Table of ontentsExecutive Director, Charlene Sears-Tolbert Overview: 2015/2016 Auburndale (Female) 80 Beds Opened: August 1, 2007 During this fiscal reporting year the Auburndale Bridge

Page 1 – President’s Message – Lori Costantino-Brown

Page 2 – Bishop Frank Costantino Biography

Page 3 – Board of Directors

Page 4 – Management Team

Page 5 – Bridges of Florida Facility Directors

Page 6 – The Orlando Bridge Residential Substance Abuse Treatment Program and

the Cocoa Bridge Community Release Center

Page 7 – The Auburndale Bridge and The Jacksonville Bridge Residential Substance

Abuse Treatment Programs

Page 8 – The Broward County Bridge Substance Abuse Treatment Re-Entry Center

Page 9 – The Jacksonville Bridge Transition Center and The Orlando Bridge

Substance Abuse Treatment Re-Entry Center

Page 10 – The Bradenton Bridge Substance Abuse Treatment Re-Entry Center and

The Lake City Bridge Community Release Center

Page 11 – The Jacksonville Bridge and Orlando Bridge Community Release Centers

Page 12 – The Turning Point Bridge and Santa Fe Bridge Community Release Centers

Page 13 – Chaplaincy and Community Release Re-Entry Services

Page 14 – Human Resources

Page 15 – Quality Management Team

Page 16 – Information Technology

Page 17 – Certificates Earned by Clients and Inmates/Home Furloughs

Page 18 – Financials

Table of Contents

President’s Message

Welcome board members, stakeholders, community partners, colleagues, friends,

and thank you for being here today. It has been an extraordinary year for all of us

at Bridges International/America; one that has presented great change and

opportunity for our organization, the field of criminal justice, and the world.

It is this year in which we celebrated 35 years of “Bridging the Gap” for those

men and women entering and exiting the criminal justice system. Unique in this celebration, has been the

provision of services through cutting-edge evidence based behavioral health models that have resulted in

greater successes for our clients and increased public safety for the state of Florida, through a reduction in

recidivism rates that supersede those of the national average. What a testament to the many staff at Bridges

whom are directly working with and encouraging the populations we serve.

Founded in 1980 upon the principle “we believe a man can change”, we embarked upon a mission to

provide a holistic approach to recovery and allow non-violent felony offenders the opportunity to rehabilitate

their lives and use their second-chance to successfully reintegrate back into their communities. What has

made us distinctive as an organization has been our ability to understand the changing needs of our clients,

inmates, and their families as well as the agencies, states and countries we serve.

It is this understanding and our adaptability that has extended our reach both nationwide and

internationally. That has allowed us to form partnerships with organizations like the Charles Koch Institute

and James Madison Institute in the pursuit of criminal justice reform. That has elevated our work in

addressing the underlying needs of our clients and inmates through the utilization of trauma informed care

services. That has allowed us to continually build our family within the community and provide greater

opportunities to both our clients and those that employ them.

As we reflect back on accomplishments, I would like to touch upon a re-branding that has resulted in not

only a new name under Bridges International, but a new logo, mission, and opportunities as well. With our

new mission, we have sought additional ways to expand our delivery of services to positively impact the lives

of the clients, their families, and the communities for which they return to. And in doing so, we were awarded

a new contract to operate a Re-Entry Portal to those offenders returning to Miami- Dade County in Florida. I

would like to express my excitement over this new opportunity and thank all of those involved for their hard

work.

As we look forward to the future and focus on the integration of families into the treatment process; I have

no doubt in my mind that we can play an integral role in helping put an end to the generational incarceration

that has plagued millions introduced into to criminal justice system annually and torn families apart.

Sincerely,

Lori Costantino-Brown

President and CEO

Bishop Frank Costantino

December 1, 1939 – April 2, 2006

Bridges of America was founded by Frank Costantino, an ex-felon, who was released in 1972 from the Florida Department of Corrections, after serving time for burglary and other related crimes. Two years prior to release, he accepted Jesus Christ as Lord and Savior, and it “changed my life completely,” said Frank at the time. Upon leaving prison, Frank felt called to return and share with other prisoners his testimony of God’s transforming love. In 1976, Frank founded Christian Prison Ministries as a way to share the Gospel with other prisoners. Frank quickly recognized two problems: upon release, parolees need gainful employment and a place to stay. Frank determined something was needed in-between prison and society to bridge the gap. In 1980, Frank opened the first after-care resident program in Orlando, Florida, to provide a “bridge” to get them to the other side. Bridges of America and the Florida Department of Corrections began a part-nership to provide a work-release program with substance abuse programming to address drug and alco-hol problems. What started as a local ministry has now parlayed into a worldwide vision that serves over 10,000 inmates and offenders daily. After Bishop Frank passed away in 2006, his daughter Lori Costantino-Brown took on the role of President and CEO of Bridges of America, Inc. Lori has further enhanced the programs to meet the needs of evi-dence-based treatment in the 21st century. The Bridges program has an international presence with programs and outreach ministries in countries on four continents. It is predicated on the 12-Step model, and has followed the same mission for 35 years while increasing the efficiency and effectiveness of the programs, and increasing the quality of care for the people we serve.

We Believe a Person Can Change

Board of Directors

Lori Costantino-Brown President and CEO

Bridges International

Father Charles Brown

Senior Vice President


Cecilia I Denmark

Vice President


John Harris Pastor First Hope Ministry

First Baptist Orlando

Thomas Gaines Evangelist

New Life Worship Center

Sam Pennington Treasurer Attorney

Pennington Law Firm

Dr. Grady S. McMurtry Secretary International

Creation Emissary Creation Worldview

Ministries

Gerald Holdsworth

Contract Mediator

Westgate Resorts

Michael I. Smith

Senior Vice President

BB&T Commercial

Lending

Management Team

James McClelland Director of Facilities

Operations and Management


Yolanda Dorsey Chief Human Resource

Officer Bridges International

Patrick Doliny

Chief Information

Officer/Director of IT


David Harris Florida State Executive

Director

Gustavo Mazorra

Director of Operations

Bridges of Florida

Dr. Anthony Bowling

Director of Programs

Bridges of Florida

Gina Thomas Human Resource Director

Bridges of Florida

Htay Htay Chief Financial Officer

Bridges of Florida

Diana Larsen

Chief Administrative

Officer Bridges

International

Bridges of Florida Facility Directors

Alice Powell Executive Director

The Orlando Bridge Residential Substance

Abuse Treatment Program

Charlene Sears-Tolbert Executive Director

The Auburndale Bridge Residential Substance

Abuse Treatment Program

Tracy Hudson

Executive Director The Jacksonville Bridge

Residential Substance Abuse Treatment Program

Norman Vincent Jenkins

Facility Director The Broward County

Substance Abuse Treatment Re-Entry Center

Paul Biecker Facility Director

The Cocoa Bridge Community Release Center

Jon Tate Facility Director

The Jacksonville Bridge Community Release

Center

Willie Dixon

Facility Director The Lake City Bridge

Community Release Center

Sammy Hill

Facility Director

The Orlando Bridge

Transition and Community

Release Center

Merrell Colchiski

Facility Director The Santa Fe Bridge Community Release

Center

Felishia Dexter Facility Director

The Bradenton Bridge Substance Abuse

Treatment Re-Entry Center

Michele Bateman

Facility Director

The Jacksonville Bridge

Transition Center

Jose Lugo

Facility Director The Turning Point Bridge Community

Release Center

THE ORLANDO BRIDGE

RESIDENTIAL SUBSTANCE

ABUSE TREATMENT PROGRAM

Executive Director, Alice Powell

Overview: 2015/2016

Orlando (Male)

91 Beds

Opened: July 1, 2004

The greatest achievement for The Orlando Bridge Residential Substance Abuse Treatment Program was the participation in four graduations and four family day events. During this fiscal reporting year, we had a total of four clients successfully pass their GED Exam and four clients received OSHA certifications. An overall in-crease in certificates earned went from 24 to 56 this reporting year. To assist in the funding of these wonderful events, we expanded the donation committee resulting in increased donations by over 1000 this year.

Operations Goal

Goal 1: Utilize SecurManage to add schedules for community passes to better access client whereabouts more efficiently, thus reducing the use of paper.

Goal 2: Create and monitor an on-going maintenance commit tee that will meet at least monthly to review items needing repair, items repaired, and what would be more cost effective.

THE COCOA BRIDGE

COMMUNITY RELEASE

CENTER

Facility Director, Paul Biecker

Overview: 2015/2016

Cocoa (Males)

84 Community Release Beds

Opened: April 14, 2014

Cocoa Bridge had its very first GED Graduate from the GED Academy this year. This individual did all study and test preparations through the virtual GED Academy, without the assistance of a Tutor or GED Instructor, becoming the Cocoa Bridges very first High School Diploma recipient. We at the Cocoa Bridge are proud of his accomplishments and others to follow.

Program Goals

Work with local communities and churches to develop a family support group to meet bi-weekly with at least 10% of our population.

Operations Goals

Goal 1: Complete shower and bathroom vanity refurbishment project

Goal 2: Solicit donations to replace damaged and aging flooring and parking area

Program Goals

Goal 1: Establish a Parenting Class with a participation rate of at least 10% of inmate families to en-courage positive parental involvement

THE AUBURNDALE BRIDGE



Executive Director, Charlene Sears-Tolbert

Overview: 2015/2016

Auburndale (Female)

80 Beds

Opened: August 1, 2007

During this fiscal reporting year the Auburndale Bridge added 21 New Employers, six of which started employ-ing clients at a higher wage than minimum wage ($8.50 and $9.00 hourly). The Auburndale Bridge has success-fully maintained over 95% employment throughout the year. The average hourly wage earned increased from $7.52 to $8.36 this fiscal year.

Operation Goal:

Increase Trauma Informed Care training for staff from quarterly to monthly.

Program Goal:

To implement the provision of Family Services in order to provide counseling services to the chil-dren and families of at least 25 of our clients.

THE JACKSONVILLE BRIDGE



Executive Director, Tracy Hudson

Overview: 2015/2016

Jacksonville (Male)

39 Beds

Opened: November 1, 2013

On March 20, 2016, The Jacksonville Bridge Residential Substance Abuse Treatment Program for the first time held our Easter Family Day off Property at Ringhaver Park. In addition to the clients and staff, there were 28 adults and 12 children present. We have always used the motto “Sober Fun!” This time we incorpo-rated Easter as part of the celebration. Interactive activities were designed to get the entire family involved. The day ended on a positive note (literally) when two of our clients sang, “Lean On Me” and part of their lyr-ics included, “Call on the Bridge.” This very special Family Day also provided the opportunity for the families to get to know the staff, learn more about the program and of the client’s progress, bond with the clients and support everyone working together to focus on healthy living. Additionally, for this fiscal reporting year an average of 52 adults, and 7 children visited clients monthly, supporting them while assigned at our program.

THE BROWARD COUNTY

BRIDGE TRANSITION/

CRC CENTER

Facility Director, Norman Jenkins

Overview: 2015/2016

Broward (Males)

122 Transition Beds


Opened: May 17, 2005

Closed: May 17, 2016

The greatest accomplishment of The Broward County Bridge was sponsoring an American Cancer Society

Relay for Life event on 11/14/2015. Norman Jenkins, Facility Director, introduced the idea to the Administra-

tive staff and the Therapeutic Community (TC) upper structure in June, 2015. We also met with Monique Ste-

phens, Senior Manager for the Broward County chapter of American Cancer Society (ACS). According to Ms.

Stephens, the ACS in Florida had never partnered with a program like Bridges of America. Nor had they ever

partnered with a correctional population to sponsor a Relay for Life event. The challenge was accepted and a

modest financial goal of $500.00 was set.

Five TC residents were assigned roles and tasks to raise awareness. Staff was also assigned corresponding

roles to work in the facility and in the community-at-large. During one of the meetings, it was decided that all

five Relay teams would be named after super hero comic book characters. Each team had a resident captain

and a staff sponsor. By September, the $500.00 mark was surpassed and a new goal of $2000.00 was set. In

working with an offender population such as the Bridge, the ACS recognized that modifications were neces-

sary for a Relay for Life event to occur such as concluding all activities by 3:00 PM and closing it to the general

public. Also, only staff, inmates and their approved visitors were allowed to participate. Some of the fund-

raising activities included a car wash, track markers, walk signs, and donations. Family members supported

their inmate teams. On the day of the event, The Broward County Bridge sponsored a family day with great

food, soft drinks, games, and of course, walks around the track in memory of those we’ve lost to CANCER and

to those survivors who have triumphed over this disease. Over 200 people were in attendance and more than

$4500.00 in donations were made.


TRANSITION CENTER

Facility Director, Michele Bateman

Overview:

Jacksonville (Male)

165 Transition Center Beds

Opened: August 6, 2013

During the last fiscal year, The Jacksonville Bridge TC partnered with (TAILS) Teaching Animals and In-mates Life Skills. The program focuses on obedience training for at risk dogs with behavioral problems. The assigned inmate renders twelve weeks of obedience training which prepares the dog for adoption and placement into their new home. This awesome program began with the arrival of our first dogs on Novem-ber 13, 2015. Several of these dogs were victims of illegal dog fighting rings. The outcome is positive for both the dogs and the inmates. We had 33 clients enrolled and 17 dogs graduate. Nine dogs have found new forever homes. Without this program, these dogs may have been euthanized. Instead their lives were saved and they received love from the clients, as did the clients from the dogs.

Operations Goal

Goal 1- To improve staff retention by 10%.

Program Goal

Goal 1- To implement the value added service program, ‘Inside Out Dads’ fatherhood program and Breaking the Cycle through partnership with Operation New Hope to complete three ten-week classes.

THE ORLANDO BRIDGE

TRANSITION/CRC CENTER

Facility Director, Sammy Hill

Overview: 2015/2016

Orlando (Males)

82 Transition Beds


Opened: April 1, 2008

Our most notable accomplishment for the 2015-16 fiscal year was the graduation of 15 GED graduates. This was the highest number of graduates who have ever earned their high school diplomas at this facili-ty. In the previous fiscal year, there were 5 GED graduates in comparison to the 15 GED graduates this reporting year.

Operations Goal

Goal 1- To implement new manpower utilization strategic plan to decrease current over time expenditures by 15% during the upcoming fiscal year.

Program Goal

Goal 1- To partner with Valencia Community College to implement the Basic Construction Program at the TC and CRC Center.

THE BRADENTON

BRIDGE TRANSITION/

CRC CENTER

Facility Director, Jose Lugo

Overview: 2015/2016

Bradenton (Female)

84 Transition Beds



The Bradenton Bridge was faced with the overwhelming challenge of possible closure this fiscal year. Through the valiant efforts of our President, Lori Costantino Brown and the support of Elected Officials, Bridg-es Staff, clients, inmates, community partners, employers, family members, and Alumni, we came together and rallied to keep The Bradenton Bridge open. This resulted in a new contract award. Today our doors re-main open and our commitment to exemplary service delivery to our clients continues to prosper.

Operational Goals:

Goal 1: Increase Trauma Informed Care Training for Staff by 10%.

Goal 2: Increase TC Immersion Training by 10%.

Program Goal:

Goal 1: Implement Family into treatment, Include Family as part of treatment after clients complete Outpatient Program

THE LAKE CITY BRIDGE

COMMUNITY RELEASE

CENTER

Facility Director, Willie Dixon

Overview: 2015/2016

Lake City (Males)


Opened: March 2014

Lake City Bridge Community Release Center’s biggest accomplishment and highlight this year was our third Annual Day of Prayer. The Day of Prayer gives our Inmates an opportunity to meet local pastors in the community of different denominations. It is a chance for local pastors and inmates to meet face to face to receive prayer for their concerns and support for a successful completion of the Work Release Pro-gram. During this event, ministers from five different churches and over fifty inmates had the opportunity to pray together, enjoy each other’s fellowship and eat a wonderful meal. The event is well publicized and gives the local community a positive image of the Work Release Center. In addition, this event has result-ed in several partnerships with local churches where the inmates attend regular services and volunteer in the local community.

Operations Goals

Goal 1- Increase completion rate by 5%

Goal 2- Implement a formal Graduation Ceremony

Goal 3- Implement an Open House for current and potential employers

Program Goals

Goal 1- Partnership with the School Board to establish a Mentoring Program for at Risk Youths in the Community

Goal 2- Establish a Bi-Annual program to assist in-mates and Alumni to complete the application process and required paperwork to restore Civil Rights


COMMUNITY RELEASE

CENTER

Facility Director, Jon Tate/Shirley Moon

Overview: 2015/2016

Jacksonville (Males)



The 2015/16 highlight at the Jacksonville Bridge Community Release Center was the facility provided tour for the Criminal Justice Division of the University of North Florida. Professor Michael Hallet and his Philoso-phy of Criminal Justice Class received a tour and lecture regarding the impact Bridges Facilities are having on the community and the Criminal Justice System. During this time, we highlighted such contributing fac-tors to the inmate’s success such as Family Reunification through our successful family days, employability of our inmates to include job development initiatives and encouragement of upward mobility at their place of employment.

Additionally, the tour conducted brought awareness to the criminal justice students, some of whom are po-tential future criminal justice leaders, the benefits that the Bridges organization brings to the criminal justice system.

Operations Goals

To establish at least three partner-ships in the local community which will enable our inmates to perform community service as a give back initiative.

Program Goals

Goal 1: To implement the GED Academy and have at least three inmates obtain their GED

Goal 2: To implement a parenting class to meet twice a month and have a minimum of ten participants attend

THE ORLANDO BRIDGE

COMMUNITY RELEASE

CENTER

Facility Director, Sammy Hill

Overview: 2015/2016

Orlando (Males)


Opened: September 1, 2005

Our greatest accomplishment for this fiscal year was the implementation of the newly organized and commu-nity elected Upper Structure for The Orlando Bridge Community Release Center, a new concept for this Unit. The Upper Structure serves as peer to peer mentorship within the inmate community by demonstrating and working to maintain safety, sanitation, and program objectives. With implementation of the upper structure, our Community Release Center has worked towards decreasing its number of terminations and has given the men an opportunity to live in a modified TC Community.

Operations Goals

Goal 1: To implement new manpower utilization strategic plan to decrease current overtime expenditures by 15% .

Program Goals

Goal 1: Pursue a Basic Construction Pro gram at the TC and CRC Center.

THE TURNING POINT BRIDGE

COMMUNITY RELEASE CENTER

Facility Director, Jose Lugo/Norman Jenkins

Overview: 2015/2016

Pompano (Males)


1 Permanent Party Bed

Opened: January 1, 2005

Turning Point Bridge Community Release Center reached 100% Employment more than three times during this fiscal reporting year. Our employment specialist cemented eight new employer relationships that start-ed our inmates between $10.00 and $13.50 hourly. We also sustained long term relationships with many employers, one who has increased our inmate’s hourly rate from $8.05 to 10.00 dollars an hour, and anoth-er who hired our inmate at a rate of $13.50. We not only increased the average hourly wage from $8.16 to $9.98 per client, but the overall average percentage of employed inmates increased from 76.5% to 85.3% this reporting year.

Goal

Our 2016/17 goal is to establish the functionality of the substance abuse transition and re-entry program by utilizing the Therapeutic Community Model. Additionally, comprehensive training will be conducted monthly with staff and inmates to determine the effectiveness of the transition of the facility mission.

THE SANTA FE BRIDGE

COMMUNITY RELEASE CENTER

Facility Director, Merrell Colchiski

Overview: 2015/2016

Gainesville (Males)


Opened: March 31, 2014

This reporting year, The Santa Fe Bridge recruited nine new employers, six of whom start our clients at an hourly rate ranging from $9.00 to $19.00. This contributed in the average hourly wage earned by inmates increasing from $9.06 to $12.51. Ten of Santa Fe’s Inmates received wage increases this year for out-standing job performance and one inmate was promoted. Our employment specialists both worked hard to market our mission to the community, and in doing so, we increased our partnerships and contributed to more savings for our inmates to be released with.

Operations Goals

Goal 1: Develop partnership with local organization/business to implement a donated Bike program. This will assist in the decrease of cost associated with center provided transportation, vehicle maintenance and fuel charges enabling us to reduce our operating costs and work within the facility budget. It will also save cost to the inmate’s transportation costs.

Program Goals

Goal 1: Partner with Roger’s Welding & Re-pair Inc., a current employer to provide a welding apprenticeship program to at least 3 inmates, giving the inmates an opportunity to obtain certification in this vocation.

Our Chaplaincy Team has continued to develop and adjust to the many challenges facing the ministries and

programs. Our Chaplaincy Operational model is founded in four critical dimensions: personal, pastoral,

administrative and community.

Below are some of the accomplishments of our Chaplaincy services for the FY 2015-2016:

1,571 worship services with an attendance of 18,699.

2,387 religious and skills training activities with an attendance of 24,910.

488 voluntary Faith Recovery program sessions with an attendance of 5,500, not including attendance

at other recovery program at our facilities.

5,311 specialized pastoral care services to over 7,042 individuals, which does not include the numerous

interactions ministering to those in our care, “Relational Ministry”.

4,665 volunteers have provided 7,693 hours of volunteer services to our clients/inmates.

The overall total of activities is 10,547 with a cumulative participation of 58,093.

Gifts given: 531 Book bags/supplies, 654 Christmas Gifts and 173 Easter Baskets.

408 Ministry program Graduates: 146 Bridge Builders, 31 Purpose Driven Life, 21 Malachi Dads/

Hannah’s Gift, 4 Authentic Manhood/Womanhood; 123 Celebrate Recovery, 16 Competent Communi-

cator status in Toastmasters International; 28 GRIP Parenting, 23 Inside/Out Dads Guide to Family

Ties; 16 Evangelism Explosion.

Currently we have 200+ Community Partners, 46 Anchor Partners and 33 new partners as well.

Community Re-Entry Services:

Achievements of our residents during this fiscal year:

• 55% successful completion

• 75% maintained full time jobs

• 17+ residents were able to obtain the Florida Driver’s License

• 4 entered vocational training,

• 2 completed and received their certification (HVAC)

Operational Goals:

To expand our community resource network to pro-

vide a more comprehensive array of services.

Program Goals:

Goal 1: To partner with a community organization to

provide Integrated Care and Substance

Abuse Outpatient counseling.

Goal 2: Implement a Peer Led Mentoring pro

gram and support group within the

Transition House utilizing alumni.

Human Resources: Yolanda Dorsey (BI) and Gina Thomas (BOF)

During the 2015/16 Fiscal Year, the BOF HR Department has been able to accomplish the following:

1. Establishing HR geographical boundaries within BOF to streamline and better serve our Florida facilities

2. Successfully conduct on-site sexual harassment trainings at the facilities

3. Increased external recruitment by connecting with more colleges and universities

4. Conduct face to face management training on the following Paycom features:

Perform Corrective Actions electronically

Conducting performance evaluations

Accessing and pulling candidate applications

2016/17 Goals:

Goal 1: Implement a Frequently Asked Questions

(FAQ) section on the Bridges Intranet and

Paycom to create and promote effective

lines of communication.

Goal 2: Revamp the Work for BI and Employment

Opportunities section of the company web-

site.

Goal 3: Conduct Quarterly on-site HR Audits at

each facility to ensure contractual compli-

ance.

Goal 4: Restructure the new hire onboarding train-

ing to include more face to face training

upon hire.

Goal 5: Send out HR policy and procedural trivia games to encourage policy awareness and improve employee moral (i.e. trivia email where the first 5 to reply get a gift card or the first correct answer).

Goal 6: Create personalized new hire packets for all new hire employees which will include intro-duction of administrative staff and local man-agement team members.

Goal 7: Conduct Management Leadership training to help improve employee retention and in-crease awareness of potential liabilities when supervising employees.

2015/16 Departmental Turnover Rates 2015/16 Facility Turnover Rates

Quality Management Team

Gustavo Mazorra, Director of Operations - Anthony Bowling, Director of Programs

The Quality Management Operations and Program Teams continue to strive for higher standards to ensure

Bridges International policies as well as the Department of Children and Family Services licensing and the

Florida Department of Corrections contractual obligations are met and exceeded. By providing clinical su-

pervision, internal auditing and training of staff and administrators, the QM team has met a number of goals.

These goals include:

Implementation of Trauma Informed Care

Piloted the Adverse Childhood Experience Assessment

Finalized a combined internal auditing tool

Reduced the number of counselor vacancies

Reduced the number of audit findings by 32%

Increased DCF auditing scores with 100% license renewal for all programs

The Florida Department of Corrections conducted 17 audits during fiscal year 2015/16 with 44 findings as compared to19 audits during fiscal year 2014/15 with 65 findings. The total number of findings of FDC Audits for fiscal year 2015/16 decreased by 32% in comparison to the 2014/15 fiscal year. Through evaluation of trends resulting from audit findings, the QM Team identified specific training needs and our team conducted required training quarterly. The decreased non-compliance results are attributed to training of management and line staff and stringent reviews of correc-tive action plans by Bridges of Florida QM Staff.

This fiscal reporting year also resulted in the implementation of our comprehensive safety program, a 2014/15 goal attainment. Train the Trainer CPR, First Aid, HIV and Blood borne Pathogen Trainings were fully delivered and integrated by facility staff, ceasing the necessity to out-source this contractually required training.

Goal 1: Implement a company-wide maintenance work order input and tracking system. This will be an on-line, fully automated system that will allow us to better track, prioritize and ensure that all maintenance needs are addressed in a timely manner, while reduc-ing the use of paper. It will also allow for additional monitoring on repair costs and times.

Goal 2: Implement a fuel card program for our leased vehicles. Not only will this result in cost savings on fuel purchases, but it will also allow for better tracking of vehicle mile-age and fuel expenditures.

Goal 3: 100% implementation of Trauma Informed Care at all clinical staff levels including Ad-verse Childhood Experience Assessment as part of immersion training, psychosocial assessment, treatment planning, and pro-gress note writing.

Goal 4: 100% of BOF facility clinical staff trained in the use of and utilizing SecurManage.

Information Technology Department

Patrick J. Doliny, MBA – Chief Information Officer

We will adopt six successful practices and undertake associated

enabling initiatives to ensure our IT Department supports and

aligns to BOA’s Strategic Plan. They will allow us to operate,

manage, and develop IT solutions with greater accountability

and efficiency while supporting innovation:

1. Through strengthened IT leadership, we will create a flexible

and sustainable IT organization and IT program that will focus

on accountability, responsiveness, engagement, transparency,

and innovation. IT leadership will set the expectation that BOA

will take a lifecycle approach to IT (especially IT integration)

and data.

2. Via a renewed and comprehensive IT governance, we will (1)

align IT planning and execution, (2) ensure proper oversight

and quality and cost control of IT services, and (3) support

strategic decision-making by leadership and innovation

throughout the Bridges.

3. A robust enterprise architecture (EA) will provide the funda-

mental process, structure, and quality to ensure our technolo-

gy is aligned to meet the Bridges complex, integrated business

and data requirements.

4. We will adopt agile IT principles to ensure speed in adapting to

evolving policies and business needs. We will design for the

Bridges an Electronic Health Record lifecycle and increased

integration of IT solutions and interchange of data.

5. We will inform decisions and drive policy throughout the Bridg-

es as we properly manage data and strengthen our data ana-

lytics capabilities.

6. Finally, we will improve information security to continue to pro-

tect the data, and therefore identities, of the Bridges staff and

their areas of responsibility, as well as the Bridges’ Clients.

We will use an iterative approach to plan, implement, and assess

our progress in adopting these successful practices throughout the

Bridges.

Documentation (IT Policy and Procedures)

Goal 1 (Develop a new Paperless IT Policy)

Goal 2 (Develop a new Family Services IT

System Policy)

Goal 3 (Revised/Update all current IT Policy

and Procedure Manual)

Network (Voice and Data)

Goal 1 (Implement a new Multiprotocol Label

Switching - MPLS network infrastructure for

next generation BI growth)

Goal 2 (Maintain an Office in a Box for fast

deployment of new contracts)

Goal 3 (Deploy a new Unified Communication

System – signed into order April 2016)

Applications (SecurManage, HRIS, ERP/

FINANCE)

Goal 1 (Develop and maintain a Secure Elec-

tronic Record Management EMR System)

Goal 2 (Develop and maintain Compliance

with Electronic Medical Billing)

Goal 3 (Develop a redundant ERP and SaaS

system – by creating interfaces from Account-

ing CS to others such as Counterpoint and

SecurManage)

Business Continuity and Disaster Recovery

Goal 1 (Complete the implementation of our

new redundant Datacom state of the art in BI

Corporate)

Goal 2 (Work with our partner to develop and

maintain a complete level

3 Disaster Recovery System thought the

Bridges Network)

ITD—Strategic Overview

[Goals 2016—2017]

CERTIFICATES EARNED BY

CLIENTS AND INMATES1%

9%

16%

10%

10%

8%7%4%

35%

2015/16 FISCAL YEAR

Education

Vocation

Employability

Betterment

Financial

Parenting

Ministry

T4C

SAP

1%

12%

17%

18%

5%

2%3%

6%

36%

2014/15 FISCAL YEAR

Education

Vocation

Employability

Betterment

Financial

Parenting

Ministry

T4C

SAP

2015/16 FISCAL YEAR

Education 51

Vocation 384

Employability 706

Betterment 458

Financial 461

Parenting 333

Ministry 314

T4C 155

SAP 1553

2014/15 FISCAL YEAR

Education 25

Vocation 383

Employability 536

Betterment 586

Financial 178

Parenting 72

Ministry 108

T4C 178

SAP 1151

Home Furloughs

FACILITY

2014/15

FISCAL

YEAR

2015/16 FISCAL

YEAR

BRADENTON BRIDGE 72 115

THE BROWARD

BRIDGE348 428

THE COCOA BRIDGE 610 708

THE JACKSONVILLE

BRIDGE CRC791 710

THE JACKSONVILLE

BRIDGE TC267 286

THE LAKE CITY

BRIDGE999 1490

THE ORLANDO

BRIDGE CRC697 616

THE ORLANDO

BRIDGE TC/CRC139 30

THE SANTA FE

BRIDGE900 1365

THE TURNING POINT

BRIDGE398 434

TOTAL TAKEN 5221 61820 200 400 600 800 1000 1200 1400 1600

BRADENTON BRIDGE

THE BROWARD BRIDGE

THE COCOA BRIDGE

THE JACKSONVILLE BRIDGE CRC

THE JACKSONVILLE BRIDGE TC

THE LAKE CITY BRIDGE

THE ORLANDO BRIDGE CRC

THE ORLANDO BRIDGE TC/CRC

THE SANTA FE BRIDGE

THE TURNING POINT BRIDGE

Home Furloughs

2015/16 FISCAL YEAR 2014/15 FISCAL YEAR

2,759

17,040,471

12,836,763

6,685,119

764,875 968,010

1,418,015

9,081

Employment and Financials Fiscal Year July 1,2015 thru June 30, 2016

Total Inmates Employed Total Gross Earnings Total Net Earnings Subsistence

Child & Family Support Court Ordered Payments Funds Collected For Savings Client Volunteer Hours

Htay Htay, Chief Financial Officer

Financials (2015/2016 vs. 2014/2015)

Funds Collected Auburndale Bradenton Broward Cocoa

Jacksonville

CRC

Jacksonville

NS Lake City

Orlando

CRC

Orlando

TC/CRC

Orlando

NS Santa Fe

Turning

Pt 2015/16 22014/15

% Inc/Dec

Total Inmates

Employed 123 71 107 231 365 55 411 421 114 199 389 273 2,759 1762 57%

Total Gross Earnings 378,684 726,526 989,847 1,319,951 1,865,939 179,694 3,099,913 2,365,764 1,315,916 733,340 2,710,018 1,354,877 17,040,471 13,604,600 25%

Total Net Earnings 290,925 450,099 717,195 1,051,986 1,510,375 145,601 2,548,846 1,915,389 905,218 598,355 1,653,688 1,049,087 12,836,763 11,102,618 16%

Subsistence 163,454 318,401 372,231 566,762 842,417 64,772 1,134,503 978,666 463,247 286,082 911,238 583,347 6,685,119 6,000,463 11%

Child & Family

Support 1,288 42,673 39,584 62,011 113,538 2,932 155,453 122,963 38,129 5,824 120,138 60,341 764,875 422,263 81%

Court Ordered

Payments - 48,742 52,999 95,892 129,058 - 208,966 142,939 67,607 - 150,958 70,849 968,010 777,056 25%

Funds Collected For

Savings - 69,395 97,754 110,264 178,260 - 273,420 221,368 145,715 - 192,228 129,611 1,418,015 1,675,313 -15%

Documents

Table of ontentsExecutive Director, Charlene Sears-Tolbert Overview: 2015/2016 Auburndale (Female) 80 Beds Opened: August 1, 2007 During this fiscal reporting year the Auburndale Bridge