High Point &

Affiliates

2018 Annual Report

1

A Message from the Board Chairman and

President & CEO

“From Where We’ve Been to Where We’re Going”

While we were incorporated in July 1996, 2018 marks the 20th anniversary of High Point providing services. The period from the date of incorporation to providing services was challenging. The most significant was how to acquire funding to purchase the facility in Plymouth from High Point, the privately owned entity, in order to create the public charity, High Point Treatment Center, which today operates under ‘High Point.’ During the first audited year of operations, we had $2.6 million in revenue with a surplus of $68,000, and assets of $470,000. Net assets exceeded the surplus because of donations from High Point’s previous owners. At the end of our 20th year, we had $82.6 million in revenue with a surplus of $748,041, and net assets of $9.8 million. Our vision was to create a continuum of care for people seeking addiction and mental health treatment.

In 2002, High Point’s Board of Directors incorporated a second nonprofit organization, Southeast Family Services, which focuses on families affected by homelessness and domestic violence, as well as providing other community-based supportive services. The following month, the Board of Directors of SEMCOA (Southeast Massachusetts Council on Addiction), which was the first provider of residential substance use services in New Bedford, (founded in 1971), decided to affiliate with High Point. This was due to a shared vision to create a continuum of care. While we operate three separate legal entities, the needs of those served frequently cross all three. Our organizational growth was not driven by our personal desire to grow, but by the needs of our patients. All three boards have never lost sight of nor strayed from our mission. Much has changed over 20 years, thus, we find ourselves reassessing and re-evaluating our role in the communities we serve.

One area affecting High Point and other providers is the workforce shortage. To address this crisis, High Point began expanding educational opportunities, focusing on individuals passionate about recovery through the creation of the ACT (Addiction Certification Training) program and Recovery Coach Academy. In addition, our staff provides 200+ in-house trainings a year to employees. One of our newer initiatives we are involved in is MassHealth’s Accountable Care Organizations and Behavioral Health Community Partners’ program. While still in its infancy, this is another opportunity to re-evaluate the manner in which we provide services to improve outcomes. Each of the past 3 years, we have had over 30,000 admissions for direct services, and through community outreach and prevention, reached thousands more. None of this would be possible if not for the people who serve on our boards and the more than 1,500 staff who provide treatment, housing, and support services in fulfillment of our mission.

Charles Maccaferri Board Chairman

Daniel S. Mumbauer President & CEO

2

*All patient/client/resident names and photos in this Annual Report are aliases to protect confidentiality

Forging the Path to Recovery Coaching

As the opioid crisis continues to impact the treatment and medical communities, the state has increasingly become aware of the unique role recovery coaches play in helping people with SUD get the help they need. The recovery coach peer model works because peers break down the stigmas and biases that often become barriers to treatment. By connecting on a peer level, the recovery coach is better equipped to gain individuals’ trust, which greatly assists in helping them connect to recovery resources.

High Point has been on the forefront of recovery coaching over the last several years, training and employing recovery coaches. Last year, more than 100 people participated in our Recovery Coach Academy, and another 50 trained in recovery coach ethical considerations classes. To date, we have trained more than 250 recovery coaches, and over 90 have taken the recovery coach ethical considerations classes. These numbers represent a commitment to increase the recovery coach workforce here and in the greater community. As the need for recovery coaching increases, so do the arenas in which it is being utilized.

High Point will soon offer recovery coach services to MassHealth members. We provide services at the hospitals in Brockton and will soon offer them at additional hospitals. In Plymouth County, High Point recovery coaches work alongside police to conduct follow-up visits with individuals, who have overdosed or are at high risk. We conduct similar programs with Brockton and New Bedford police, which are showing good outcomes as individuals are getting resources and making connections to treatment options. These same resources are offered at community drop-in centers across Southeastern Massachusetts, including Plymouth, New Bedford, Taunton, and Attleboro.

High Point has partnered with Gándara Center's Stairway to Recovery in Brockton to conduct the Train to Work program, whereby individuals in recovery are trained and employed as recovery coaches. The program screens candidates who have had employment challenges and trains them in basic job skills, as well as computer and language skills. Candidates take the required coursework towards recovery coach certification and are provided internships with the goal of permanent employment. Between our ARCH and CSP programs, 6 staff has graduated from the program and are working as recovery coaches. We intend to hire more interns this year. High Point has positioned itself to respond to the community’s needs by training and developing a recovery coach workforce and providing opportunities for recovery coaches to assist the SUD population in a variety of venues.

3

High Point Hospital: Year 3 Although 2017-2018 was an exciting year, it was not without challenges. Ongoing operational challenges included program development, in addition to implementation of policies, procedures, and programs.

In the spring, we welcomed Dr. Aminadav Zakai as Chief of Psychiatry. He attended Technion Medical School in Israel and received further training at both Harvard University and Brown University. Dr. Zakai did his residency in psychiatry at Brown/Butler Hospital and his internship in medicine at Brown/Roger Williams Hospital. Prior to joining High Point Hospital, he was medical director at the Dept. of Mental Health (DMH) for the Taunton/Attleboro area, DMH’s Taunton State Hospital, UHS Inc./Arbour Fuller Hospital, and chief psychiatrist at MHM Services/ Massachusetts Dept. of Corrections.

High Point Hospital admitted 2,228 adult and 248 adolescent patients. The average length of stay for each of the adult units (IPU 1, IPU 2, and IPU 4) was: IPU 1- 8; IPU 2- 6.32; IPU 4- 5.82. The average length of patient stay on the adolescent unit, IPU 3, was 12 days. Our 30-day re-admission rate averaged 2.5%, and 7-day re-admission averaged 1.25%.

Community outreach and communication continued to be a major focus. This included ongoing meetings and communication with various healthcare providers, hospitals’ insurance representatives, and community resources. In addition, we hosted several schools whose students completed their nursing and clinical rotations here at the hospital. Utilization of interpreter services, including CLI and the Massachusetts Commission for the Deaf and Hearing Impaired, also increased from the previous year.

Goals for that period included admitting Medicare patients and proceeding with our retail pharmacy (on-site pharmacy, which would serve High Point sites and the hospital). We began admitting Medicare patients in June 2018. The retail pharmacy project is still in process, although we have made significant progress. We hope it will be approved in the coming months.

Our goals for FY19 are improving financial stability and rolling out the retail pharmacy project.

Average length

of stay: 6.7 days

High Point Hospital admitted 2,476 patients

4

Two Stories, Two Paths... “Two roads diverged in a wood, and I-

I took the one less traveled by And that has made all the difference”

-Robert Frost

Fred* has been a patient with High Point Outpatient since late 2012. He visited multiple detox programs before arriving at High Point detox. The moment when everything clicked for him occurred while he was sitting in a lecture hall listening to a physician talk about addiction and the brain. As a result of that group and provider, Fred transitioned to High Point Manomet Outpatient to receive continued care, eventually transferring to Middleborough Outpatient upon it opening in late 2015.

He enrolled with outpatient counseling and received Medication Assisted Treatment to prevent opioid relapse and continue his journey to recovery. Over the course of the past 6 years, Fred has been compliant with treatment and made significant strides in other areas. His commitment to treatment and recovery enabled him to make changes that have improved his overall quality of life. He gained full-time employment as a machinist, working alongside his father. He has described the relationship with his family as challenging at times due to his choices related to addiction. However, the stability of treatment and long-term sobriety have allowed him the opportunity to work hard at his occupation, demonstrating to his father how he has changed, and he now knows his father is proud of him.

Fred has proven himself at his job as being dependable and hard-working, something that would not be possible if he was still in active addiction. Moreover, he has made lifestyle changes to become healthier. In his personal life, Fred returned to the Catholic church, received First Communion and Confirmation, and completed an adult education program. His spiritual journey has brought him closer to his mother, who is a devout Catholic, which has positively impacted their relationship.

Fred, in six years of recovery, has not had a relapse or any other treatment admission related to his addiction. His long-term recovery and commitment to sobriety have made him stronger with a determination and conviction to not return to his previous life. He will openly tell anyone about his recovery, “High Point saved my life.”

*All patient/client/resident names and photos in this Annual Report are aliases to protect confidentiality

5

Elizabeth came to New Bedford outpatient following a Section 35 at the Women’s Addiction Treatment Center. She had temporarily lost custody of her 3-year-old son Brian and was living in a domestic violence shelter. She also had a history of trauma, substance use, anxiety, and depression. Elizabeth initially enrolled in two groups, expressing interest in further treatment, including individual mental health and substance use therapy and medication management. However, she did not return for 2 months. When Elizabeth re-appeared, she reported her grandmother had died, and the loss was difficult.

Despite losses, trauma, and lacking supports, she was determined to “keep pushing forward” and regain custody. She was seeing Brian monthly and having weekly video chats, while her half-sister had custody. Elizabeth wanted to change DCF’s adoption goal to reunification and was committed to satisfying service plan requirements. One was to secure stable housing, so she accepted Catholic Social Services’ assistance to pay rent for 2 years and set aside 30% of her income, enabling her to save for an apartment. Additionally, she applied to BCC; she hopes to eventually become an RN. It isn’t easy- Elizabeth has experienced severe trauma. When she was a baby, her father left, and her mother struggled until remarrying. Elizabeth remembers them getting a kitchen table because she had always envied families on TV eating at one. Her stepfather paid her mother’s credit card bills, provided a beautiful home, and took them on vacations. But this came at a price. Beginning at age 8, Elizabeth was “raped and molested” for 8 years. Elizabeth kept quiet because she knew her mother “loved their new lifestyle,” and he threatened to kill her dog. Later, threats were made against family.

Eventually, Elizabeth told her mother. He admitted to it and ending up committing suicide, which she refers to as “… best news of my entire life.” A few months later, Elizabeth moved, supporting herself while finishing high school, and enrolling in an EMT program. And, as is often true for survivors of childhood abuse, Elizabeth became involved in abusive relationships. Two years after graduating, she gave birth, sharing, “This day brought the most joy to my life.” But the relationship with his father was rooted in substance use and domestic violence. Today, Elizabeth is forging ahead as a single parent and is reunified with Brian. She maintains excellent grades, remains goal-focused and future-oriented, and has been sober for 1 1/2 years. She still struggles with setting boundaries, yet is steadfast in creating a healthy, happy family. Working on self-esteem, her insight and fortitude are admirable.

...Two Successes

6

Gambling on Photovoice Reaching Young People High Point’s Prevention Services was involved in an array of projects around primary, secondary, and tertiary prevention in FY18. In addition to 5 state and federal grants in implementation phases, as well as 3 United Way of Greater Plymouth County grants, the department secured a state grant from the Office of Problem Gambling Services, which allowed it to divert from standard programming.

The Dept. of Public Health’s Office of Problem Gambling Services launched the new prevention initiative using ‘Photovoice’

as a mechanism to raise underage gambling awareness in Southeastern MA. Young people are educated to recognize gambling in all forms, and parents learn about the risks of early gambling. Photovoice provides non-traditional education with photography while giving young people a voice in social issues. Over the past 5 years, Prevention Services has conducted 11 Photovoice projects on substance use prevention, but this is the first on gambling. Working with youth and getting their insight was eye-opening. Gambling is omnipresent and a part of many lives from raffles to fantasy football, but it often goes undiscussed. Parents, schools, and the medical communities talk about substance use, healthy relationships, and safe sex, but gambling and its risks are rarely discussed.

Bridgewater-Raynham Regional High School was selected for the first project because it identified as having a past issue with youth gambling. Administrators selected a diverse

group of eight students with

varying risk levels to participate in the after-school program.

Over 5 weeks, they took photos and did group reflections. Thirty photos and quotes were selected to be displayed in the school and community. The two seen here are part of the Photovoice project.

Ultimately, 30 quotes & photos were selected...

7

BH CP Comes Into Its Own What is the Behavioral Health Community Partner

(BH CP) program?

Community-based and human service organizations (Community Partners) partner with Accountable and

Managed Care Organizations to integrate care and improve outcomes for MassHealth members with “complex long-term and/or behavioral health needs.”

When the Executive Office of Health and Human Services released the behavioral health community partner RFR in 2017, everyone understood this new initiative was a major undertaking. It would change the manner in which MassHealth members receive their behavioral health services from providers. High Point, as the lead agency, partnered with five agencies that possess a significant footprint in the Southeastern Massachusetts/Quincy areas: Bay State Community Services, Brockton Area Multi Services, Child & Family Services, Duffy Health Center, and Steppingstone. Thus, the Coordinated Care Network (CCN) was born. Completing the group are two Material Subcontractors: Brockton Neighborhood Health Center and Community Health Center of Cape Cod.

CCN was one of 18 applicants awarded a contract, thereby joining other awardees that were designated as ‘Community Partners’ to provide inclusive case management to adults with serious mental illness and/or substance use disorders. The roll-out was fairly straight-forward. CCN’s care coordinators manage services for MassHealth enrollees, ensuring they receive timely access to integrated services and resources needed to support their journey to healthier, independent lifestyles.

Receiving quality care in a cost-effective manner is beneficial on two fronts: enrollees receive the care they need when they need it, and because service coordination is more streamlined, health care systems in the state should operate in a more fiscally responsive way. CCN serves Southeastern Massachusetts, in addition to the Quincy area.

8

You know what they say about the best laid plans of mice and men….

J.R. decided at age 8 he wanted to be a Marine like his older cousin. When he turned 18, he joined the Marines and was set to go to boot camp after he graduated. A few days before the start of senior year, however, he was T-boned by an impaired driver. Before he was extricated and med-flighted to Boston, he recalls a police officer saying, “I think we are going to need a body bag.” J.R. had suffered multiple internal injuries and a traumatic brain injury (TBI), but he survived. He endured months of rehabilitation, determined to fulfill his commitment to the Marines. Despite his efforts, however, he was discharged due to his TBI, but he did graduate with his high school class. At a loss as how to move forward, J.R. had to testify in court, where he felt re-traumatized by the defense attorney. He suffers from PTSD and flashbacks, as well as difficulty sleeping, and remembering/processing information.

The Road to Healing, (a South Shore Resource and Advocacy Center program), is administered by the MA Office of Victims Assistance under a grant from the Drunk Driving Trust Fund (DDTF). J.R. has received support and advocacy and courageously shares his experience as a survivor of an impaired driving crash. When he first engaged in the program, he wanted to explain what happened and perhaps prevent others from undergoing the same. Although he had no public speaking experience, J.R. has shared his story with hundreds in schools, first-time OUI offender classes, and with community groups.

Two grants address separate aspects of substance-impaired driving. One provides direct

support and advocacy to people affected by collisions caused by an impaired driver. The other provides prevention, education, and training services. The DDTF is replenished by fees assessed to people convicted of operating a vehicle under the influence. Free, confidential services (court advocacy, individual and family counseling/support, resource coordination, case management, support groups, crisis intervention, and referrals) are provided in Plymouth and Bristol counties. An advocate meets clients where they are comfortable. Staff books survivor speakers, created both “After the Crash: Survivors Speak,” a 35-min. video highlighting survivors’ stories on YouTube and a training for law enforcement on working with victims, as well as the “PROMise” and “I’m Coming Home” pledge cards for prom and homecoming. In addition, staff presents at high schools using interactive games like “Fatal Vision” goggles that simulate alcohol impairment. The goal is to support those directly affected, prevent people from experiencing a crash, and raise awareness of issues surrounding substance impaired driving.

The Road to Healing Isn’t Always a Direct Route

9

Lydia was not in a good place. Not remotely. With three children under age 4, she sought services from the South Shore Resource and Advocacy Center (SSRAC) in early fall 2017. The family, living in a shelter program, had been severely abused by her children’s father and become homeless. She needed domestic violence services, which included access to SSRAC’s food pantry, clothing closet, and childcare.

But first things first.

Lydia had to care for herself before she could help her girls. Therefore, she began attending SSRAC group and individual counseling, while volunteer staff provided childcare. Stabilization services allowed her to begin a job search a few months later. The childcare enabled Lydia to go on job interviews. She was appropriately dressed for these interviews because she visited the clothing closet first. A donation from a local hair salon enabled her to also get a haircut, something she hadn’t enjoyed in a long time. With her advocate helping prep her for interviews, Lydia was prepared. And then, great news! She was offered and accepted a job.

The next step in the process of regaining independence involved securing a housing voucher. She got one, and in a few months had permanent housing. Lydia continued accessing services. Attending group and individual counseling, she utilized the food pantry and other resources introduced by staff. SSRAC continued to provide childcare when Lydia was at the program and when she had to go to court. She had an advocate accompany her on those court dates, as well as a SAFEPLAN (SSRAC) advocate, who assisted her with filing an abuse prevention order. Throughout this process, SSRAC helped Lydia navigate through various channels, and with each step, move closer to the self-sufficiency she craved.

Fast-forward to this past summer. Lydia feels strong, empowered, and free: living without violence and teaching her daughters to do so. Lydia is their role model, and she wants them to know no one deserves to be abused. They, too, can be strong and powerful.

Beth Israel Deaconess Hospital- Domestic violence advocacy

338

Center-based services 344

Children’s S.E.E. (Support, Education, Empowerment)

20

Community-based services 180

Drunk Driving Trust (DDT) 11

SAFEPLAN 1,198

SHARES (Homicide bereavement) 120

South Shore Alliance for GLBT Youth (SSHAGLY)

12

TOTAL SERVED: 2,223

10

High Point believes in workforce development, which is why the ACT program (approved of by the Dept. of Public Health-BSAS), is a vital component of its staff development program. High Point provides ACT students with the 270 educational hours individuals are required to complete to take the International Certification and Reciprocity Consortium (ICRC) addiction exam to become a Licensed Alcohol and Drug Counselor (LADC).

Grace Bergeron, Darleen Burns, Kerri Ann Callahan, Vicki Coleman, Colleen Collins, Fallon Comrack, Doreen Cunha, Kari Franey, Leah Haskell, Michelle Henderson, Jessica Mobark, Jocelyn Monti, Lacey Pacheco, Amy Pulsinelli, Patricia Sylvester, Nathan Wales, and Pamela Young represent the graduating class of 2018.

Since graduating, many have been promoted to case managers, clinicians, aftercare coordinators, and supervisors. Three decided to pursue further education, as many colleges and universities accept the ACT courses for Associates and Bachelor level credits.

CONGRATS GRADS… From L: Doreen Cunha, Michelle Henderson, Jocelyn Monti, & Jessica Mobark

To date,

50 students have

graduated, with 98% passing

the LADC exam

on their first

attempt!

11

LET THEIR VOICES BE HEARD:

When the 2018 graduates first submitted their applications, they had to include a letter explaining why they wanted to be ACT students.

“Any opportunity to better serve the adolescent populations I work with would be a gift and a new journey I look forward to embarking on.”

“I want the credentials to be able to work with women and let them know it is possible to get clean and become a woman of dignity and honor.”

“I cannot thank-you and High Point enough for all of the support, help, and love! One of my absolute biggest and dearest goals has been achieved!”

“The opportunities available at HPTC require a higher level of education. When I saw the application for the ACT program, I knew it was my time to take advantage of this wonderful opportunity.”

“…I never, not even for one day, come to work and feel I am going to a job, but feel that I am going right where I need to be to help those who can’t help themselves.”

STANDING PROUD… (From L) Lacey Pacheco, Kerriann Callahan,

& Darlene Burns

12

One thing to keep in mind when thinking about family homeless shelters is this: families come in all sizes and make-up. Consider one family that arrived at Harbour House Family Center in New Bedford. While it did not reflect the ‘typical’ composite (parents were in their 50s and the daughter in her 20s; the father was an amputee- wheelchair-bound, and he and his daughter were being treated for cancer), they possessed characteristics the majority of homeless families have: they trusted few and were skeptical as to how services could assist them in securing permanent, sustainable housing. This family was under tremendous stress and felt it was unlike any of the other families at Harbour House. They really had a hard time at first but eventually developed trust, and with assistance and support, found an apartment. Theirs is but one story.

Harbour House is well established in the community with a reputation for providing services that meet families’ needs. Since 2001, Harbour House has increased capacity to accommodate families, expand services, and broaden its support network. With that said, we recognize there is still work to do regarding trauma-informed care, cultural awareness, and responsiveness. Staff is taught how widespread traumatic experiences impact overall health and well-being. Trauma affects everyone. It appears in shelters, among the incarcerated, domestic violence survivors, substance use disorder and recovery populations; the undocumented, childhood sexual assault survivors, survivors of street violence, hurricane survivors, those with physical and/or mental disabilities, reunified families, and those experiencing intergenerational poverty. We embrace principles of safety, choice, trustworthiness, empowerment, and collaboration, which strengthen families, in turn, promoting their well-being.

This past year, we painted inspirational wall quotes, bought furniture for the community room, and repainted family units. Staff and families are working more closely, choosing projects and activities for children. With staff changes and families transitioning, building trust is challenging, but possible when you listen with culturally-sensitive and trauma-informed ears. We created a job incentive program for adults enrolling in educational/certificate programs and/or obtaining and maintaining employment. We also take field trips together, cook more meals together, and create opportunities for families to help one another, recognizing the common threads that weave through their lives.

13

Over the past two years, Harmony House clients, (a residential recovery treatment program for men) in New Bedford, have been involved with the Coalition for Social Justice, which includes being invited to attend a dinner in May at the Venus Di Milo. This is an event that invitees pay to attend; however, the Coalition donates at least 10 tickets each year to Harmony House, so clients can also participate. During this event, the Coalition recaps what has occurred over the past year and the milestones/victories it has achieved. It concludes the evening by presenting awards to individuals and programs that have taken an active role in helping support the Coalition’s work.

Harmony House clients have participated by traveling to the State House on many occasions to give testimonies about being incarcerated as a direct result of addiction. They share how this has shadowed their lives and created obstacles to moving forward to a better future and healthier lifestyle. They advocate for CORI reform in part because of the ‘look back’ period when applying for jobs. This period is defined as how far back a prospective employer can look for any legal issue/s (i.e. arrest), and whether it was a misdemeanor or felony.

This could lower individuals’ opportunities for obtaining gainful employment, which in turn impact other areas of their lives.

As a result of their efforts, they were presented with a plaque (see right) indicating gratitude for their support and work in achieving a great victory in Massachusetts CORI reform in May 2018.

Harmony House staff is proud of the active role clients have assumed in working towards achieving CORI reform over the past two years. Their voices have been heard.

Learning Activism Has a Voice That’s Heard

A

V

S M

I

C

I

T

14

HIGH POINT TREATMENT CENTER, INC. AND AFFILIATES Combined Statement of Financial Position

Year Ended June 30, 2018

ASSETS CURRENT ASSETS Cash and cash equivalents $2,141,634 Accounts and contracts receivable, net of allowance for doubtful accounts and contractual allowances 12,470,954 Prepaid expenses and Other 646,776 Total Current Assets 15,259,364 PROPERTY AND EQUIPMENT, net of accumulated depreciation 23,447,824 OTHER ASSETS Deposits 130,690 Leverage loan receivable 7,513,500 Software costs, net of accumulated amortization of $1,166,924 359,117 TOTAL OTHER ASSETS 8,003,307 TOTAL ASSETS $46,710,495

LIABILITIES AND NET ASSETS CURRENT LIABILITIES Current maturities of long-term debt $551,533 Accounts payable 2,851,379 Deferred revenue 1,388,948 Due to DPH 93,903 Accrued expenses $3,735,717 Total current liabilities 8,621,480 LONG-TERM LIABILITIES Long-term debt, net of current maturities and unamortized deferred financing fees of $542,017 27,414,549 Deferred long-term debt 784,784 Total long-term liabilities 28,199,333 Total Liabilities 36,820,813 NET ASSETS Unrestricted net assets 9,889,682 Total liabilities and net assets $46,710,495

15

HIGH POINT TREATMENT CENTER, INC. AND AFFILIATES Combined Statement of Activities

June 30, 2018

UNRESTRICTED NET ASSETS REVENUE AND SUPPORT Net patient care revenue $62,154,894 Contract revenue 19,770,782 Contributions 57,948 In-kind contributions 61,123 Other revenue 485,719 Interest and dividend income 121,806 Total revenue and support 82,652,272 EXPENSES Program services: Inpatient 43,200,564 Outpatient 9,021,984 Community-based 9,053,270 Shelters 5,362,185 Residential 8,217,775 Total program services: 74,855,778 Supporting services: Management and general 7,048,453 Total expenses 81,904,231 CHANGE IN NET ASSETS 748,041 Net assets– beginning of year 9,141,641 NET ASSETS– END OF YEAR $9,889,682

16

Families Total Female Male TransTOTAL ADMISSIONS 30,775 13,435 17,333 7 Inpatient 16,445 6,178 10,267 ATS Brockton Addiction Treatment Center (Detox) 2,500 591 1,909 ATS Plymouth- (Detox) 2,160 547 1,613 CASTLE (24-hr program for ages 16-20) 441 192 249 CSS Brockton (Clinical Stabilization Services) 1,080 273 807 CSS Plymouth (Clinical Stabilization Services) 1,339 380 959 DDU Plymouth (Dual Diagnosis Unit) 1,272 371 901 High Point Hospital (Adult Psychiatric Units) 2,228 906 1,322 High Point Hospital (Adolescent Psychiatric Unit) 248 140 108 High Point @ Jamaica Plain Section 35 (Detox) 513 513 High Point @ Jamaica Plain Section 35 (Clinical Stabilization Services) 510 510 MATC (Section 35) Men's Addiction Treatment Center- ATS 1,710 1,710 TSS New Bedford (Transitional Support Services) 487 181 306TSS Taunton (Transitional Support Services) 718 335 383WATC (Section 35) Women's Addiction Treatment Center- ATS 1,239 1,239Outpatient 10,683 4,444 6,239 1st Offender (Driver Alcohol Education) 844 251 593 2nd Offender (Driver Alcohol Education) 167 43 124 Children's Behavioral Health Initiative (CBHI) 361 156 205 CSP/RSN/CASTLE CSP (Community Support Program) 3,748 1,671 2,077 Home-based therapy 511 264 247 IPAEP (Intimate Partner Abuse Education Program) 186 2 184 Opioid Treatment Program (OTP) 335 162 173 Outpatient Treatment (adults and adolescents) 4,168 1,671 2,497 Structured Outpatient Addiction Program/Intensive Outpatient 363 224 139 Residential 529 170 359 Family Preservation ProgramAdults 10 6 4 Children 8 1 7 Families 6 Graduate House 7 7 Harmony House 114 114 Monarch House 72 72New Chapters 110 110 Reflections-CAP Residences (Court Alternative Program) 189 80 109 Unity House 8 8 WRAP House 11 11Family Centers 895 559 336 Fall River Family CenterAdults 23 15 8 Children 31 19 12 Families 18 Harbour House Family CenterAdults 64 51 13 Children 73 37 36 Families 49 Taunton Family CenterAdults 23 21 2 Children 37 21 16 Families 22 Scatter SitesAdults 256 211 45 Children 388 184 204 Families 217 South Shore Resource & Advocacy Center (domestic violence) 2,223 2,084 132 7 Beth Israel Deaconess Hospital- Ply. Domestic Violence Advocacy 338 304 32 2 Center-based services 344 338 6 Children's S.E.E. 20 11 9 Community-based services 180 170 9 1 DDTF (Drunk Driving Trust Fund) 11 7 4 SAFEPLAN 1,198 1,159 39 SHARES (Homicide Bereavement Program) 120 92 28 SSHAGLY (South Shore Alliance for Gay and Lesbian Youth) 12 3 5 4

High Point & Affiliates 2018 Admissions

17

High Point BOARD OF DIRECTORS & OFFICERS Charles R. Maccaferri, Chairman Daniel S. Mumbauer, President & CEO Frank Collins, Treasurer Margaret B. Vulgaris, Clerk Mary O’Donnell, Director Jean M. Riley, Director Southeast Family Services Inc. BOARD OF DIRECTORS & OFFICERS Daniel S. Mumbauer, Chairman & President Margaret B. Vulgaris, Treasurer Deb Masciulli, Clerk Robert Bettencourt, Director Elaine Guillemette, Director James Hatch, Director Carl Soares, Director SEMCOA, Inc. BOARD OF DIRECTORS & OFFICERS Carl Soares, Chairman Daniel S. Mumbauer, President & CEO Gerald Hall, Treasurer Robert Almeida, Clerk Robert Bettencourt, Director Elaine Guillemette, Director James Hatch, Director

EXECUTIVE LEADERSHIP

Daniel S. Mumbauer, MBA, MSA President & CEO Francine J. Markle, MS, LMHC, LADC I Senior Vice President & COO Inpatient/Outpatient Services, High Point Stephen R. Montembault, BA, LADC I, CADC II Vice President & COO, SEMCOA & Southeast Family Services Millie Scott, AS Vice President of Human Resources Brad Scott, BA Chief Information Officer

EXECUTIVE MEDICAL LEADERSHIP Salah Alrakawi, MD Medical Director of Jamaica Plain ATS Ronald Bugaoan, MD, ABAM-certified Medical Director of MATC

Allison Davidson, DO Medical Director- DDU, Plymouth Outpatient Alfredo Gonzalez, MD, ABAM-certified Chief of Medical Services- High Point; Medical Director of WATC- ATS & BATC- ATS; New Bedford Outpatient Mark J. Hauser, MD Program Coordinator of Nights/Weekends DOC John Howard, MD Medical Director, Plymouth ATS Surjit S. Maniktala, MD Medical Director of OTP Joseph Shrand, MD, ABAM-certified Medical Director of CASTLE, Chief of Child & Adolescent Psychiatry- High Point Hospital

MEDICAL LEADERSHIP Judith Austin, PMHNP-BC Psychiatric Nurse Practitioner- MATC CSS & BATC CSS Mary E. Barkalow, MD Psychiatrist, Middleboro Outpatient & Brockton Outpatient Steven B. Blumberg, D.O., FACOG, MBA Physician, Taunton Outpatient & Plymouth Outpatient Alfredo Chan, MD Psychiatrist, Dual Diagnosis Unit Alan E. Cordts, MD, FACS Physician, New Bedford Outpatient Mario C. Corpuz, DNP, MHA, MS, ACNP-BC, LNHA, RN Medical Nurse Practitioner, High Point Hospital Theresa M. Damien MS, PMHNP-BC Psychiatric Nurse Practitioner, Plymouth Outpatient & Middleboro Outpatient William DiLauro, MD Psychiatrist, High Point Hospital Robert Friedman, MD Physician, High Point Hospital & Taunton Outpatient Katherine Gorham, NP Psychiatric Nurse Practitioner, MATC CSS, BATC CSS, Brockton Outpatient Syed Ali Akbar Jafery, MD Psychiatrist, High Point Hospital Laurie Keough, NP Psychiatric Nurse Practitioner- CASTLE & High Point Hospital Cynthia Knight FNP-BC Medical Nurse Practitioner, High Point Hospital; Meadowbrook campus

High Point & Affiliates Leadership

18

MEDICAL LEADERSHIP CONTINUED Brenda J. Lima, PMHCNS, BC Clinical Nurse Specialist- WATC; New Bedford Outpatient Rebecca Match, NP Psychiatric Nurse Practitioner- CASTLE, Brockton Outpatient Medhat Migeed, MD Psychiatrist Khalid Mohamed, MD High Point Hospital Luis Molmenti, MD Psychiatrist, High Point Hospital Omayra Nieves, MD Psychiatrist, High Point Hospital Kiara C. Offley, NP Psychiatric Nurse Practitioner, Plymouth Outpatient & DDU Barbara Roderick, PMHNP-BC Psychiatric Nurse Practitioner Maura E. Stanton, PMHNP-BC Psychiatric Nurse Practitioner, Jamaica Plain Nina Szulewski MSN, ANP-BC, PMHNP-BC Psychiatric Nurse Practitioner, New Bedford Outpatient & WATC Christina Tamasco, FNP Medical Nurse Practitioner, High Point Hospital Laywell Tedoe, MSN WHNP-BC FNP-BC Medical Nurse Practitioner, WATC & New Bedford Outpatient Andrea Warden, NP Psychiatric Nurse Practitioner, CASTLE Aminadav Zakai, MD Chief of Psychiatry, High Point Hospital

ADMINISTRATIVE LEADERSHIP

Mike Farias Director of Information Technology Assuncao Martins, BS Controller April Jones, BS Contract Manager Debra Masciulli, AS Director of Payroll Services Nick Moniz Director of Information Security Kathy Norris, MA Director of Community Relations Jared Spinola, AS Director of Electronic Health Records

Anne M. Zarlengo, BA, LADC I, CADC II, CCS Director of Training and Development; ACT Coordinator Terri Zinsius, AS AR Director

BROCKTON LEADERSHIP

Elonzo S. Abraham, M.Ed., LADC I Clinical Director of BATC CSS Tina Anastasio, RN Nurse Manager of CASTLE Rayann Batchelder, M.Ed., LADC I Assistant Program Director, MATC Karen Byers, RN Meadowbrook campus Supervisor Susan Byrne Supervisor of Housekeeping Danielle Collins, RN Nurse Manager at MATC Kevin Davis, MS, LADC I, CCFC Program Director of MATC Ana Depina, RN Nurse Manager, OTP Melissa Gardner, NP Medical Nurse Practitioner- MATC, BATC, & Brockton Outpatient Katherine Gordon-Brauneis, LICSW Clinical Director, OTP Andrea Harte, MSW, LICSW Program Director of Opioid Treatment Program & Brockton Outpatient @ 30 Meadowbrook Ann Marie Kennedy, M.Ed. Program Director of ARCH Carol A. Kowalski, MSN, RN, CARN, CADC II Site Director of Meadowbrook campus Danielle Lasden, NP Medical Nurse Practitioner- CASTLE, OTP, & HP at Jamaica Plain Stacey Lynch, MSW, LICSW Program Director of CASTLE Ashley Mayerjack Recovery Specialist Supervisor- MATC Alicia McEnroy, MS, RD, LDN, CPT Dietician, Meadowbrook campus Gina Millet, MA, LADC I, LSW Clinical Director of BATC ATS Joe Norton Director of Environmental Services, Meadowbrook campus Leana Pilet, LMHC Clinical Director of CASTLE

High Point & Affiliates Leadership

19

BROCKTON LEADERSHIP CONTINUED Amy Pulsinelli RS Supervisor of CASTLE Christine Robitaille, M.Ed., LMHC, CCMHC Program Director of Brockton Outpatient Jessica Ryder, BS, LADC Assistant Program Director of ARCH Nenkerwon Troh, MMHC Clinical Director of MATC CSS Jeffrey Vizaretta Clinical Director of MATC CSS Jestina Wolo, MPH, CHES Clinical Director of MATC ATS

FALL RIVER LEADERSHIP

Gina Andrade Acting Program Director of Fall River Family Center

HIGH POINT IN JAMAICA PLAIN

Linda Bussey, RN Nurse Manager Jerome Posey, M.Ed., LADC 1 Program Director Fay White, M.Ed. Clinical Director

MIDDLEBOROUGH LEADERSHIP

Laura DosSantos, MS, LNHA High Point Hospital Administrator Linda Phillips Giordano, LADC II Mental Health Specialist Supervisor, High Point Hospital Ed Hetman Director of Environmental Services Naomi Hurst, BSN, RN, CLC Director of Quality and Risk Management, High Point Hospital Marjorie Jean, LMHC Clinical Director, High Point Hospital Edward Moniz, RN Director of Staff Development/Infection Control, High Point Hospital Jason Plante, RN Director of Nurses, High Point Hospital Terrence Todman, AS Dietary Manager of High Point Hospital

NEW BEDFORD LEADERSHIP Leah Badolato RS Supervisor, WATC MonaLisa Bentley-Mitchell, MS Acting Program Director of New Chapters Wendy Bluis, BA, CADC Program Director of Family Preservation Program, SEMCOA Affordable Housing, & SEMCOA Laundry Thomas Burns, MS, MHC, LADC I, CADC, Program Director of New Bedford TSS & Graduate House Dawn Cantara, MS, CAGS, CADC Program Director of WATC Angela Carbaugh Supervisor of Housekeeping- WATC & Admin. Shelly Correia Program Director of Harbour House Family Center David DeMello, LMHC CBHI Program Director Jolanda DeSouza Dietary Manager of WATC Trine Erichsen Clinical Director of WATC ATS Ricardo Franks, MS Program Manager of Unity House Kerry Hennessy, MSW, LICSW Clinical Director of New Bedford Outpatient Kristin Hinson, BSN Nurse Manager of WATC Nancy Holland, MSW, LICSW Clinical Director of WATC CSS Edgar L. Martin, III Director of Environmental Services- Residential Lise Reed Program Director of Monarch & WRAP Houses Christine Sameiro, LCSW Clinical Supervisor of Harmony House Tina Santospago, MS Clinical Supervisor, New Bedford TSS Janet Shartle, M. Ed., LCSW Clinical Director of WATC CSS Colleen Stanley, BA, LADC-1, MAPGS Program Director of Harmony House Ryan Weipert, LMHC CBHI Clinical Director

PLYMOUTH LEADERSHIP Sarah Albert-Perry, LICSW Clinical Director of CSS

High Point & Affiliates Leadership

20

PLYMOUTH LEADERSHIP CONTINUED Tracy Beeman Supervisor of Housekeeping, Plymouth campus Julianne Bellinghausen, LMHC CBHI Program Director Amanda Berriault, LMHC Clinical Director of DDU Vanessa Boyington, LICSW CBHI Clinical Director Susan Carreiro-Penacho, LMHC, LADC 1 Site Director of Plymouth campus Shannon Elliot, LICSW Program Director of Plymouth Outpatient Shawna Fanning, LMHC, LADC I, CADC, MA PGS Clinical Director at Plymouth Outpatient Amy Goslee, BSN Director of Nurses, Plymouth Campus Ian Julius Recovery Specialist Supervisor of Plymouth campus Charles McLain Director of Environmental Services Michael J. Smith, LADC 1 Clinical Director of Plymouth ATS Paul Tilton Dietary Manager of Plymouth Campus

REGIONAL LEADERSHIP

Sara Bennett, LMHC, MSLMHC, MS Vice President of Quality & Compliance Daniel Buckley, M.Ed. Director of Intimate Partner Abuse Education Program April Butler, LMHC Director of Drivers’ Alcohol Education Katherine A. Chmiel, RN, MS, MPA Director of Section 35 Services Stephanie Crossman, MSW, LICSW CBHI Clinical Director, New Bedford and Plymouth Tara DeSousa, BA Program Director of Healthy Families: Brockton and Taunton programs Hillary Dubois Farquharson, MS Director of Prevention Services Kim Fisher, LICSW Vice President of Community-Based Recovery Services John Fortes, III; MS, LADC I Clinical Director of CSP

Steve Furtado Director of Environmental Services- WATC & New Bedford Outpatient; Taunton TSS Kathy Harriman-Spear, MSW, LICSW, BCD, CADC I, LADC I Vice President of Outpatient Services Marissa Intravia-Loring, LMHC Director of CBHI William McCoy, BA, M.Div., CPE Director of Homicide Bereavement Services Michael Medeiros, BS, LNHA Director of Dietary Services Robert Medeiros Director of Facilities Services Alan Meister, BS, M.Div., LADC 1 Program Director of CSP & ARCH Catherine A. O’Brien, RD Dietitian- WATC, Plymouth campus, & High Point Hospital Melanie Reis-Baga, LICSW Director Of Behavioral Health Coordinated Care Network Ariel Shapiro, M.Ed., LMHC Program Director, Behavioral Health Community Partner program Amy Sylvia, BA Drunk Driving Trust Fund Coordinator Karen Thomas, RN, CARN Director of Centralized Admissions Melissa Torrance, BSN,RN-BC, PMHN, CARN Vice President of Nursing

SOUTH SHORE

RESOURCE & ADVOCACY CENTER LEADERSHIP

Carolyn F. Bell, BA Coordinator of Domestic Violence Center-Based Services Sandra Blatchford, MA, MS Program Director Barbara Draffone Senior SAFEPLAN Advocate

Kathleen Hoffman, CADC II Coordinator of Outreach & Education

High Point & Affiliates Leadership

21

High Point & Affiliates Leadership TAUNTON LEADERSHIP

Heather Barrows RS Supervisor of Taunton TSS Kelley Costello, LMFT CBHI Program Director Elizabeth Harper, BA, CADAC Program Director of Taunton TSS Jessica Horan, LMHC CBHI Clinical Director

Thomas Lundin, LMHC, LCDP Program Director of Taunton Outpatient Reun Nim-Branco, AS Program Director of Taunton Family Center Carolyn Smith, LICSW Clinical Director of Taunton Outpatient David Spilker, LMHC Interim Program Director of Taunton Outpatient

Current as of December 31, 2018

Our Continuum of Care:

Inpatient Services

Inpatient psychiatric hospital: 72 beds Acute Treatment Services (Detox): 64 beds Clinical Stabilization Services: 84 beds Transitional Support Services: 80 beds Dual diagnosis services: 24 beds Section 35 services: 242 beds Youth stabilization services: 24 beds

Outpatient & Community-based Services Adolescent-Community Reinforcement Approach Addiction and mental health treatment Adolescent and adult counseling services Children’s Behavioral Health Initiative Community Support Program Coordinated Care Network Driver Alcohol Education Domestic violence services Family services Healthy Families support services Homicide bereavement services Intimate partner abuse education services Medication management Office-Based Opioid Treatment Opioid Treatment Program Prevention services Recovery coach services Structured Outpatient Addiction Program

Residential & Shelter Services

Family centers (emergency shelters): 104 beds Men’s and women’s residential recovery homes: 74 beds Supportive services (transitional and permanent): 109 beds

“Helping People to Change”

Inpatient, Outpatient, Community-based, Residential,

& Shelter Services