serves as the default care coordination manager or public safety net provider for low income, uninsured individuals as well as individuals eligible for medicaid. Our technology is an integrated, best in class, legacy system. It is linked to real time point of service with financial/accounting systems. The specific electronic healthcare record (ehr) software technology was purchased from askesis corporation, a subsidiary of the university of pittsburgh medical center (upmc) in pennsylvania. It is a transparent system which allows the users to have compelling real-time data of work to be done for each provider on a daily basis. This ensures greater accuracy for quality and accuracy of productivity from a bottom-up and top-down feedback. Bci has prepared to enter a full risk bearing hmo contract for all medicaid patients/clients in okaloosa county in august 2014. Bci is not a fee for service provider based upon the volume of services rendered. Bci has transitioned to a value-based payment reimbursement model. This presents more challenges that are more complex than ever before. Bridgeway center, inc.'s behavioral healthcare delivery systems continue to evaluate alternatives to reduce risk, drive costs down, increase efficiency, and improve quality of care coordination for better patient/client outcomes.”

“1. Case management for children & adults - (850) 376-5216 case management services link, monitor, and advocate for the child and family for services in the community while assisting with the reduction of baker act hospitalizations. In addition, parents and guardians are taught empowerment skills to obtain needed services for their children. 2. Comprehensive behavioral health assessments (dcf/ffn referrals only for dependency court cases) - (850) 659-9550 comprehensive behavioral health assessments provide specific information and recommendations to accomplish family preservation, reunification, and permanency planning. 3. Early childhood court & child parent psychotherapy (dcf referrals only for dependency court cases) - (850) 659-9550 ecc is focused on improving how the courts, child welfare agencies and related child-serving organizations work together to improve and expedite services for children, from birth to age three, who have been removed from their home. All parents and caregivers will have the opportunity to engage in child parent psychotherapy (cpp), an evidenced based treatment for trauma-exposed children aged 0-5. 4. Family care unit (dcf/ffn referrals only for dependency court cases) - (850) 659-9550 the family care unit works directly with dcf referred families and children to initiate family reunification plans. Fcu counselors act as a court liaison to ensure the parents participation in recommended services are accurately provided to other service providers and the court. 5. Hiv/aids education - (850) 833-7500 ext. 215 predicated on the prevalence of risky behavior in the substance abuse population, hiv/aids education and testing information is provided to these clients. Education is provided both in group and individual settings. 6. Juvenile substance use addiction counseling - (850) 833-7500 ext. 203 fwb / (850) 689-7810 cv this program accepts referrals from other bci programs such as tasc and provides drug education and/or substance abuse treatment based on the juvenile's need. Services include intervention, prevention and treatment services for children and adolescents ages 12 to 17 with substance abuse concerns. 7. Mental health treatment - (850) 833-7500 ext. 203 fwb / (850) 689-7810 cv mental health therapy services provide a wide array of services for all age groups. Services available include children, individual, couples, family and group therapy for all mental health needs as well as life skills, classes all of which focus on the needs of the individual 8. Nurturing parenting classes for dependency court cases and non-dependency court cases - (850) 833-7500 ext. 203 fwb / (850) 689-7810 cv nurturing parenting is an evidenced based parenting program that supports bridgeway center's vision by teaching parenting skills that create functional, healthy families. 9. Pharmacy on-site services - (850) 659-7471 fwb / (850) 634-3929 cv bci in partnership with genoa a qol healthcare company. 10. Projects for assistance in transition from homelessness (path) - (850) 833-7500 ext. 203 path provides services to people with serious mental illness, including those with co-occurring substance use disorders, who are experiencing homelessness or at imminent risk of becoming homeless. 11. Psychiatric services - (850) 833-7500 ext. 257 fwb / (850) 689-7810 cv this program provides medical staff psychiatric evaluations and outpatient psychiatric treatment to include initial psychiatric evaluations and medication management for children, adolescents and adults. 12. Psychosocial rehabilitation wellness center - (850) 833-3965 fwb / (850) 689-7827 ext. 3 cv adult psychosocial rehabilitation service programs are designed for members of the community as well as residents, to help members learn psychosocial skills to manage their home, occupational lives, and social and interpersonal skills. Guest services apartments are available on a limited basis. 13. Family support services - (850) 833-7500 ext. 203 family support service”

“Bci's strategic 10-point business plan is based on ten major initiatives to build the foundation for success. The basic foundation consists of: 1. Creating a positive customer experience for happier and healthier patients/clients as well as attracting, recruiting, retaining, and recognizing the talent to fit into bci's work tempo for a performance-based culture. 2. Growth of referrals for patient/client encounters with the installation of an on-site pharmacy in bci's outpatient locations in south and north county providing a one-stop service to patients. 3. Bci's medical staff prescribers and providers (therapeutic staff) strive for optimal service efficiency. 4. Good will services to the community includes numerous hours of community presentations and employee benefit fairs. Bci's recognition program reinforces our corporate values, improves patient/client/customer experience with our services and helps us retain top talent. Examples include: a. Peer to peer "spot-on recognition b. "applause" award recognition based on peer to peer recognition c. Employee milestone recognition d. Perfect attendance recognition and awards 5. Creating a children's specialty services program for under and un-insured children, adolescents, and families in okaloosa county. This includes working with close collaboration with the judicial circuit court, law enforcement agencies, and child welfare agencies. 6. Engaging with circuit i partners: contract payers, stakeholders, and community leaders, with designated seven (7) bci leaders as liaisons representative. 7. External community meetings that bci's seven (7) leadership staff actively participates in a total of over thirty (30) different meetings. 8. Bci's leadership continues to help outperform with more patient/clients with coordinated care. This includes in-home, outpatient and 24x7 for children/families crisis support services. 9. Reduce risks with quality improvements, lessons learned, and system of care staffing to ensure the safety of clients by reducing hospital admissions and readmissions. 10. Bridgeway center's team of talented professionals is a shining example of why our patients/clients believe so strongly in bci's clinical and medical staff as well as the management team's leadership to strive for excellence.”

“Bridgeway center, inc.'s end of fiscal year financial audit was conducted by the independent, external auditors of carr, riggs, & ingram, llc (cri). The timeframe examined was for the operations for fiscal year 2016 in accordance with omb circular a-133. Bridgeway center, inc. Received a favorable unqualified or unmodified opinion from the independent auditor's report with zero (0) findings and zero (0) recommendations. Based on these findings, a management letter was not required. It is notable that bci has been rated for seventeen (17) consecutive years as a "low-risk auditee". Bridgeway center, inc. Is nationally accredited for twenty-four (24) years.”

“A. Strategic priorities 1. Our strategic priority is to increase access for high risk patients, expand our customer base with new referrals and minimize costs. Bci continues to expect competition from surrounding local non-profit regional cost centers (rccs). 2. Medicaid revenue has scale advantages for bridgeway center inc. (bci). Medicaid utilization for behavioral health intervention, diversion, prevention and wraparound treatment services will continue to grow through 2020 given demographic trends and the expansion of insurance coverage for behavioral healthcare treatment. 3. 100% of bci capital assets have outperformed the industry asset categories shelf life. This longer survival life is indicative of bci's positive preventative maintenance program. This has enabled bci to have our capital equipment to have a positive return on investment (roi). 4. Bci has a powerful brand and value with okaloosa residents. Bci has a strong distributor network due to a seamless continuum of in-home and outpatient clinical therapy, family counseling and medical staff medication management. Our network includes bci's wellness center group psychosocial rehabilitation (psr), in-home supportive living independence program (slip), and guest services apartments for individuals needing mental health treatment due to a chronic condition. 5. Consequently, bci's economic moat is favorable. Bci's economic moat is solidified with growth potential expansion since bci is the provider for all medicaid patients enrolled in a managed care hmo plan in okaloosa county. Six (6) new clinical services for children and families were introduced for okaloosa county residents. Overall, bci offers greater access for behavioral healthcare services for individuals of all ages. This gives bci dominant market position in okaloosa county. Bridgeway center inc.'s (bci) strategic principles are grounded in our research, experience and leadership. These principles keep us on the right path. Bci's goals are clear, realistic and measurable. Specific management objectives for each program are established. Second, a balance of diversified programs are operated with appropriate asset allocation of talent and equipment. Third, our perspective is to minimize cost and maintain long-term discipline to align with bci's vision, mission and values statement. Bridgeway center inc.'s value translates into greater patient access bci's efficiency allows us to provide our patients and clients greater access to behavioral healthcare. Our strategic focus is prioritizing our patients and clients' interest first at all times. Our economies of scale with our technology and management effectiveness has allowed us to keep lowering our costs even as we invest in our people and technology. A single theme unites us with these strategic principles. Service above self to focus on what you can do to improve quality daily, weekly, monthly, quarterly and yearly. B. Our successes we expect our investment in children's specialty services to achieve a return of positive and significant value for okaloosa communities. We increased our immediate access for children with our children's community action team (cat). This contract was competitively awarded to bci through the 2016 legislative session with bci's ceo and senator don gaetz's leadership as a state of florida senator and past senate president. The goals of the cat are: 1. Strengthen the family system, resulting in youth living at home and being successful in their own community. 2. Improve school related outcomes such as attendance, grades and graduation rates. 3. Decrease substance use & abuse. 4. Decrease out of home placements. 5. Transition into age appropriate services. 6. Promote family wellness. 7. Decrease psychiatric hospitalizations. A bci partnership with the continuum of care (coc) managing entity -homelessness and housing alliance (hha) was activated in january 2016. In march 2016 bci, was awarded the housing and urban development (hud) co”