Bridgeway Center Inc.

“Organization's process used to review Form 990 The Board of Trustees meets with the Chief Executive Officer and the Chief Operating Officer to review the form 990 and the Schedule O prior to submittal to the Internal Revenue Service.”

“Enforcement of Conflicts Policy All officers, employees, associates, volunteers, and interns are covered under the policy. The Human Resources Department 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”

“Bridgeway Center Inc. (BCI) is a private, independent, not for profit organization in Okaloosa County with twelve (12) branch locations. BCI is licensed by the State of Florida and nationally accredited for 24 years as a respected and valuable resource for Okaloosa County. BCI demonstrates excellent stewardship, recognized as a low-risk auditee for 18 years by an independent, external CPA auditing firm. BCI provides an array of services for outpatient services, in-home therapy services, infant mental health, high risk newborn services, case management, wellness centers, guest residential, on-site professional consultation and therapy school-based services, domestic violence and trauma recovery services, and 24-hours a day children's Community Action Team (CAT Team) for crisis services for 11 to 21 years of age. Bridgeway Center, Inc. (BCI) has been Okaloosa County's Community Behavioral Health Center for fifty (50) plus years. a. BCI's work culture consists of a conscientious collaboration to work as a team member. Our mantra is "Service Above Self". We select people who will best fit BCI's culture and then the way the organization adapts to the culture is a two way street. The employer selects the employee and the employee selects the employer. b. At BCI, we do micro-burst learning with shorter, more intense training programs as well as electronic learning with myLearningPointe (MLP). c. We innovate relentlessly to enhance a positive customer experience for everyone regardless of income. Our Mission, Vision and Key Values focus on a Performance Based Culture and can best be summarized as service above self and conscientious commitment to our clients/patients for their best outcomes for success (See following statement for BCI's Mission, Vision and Values Statement). For 20 years, BCI has been supporting students and their families through a full array of services. These youth services are: Crisis Assessment and Intervention, Youth Substance Use Treatment, Early Childhood Court, Child/Parent Psychotherapy, Community Action Team (CAT Team), On-Site Charter School with Substance Use Addictive Disorders (SUAD) Services at the Okaloosa Academy (The Seven Challenges and Conscious Discipline), Child Welfare Case Management and In-Home Support Services. BCI believes in community education as demonstrated through our training of Mental Health First Aid for Adults, Youth, Veterans, Law Enforcement, and Fire/EMS. It's not just parents or family members who put their trust in us. Our child and adolescent expertise expands beyond the walls of buildings; it is our pledge to help youth be safer, healthier and happier. BCI's "People First Strategy" is the hallmark of BCI's work performance culture. People are our future. We continue to build the "DNA talent pipeline" investment with our clinical internship program. BCI has worked with clinical interns from 5 different colleges and/or universities. BCI's operating business model and culture is unique within the behavioral healthcare treatment industry. BCI believes that by taking care of your people, they will provide the best care of our customers for the best outcomes to be safer, healthier and happier. Our people set the tone, with established values as a life code. The key to our culture of engagement is that it emerges from the top to the entry level person.”

“BCI'S VISION STATEMENT: BE THE SAFEST, MOST PROGRESSIVE PSYCHOLOGICAL HEALTHCARE ORGANIZATION IN AMERICA BY OUR RELENTLESS PURSUIT OF EMPLOYEE AND CUSTOMER EXCELLENCE. BCI'S MISSION STATEMENT: TO SERVE AND PROTECT FAMILIES AND CHILDREN WITH QUALITY PSYCHOSOCIAL HEALTHCARE. BCI'S VALUES STATEMENT OF CONSCIENTIOUSNESS: a. RESPECT: ENSURE FAIRNESS AND DIGNITY OF OTHERS; COMMUNICATION IS ACCOMPLISHED WITH A SENSE OF URGENCY. b. INTEGRITY: ENSURE AN ETHICAL ENVIRONMENT WHERE HONESTY, COMPASSION, AND INTELLECT ALLOW OUR ASSOCIATES AND CUSTOMERS TO THRIVE. c. SERVICE: ENSURE THE CUSTOMER EXPERIENCE IS A PRIORITY; COMPLETE INFORMATION IS GIVEN UPON THE FIRST CONTACT WITH BCI. d. KINDNESS: ENSURE COMPASSIONATE SERVICE AND WELL-BEING IS GIVEN TO OTHERS. e. EDUCATION: ENSURE CONTINUOUS QUALITY IMPROVEMENT (CQI) IS AN ACTIVE PROCESS. BCI'S CONCLUSIVE RESULTS STATEMENT: ALL BOARD TRUSTEES, VOLUNTEERS, MANAGEMENT, AND ASSOCIATES STRIVE TO ACHIEVE OUR VISION, MISSION, AND VALUES; AND IN SO DOING, IMPROVE THE WELLNESS OF OUR COMMUNITY.”

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

“BCI is Okaloosa County's Substance Abuse Mental Health (SAMH) contract provider with Big Bend Community Based Care (BBCBC) as the Managing Entity for uninsured recipients referred by The Department of Children and Families (DCF). BCI is Okaloosa County's Medicaid contract provider for ABH Managing Entity, a division of Lakeview Center, Inc. (LCI). BCI also has experience working with HUD Permanent Supportive Housing. BCI has the same philosophy for Behavioral Health Care (BHC) treatment of youth and adults. The family connectivity at home generally is the best place for youth to mature into adulthood. Institutional/agency residential settings lack therapeutic parenting and natural support systems for family relationships. For adults, the local community is best to find support systems to progress through the stages of recovery for independent and continuing self-sustainability. BCI's delivery of service lines consists of these six (6) major themes: 1) Optimize ABH Medicaid and the uninsured BBCBC SAMH clients/patients service delivery. 2) Optimize the client service delivery of psycho-social rehabilitative services. 3) Expand Psychiatric Medicine for eligible recipients. 4) Optimize service delivery of Case Management to ABH Medicaid recipients and BBCBC uninsured DCF recipients with internal and external referrals partners to reduce hospital admissions and/or other Behavioral acute services at BCI. 5) Optimize client service delivery for Family Support Services and the Family Care Unit (Child Welfare) recipients with the Managing Entity Families First Network, a division of LCI. 6) Re-balance all Outpatient service provider payer-mix to ensure contract billing and positive outcomes of both clinical clients and BCI's medical staff prescribers patients. BCI has an established relationship with the Fort Walton Beach Medical Center, the receiving facility which facilitates Care Coordination. This relationship includes Case Managers providing Community Resource Transition Groups three days a week on the Psychiatric Unit, BCI's Emergency Mobile Access Team (E-MAT) coordinates with the Emergency Department to facilitate transition into the Recovery Oriented System of Care (ROSC) for treatment via warm handoffs to BCI's case manager for registration and orientation for BCI's treatment services. Active strategic planning with the Board, staff, and community is key when determining programs needed now and in the future. This planning includes face to face interviews and electronic brief surveys with stakeholders, clients, community leaders, and staff. This results in an improved public support, improved and expanded services, increased quality and efficiency of operations, improved financial stability, and development of a positive organizational culture. BCI's "Coordination of Care" for patients in FWBMC enhances "Care Coordination," particularly for reducing High Utilizers of acute services. BCI has established "Care Coordination" relationships with local shelters for the homeless, victims of violence and foster children. BCI has a collaborative agreement with Genoa to operate an on-site pharmacy in FWB and Crestview for the convenience of our clients. BCI's focus is on Three (3) Key Priorities: 1) Increase Access (Consumer Convenience) 2) Provide Excellence ( Consumer Deliverables) 3) Maintain Affordability for Consumers Interpreting the Future Trends with BCI's Strategic Planning Ongoing reductions in reimbursement and uncertainty in Medicaid Reform for state-wide HMO's are causing consolidations for psychological health care organizations. Managed Care Readiness means impending reimbursement cuts. These top trends will have the largest impact on BCI. BCI places a great amount of fiscal and operational focus on technology to meet State of Florida as well as regulatory federal standards. The future cast projects the importance of a full range of Behavioral Health Care (BHC) services with licensed clinical and medical staff. Plus BHC”

“Creating Innovative Ripple Effects BCI has made continuous quality improvements (CQI) over the last two and a half decades with strategic capital investment. This was accomplished with stages of capital leveraged through financing with inter-local agreement with cities in Okaloosa County for the Industrial Revenue Board loan. The amount was approximately two million dollars. Long-term debt was refinanced four (4) times since 1993. This resulted in a net savings with each of BCI's long-term financings. Loan interest rates were activated less buildings were held as collateral. For example, interest rates were adjusted from 11.3% to 6.8% to 4.49% with declining the amount of property as collateral on the loan debt is reduced by BCI's monthly payments. More than twelve (12) million dollars in capital improvements was recommended by the CEO and approved by our Board of Trustees in the last 25 years. BCI's brand value continues to build with innovating clinical programming. This includes entering new markets. We are continuing to look forward to adjusting the future business climate. Research and industry connections enabled BCI to gain clarity on these business issues. This insight served as a guide for long-term strategic investing. Connectivity of Bridgeway Center Inc. Clinical Programming Access for clients continues to increase with greater efficiencies This includes the implementation of the "stand-by appointments for clients or patients who miss their scheduled appointments;" 1. Adult Mental Health First Aid (AMHFA) Mandatory Training for all BCI's staff that are college graduates without a major in either psychology or related field of study, i.e. Social Work, Counseling; 2. Child Parent Psychotherapy; 3. Comprehensive Assessments for Children and Families involved in Dependency Court 4. Community Action Team (CAT) for youth and their families; 5. Early Childhood Court with Children's Legal Services 6. Guest Services; 7. Narcon: Distribution resource at Bridgeway Center, Inc. 8. Observation Room Child-Parent Sessions; 9. Pharmacy Services in Fort Walton Beach and Crestview 10. SOAR Solution-Focused Brief Therapy (SFBT) SSI/SSDI Outreach, Access and Recovery, SOAR is funded by Substance Abuse and Mental Health Services Administration (SAMHSA) by the federal government. This is a national program designed to increase access to the disability income benefits program; 11. Substance Use Addictive Disorder (SUAD) Groups; 12. Supportive Living Program; 13. The Seven Challenges Program is an evidence-based practice onsite at Okaloosa's Charter Schools 14. Wellness Centers; 15. Wraparound Training; 16. Youth Mental Health First Aid (YMHFA) Training 17. Vivitrol Program for SUAD patients for Medication Assistance Treatment (MAT) 18. Telehealth with Psychiatric Medical Services of BCI Connectivity of Outreach Services for Care Coordination 1. Adult Mental Health First Aid (AMHFA); 2. Children's Case Management; 3. Child-Youth Therapy at the CIC; 4. Comprehensive Assessments In-Home/In-Shelter; 5. Employee Assistance Program; 6. Early Childhood Court; 7. Emergency Mobile Access Team (E-MAT) with the City of Fort Walton Beach; 8. Homeless Housing Coalition; 9. Law Enforcement Mental Health First Aid Training; 10. SOAR Programs The goals of the SOAR Program speak directly to one of SAMHSA's Strategic Initiatives Recovery Supports. SOAR seeks to end homelessness through increased access to SSI/SSDI supports, directly addressing SAMHSA's assertion: "To recover, people need a safe, stable place to live." This is essential, and for many persons in recovery accessing benefits is a first step. SOAR extends beyond a place to live. SOAR encourages employment as a means to increase income and promote recovery with SAMHSA assertion that "to recover, people need meaningful work and the ability to enhance their skills through education." 11. On-Site School SUAD Groups at Okaloosa Academy Charter School; 12. Smart Phones Software application; 13. Safe”

“Goals for Bridgeway Center Inc: During the past 20 years management put a lot more emphasis on buildings and property infrastructure as a strategic resource. Fortunately, BCI has a low capital cost. The average interest rate on BCI's long term debt has been reduced from 6.8% to 4.49%. This is significant if you consider a savings of 2.3% for over 15 years. This amounts to over a $500,000 savings. a. Goal #1: Right Sizing A response to Full Risk HMO contracts to pay for Inpatient Hospital Admissions b. Goal #2: Catching the Tiger Selection and Implementation of the Best in Technologies, i.e. Class Electronic Health Record (EHR) system c. Goal #3: Recruitment and Retention of Intellectual Talent 1. On-Boarding Tactics for New Employees 2. Talent Acquisition Tactics 3. Staff Augmentation Tactics d. Goal #4: Selection of the Right People to be on the BCI Team e. Goal #5: BCI Succession Planning Steady hand for sustainability f. Goal #6: Big Picture Strategy for R&D (Research & Development) g. Goal #7: Governance Strategy to increase value h. Goal #8: Information Technology Strategies to Achieve Sustainability BCI considers both time horizons the current/immediate future (12 to 18 months) and the long term trends from two to three years. This is what defines our business model plan for a balance strategic investing. This includes making contingency plans. BCI's business model requires each tactic to have a contingency plan. We use the phrase "Two is one and one is none" to emphasize our commitment to planning and adjustments to refine the plan to be more precise. There is a lot of managed care data streaming at us. BCI's management goal is to focus on what areas we can positively impact and be aware of the things we cannot impact.”

“Each of BCI's programs has built-in succession planning career ladders. This includes both clinical and administrative segments of BCI. Daniel Cobbs has been the CEO of BCI for the past 25 years. In September 2017, the CEO recommended to the Board of Trustees that Bonnie Barlow be named the future CEO of BCI in August of 2018. The Board of Trustees reviewed the extensive resume and impressive operational experience of Ms. Barlow. The Board of Trustees unanimously agreed that Ms. Barlow would be the best person as the future CEO. Furthermore, having the current CEO mentor the future CEO for the last three (3) years will prove to be an excellent transition from Chief Operating Officer to CEO. Dan Cobbs will retire on July 31, 2018 and Bonnie Barlow becomes the CEO on August 1, 2018.”