We invite you to click on the document below to read about our 2007-2010 strategic plans.

However as we enter the third year of our strategic plan, we are faced with a significantly different economic landscape from two years ago. As a result we have had to re-evaluate our priorities, strengths and weaknesses and become even more responsive to our customer needs and those of our business and local community.

Status of our Industry and Competition

• $30b industry largely fragmented with low market penetration by many providers. Brevard is an attractive county for new business.
   
• Many small providers unable to operate in complex funding environment and vulnerable to regulatory issues (e.g. vendor holds, recoupment of revenue) as well as Federal and State funding cutbacks.
   
• Industry move to periodic, capped services rather than long term support. Directs funding to periodic services such as supported employment, supported living, in-home and companion services and reduces funding/incentives for services such as Adult Day Training, and group homes (Res. Habilitation)

Bridges

• Customer centered focusing on personal choice, self determination and independence.
   
• Customized supports and service. Strong regulatory record.
   
• Staff well tenured, stable, low turnover rates. Commitment to internal HR growth.
   
• Strong management team with technical expertise in key areas (e.g. NISH, HUD)

• Focus on persons with significant/ profound needs (generally underserved population)
   
• Funding source: 90% HCBW (fixed fee per service)
  10% other sources (e.g. HUD, NISH,
   School Board, United Way.
   
• 2006-2007 focus on strengthening internal systems and supports
  (E.g. IT, AR, operational alignment, information flow, risk management)

New priorities for 2009 and 2010

• Identification of a viable business partner to finance future growth.
   
• Diversify funding through partnership with V.A. and new Veterans Home project.
   
• Acquisition of management contracts (e.g. due to poor regulatory performance).
   
• Development of new (and value added) services in targeted markets such as ‘Live Scan’ fingerprinting and background screening services.
   
• Leverage technical expertise to assist troubled operations through consulting agreements.
   
• Re-design our adult training program and expand ENRICH.
   
• Re-design Springwood 1 as a skilled medical nursing facility.