AMIkids Inc dba AMIkids Crossroads
45991 Bermont Rd
Punta Gorda FL 33982
Our mission is to provide stability and future preparation for difficult to place teen aged boys in the Florida foster care system.
CEO/Executive Director Mr. John M Davidson
Board Chair Mr. Lee Swift
Board Chair Affiliation Charlotte County School Board
General Info
Organization DBA
AMIkids Crossroads
Former Names
Crossroads Wilderness Institute
Tax Exempt Status Public Supported Charity
Incorporation Year 1986
State Charitable Solicitations Permit Yes Aug 2017
State Registration Yes 0
IRS Letter of Determination
Financial Summary
Projected Revenue $1,235,422.00
Projected Expenses $1,398,836.00
Other Documents
Impact Statement
We are now one of two foster homes in the state with our own charter school.  We are realizing an average increase in reading and math of 1.5 grade levels in 6 months through our use of STAR testing.  Most of our kids are drastically behind in school when they come to us.  On average, our kids have been to 14 different foster placements before coming to us.
 Of the 21 kids who have turned 18 with us since January 2013:
  • None are incarcerated
    • National average: 1in 5 foster boys are incarcerated by the age of 22.
  • None are homeless
    • National average: 1in 4 foster boys are homeless by the age of 22.
  • 5 are in college with 2 others preparing to get into college now
    • National average among foster kids is that only 2% go to university
    • Less than 50% of foster kids get their high school diploma on time
Needs Statement
Funding for a volunteer coordinator and fundraising position ($50,000 (salary, benefits, taxes))Funding for special programs: Aquatics, Vocation, Gardening, Community Service, Behavioral Reward trips ($25000).
Van for transporting youth to off campus trips, Dr. Appointments, Community Service ($18000)
Volunteers for Vocational instruction, Educational Tutoring, Weekend Meal preparation
Donated cars to be fixed up and used by our kids who are aging out of the foster care system so that they will have transportation to work and school.
Background Statement
Crossroads has been in Eastern Charlotte County since 1986. From that point until January 2013, we have worked with juvenile offenders in a residential setting. In May of 2012, we found out that due to budget constraints, the Department of Juvenile Justice would not be renewing our contract along with 6 other programs like ours within the state. We obviously were not happy and the community rallied to our support in a big way: more than 500 people came to a town hall style meeting to hear how they could help, and more than 2500 people wrote, called, or petitioned the governor on our behalf. That rally did not restore our contract, but Governor Scott heard the plea and gave us two months to graduate our current residents. At the same time we were trying to get our contract back, we began pursuing the foster care system to fill one of their needs: a residential home for difficult to place teen boys. On January 3rd of 2013, we took our first kids. Although we have not been open in this business long enough to have meaningful statistics, we have lots of anecdotal stories of success and have received numerous calls from case workers, family court judges, and guardian ad-litems about how amazed they are that we are able to work with this population. Most of our kids (due to behavior) have been to 10 or more different foster placements. We currently have two kids who have been to over 50 different foster placements! Although we are not without challenges, all of our kids are happy and engaged, going to school daily (on site) and working to better their futures. Ultimately our goal for each boy is that they do not end up homeless or incarcerated but have a clear plan for success.
Areas Served
Areas Served
FL- Charlotte
FL- Hillsborough
FL- Lee
FL- Sarasota
FL- Hardee
FL- Manatee
State Wide
Areas Served Comments Our target population originates in Charlotte, Lee, Hendry, Glades, and Collier Counties.  However, we currently have kids from Pasco, Pinellas, Hillsborough, Manatee, Broward, Bay and Sarasota counties as well. 
Service Categories
Primary Org Type Human Services
Secondary Org Type Education
Tertiary Org Type Youth Development
Statement from the Board Chair/Board President
Judge Elmer Friday and I started the Crossroads Wilderness Institute in 1986. Throughout the years we have seen many more successes than failures. Crossroads has been financially stable from the beginning due to conservative spending, wise investing, and strict financial oversight by our board of directors. We were shocked in May of last year when we found out that our contract would not be renewed. Although the department of Juvenile justice closed 6 out of 14 similar programs to ours, they did not consider our cost per student (almost half of what the state rate is) and our success rate (almost double what the state rate is). Those statistics were published by the state too!
This is one of the finest boards I have ever served on and we have impacted so many kids in southwest Florida that we did not want to close our doors. We collectively decided to take a big risk, spending almost $500,000 dollars to change our juvenile justice model into a foster home for difficult teen boys. Although we are currently in a negative financial position, we have recently come to a break-even point on our income and are working down our debt. More importantly, we are making significant impacts on the youth we are serving, and by the end of the year, every foster provider in the state will be wanting our help and direction!
Statement from the CEO/Executive Director
There are no other foster placements in the state of Florida like AMIkids Crossroads. To my knowledge, there are no other placements like ours in the country either. We intentionally take the most difficult to place foster boys and commit to sticking with them despite their behavioral challenges. On average, our kids have been to more than 14 different foster placements in their lives and are behind more than 2 years in their educations. These boys have anger issues, and have had many traumatic incidences in their lives. The Casey Foundation statistics demonstrate that 25% of boys in the foster system will be homeless before the age of 22, and 20% will be incarcerated. At this point, I suspect our particular population has much worse statistics than that.  We are very proud of our current statistics (quoted in our impact statement).
In the 13 different communities and programs I have worked in within AMIkids, I have never seen a community like Charlotte County. This endeavor would not be possible without the community support that Crossroads gets. The churches, volunteers, tutors, and mentors of Charlotte County have been instrumental to any of the successes that we can claim.
After working in the juvenile justice system for 17 years, I was concerned about changing to the foster system. At this point however, I wouldn't go back! This population has some extreme challenges, much more than the teens we previously worked with. In many ways, this work is much more difficult and patience-trying! At the end of the day however, the rewards are also much greater!
Crossroad’s is an environmentally based program in North East Charlotte County serving youth in a residential therapeutic environment. The campus is over 20 acres and offers an array of activities for youth in residence. Established in 1986 the program has functioned under DJJ residential criteria and served 1000’s of youth. The new therapeutic group home structure has incorporated the best characteristics from the previous model and allows for enhanced developmental experiences for at risk boys between 12 and 17 years of age. Optimal length of enrollment is until the youth ages out of foster care.

Our youth profile would be described as boys who have been difficult to place due to behavior, legal charges, have been run-away’s from their foster placements, or had multiple previous placements. Academically challenged levels are expected and therapeutic needs will be present. These youth will often struggle with social and life skills.

Budget $1,700,000
Category Youth Development, General/Other Youth Development, General/Other
Program Linked to Organizational Strategy Yes
Population Served At-Risk Populations Adolescents Only (13-19 years) Males
Short Term Success
Short term success will be viewed in stability of the kids coming to us both behaviorally and in placement.  This will be demonstrated by youth not running from the program, and staying beyond 2 months!  Additionally, we will see kids attending school and participating.
Long Term Success In order to measure AMIkids effectiveness, the following outcomes will be measured:


Goal 1:

100% of youth placed in the care of AMIkids will not abscond .

Goal 2:

There will be no verified acts of abuse during a youth’s stay at AMIkids.

Goal 3:

90% of youth admitted will be successful completions


Successful positive permanency is defined as those youth moved to permanency in which the child does not re-enter custody within 6 months. Ga. Dept. of Children and Families

Goal 1:

100% of all youth, placed in the care of AMIkids, that have an identified family unit will participate in activities that are designed to foster reunification with family.  

Identified Objectives:

Contact will be made between youth and family through phone calls, letters and video (ex. Skype when available). 

Treatment Staff will invite and encourage family members to participate in person, by phone, or through writing in the monthly treatment plan reviews. 

Family therapy will be available and encouraged for families who are eligible for re-unification.

Goal 2:

75% of the youth that graduate from AMIkids will remain in their initial placement for at least six months after completion.


Goal 1:

100% of all youth placed in the care of AMIkids will be placed in an educational setting that meets their individual academic needs.


Transcripts will be evaluated to determine accurate grade level.

Enrollment in appropriate classes will take place within 7 days of enrollment.

Youth that meets the state requirements to enter a GED program will be provided the opportunity to do so. 

All youth will participate in a Life Skill group that will address career exploration.

All youth will participate in a vocational certification/education.

Program Success Monitoring
Educational gains will be measured by monthly STAR testing in Reading and Math.  Mental Health gains will be measured by CFRS.  Stability will be measured by ongoing follow up contacts with kids as they age out of foster care.
Program Success Examples
Although we have been in business since 1986, we only have 4 months of anecdotal information to share our success. To date, we have had weekly phone calls from case managers across the state who are amazed that we can work with their kids! One case manager called who's kid had been to more than 50 different placements calling us 'miracle workers' after his 3rd week here. he has been here now for 4 months. A family court judge called to say that she is grateful for us because she had lost sleep over her kid because she "knew he would be dead by now", he's been here for two and a half months.
Program Comments by Organization Our niche is that we take some of the most behaviorally difficult foster kids in Florida. We have built a program to support them behaviorally, educationally, and we also support their mental health needs. Our struggle is that our ‘break-even’ point financially is at 19 kids, and we have had enough referrals to easily meet that since we have opened. We have decided to bring new kids in slowly so that we could build a positive peer culture that was safe and encouraging for all. My board and staff are mission-driven, and we are convinced that over the long haul, we will make a serious impact on the negative statistics in foster care (incarceration rate, homeless rate, and joblessness rate) due to the fact that we work with the kids most represented in those statistics. In the short term however, we have had to operate heavily in the red which will impact our stability as an organization for the next few years. For this reason, we are putting a lot of effort into grant writing and fund raising.
CEO/Executive Director
CEO/Executive Director Mr. John M Davidson
CEO Term Start June 2010
CEO/Executive Director Email
Experience After leaving the world's finest Navy in 1995 where he was an Explosive Ordnance Disposal Technician for six years, John joined the AMIkids team in Ponce De Leon Florida.  Since that point, he has worked at 13 different AMIkids schools in almost every job capacity.  John has a bachelor's of science degree in Bible and a bachelor of arts in Management and Organizational Leadership from Grace University in Omaha Nebraska.  His Master of Educational Leadership is from Georgia Southern University.  John is currently working on Board Certified Behavioral Analyst degree at the University of South Florida.  He is a Red Cross Life Guard and First Aid/ CPR instructor, a NAUI SCUBA instructor, and attends First United Methodist Church in Punta Gorda where he is an active member of Men's Fraternity.
Former CEOs/Executive Directors
Mr. Joe Chestnut Mar 1994 - Apr
Mr. Chris MacNeil Apr 2009 - Apr
Senior Staff
Mr. Charles Gomilla Director of Operations
Staff & Volunteer Statistics
Full Time Staff 24
Part Time Staff 1
Staff Retention Rate % 70
Professional Development Yes
Contractors 0
Volunteers 57
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes
Charlotte County Homeless Coalition, Peace River/ Harbor Heights Rotary Club, St. Vincent De Paul's Catholic Charities, Harry Chapin Food Bank, United Way of Charlotte County, 1st Presbyterian Church of Punta Gorda, 1st United Methodist Church of Punta Gorda, 1st Alliance Church of Port Charlotte, Peace River Car Club, Florida Tracks and Trails, Charlotte County Conquistadors, Charlotte County Chamber of Commerce, Punta Gorda Chamber of Commerce.
Charlotte County Chamber of Commerce2000
Punta Gorda Chamber of Commerce2000
External Assessments and Accreditations
Risk Management Provisions
Government Licenses
Organization Licensed by the Government Yes
Fundraising Plan No
Communication Plan No
Strategic Plan No
Strategic Plan Years 1
Strategic Plan Adopted Jan 2013
Management Succession Plan No
Continuity of Operations Plan Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
Policies and Procedures Yes
Multi-Media Comments by Organization This video was created As an informational to be presented before our monthly "3rd Friday night drive-in" fundraiser.
Other Documents
Other Document 2
document destruction policy
Board Chair
Board Chair Mr. Lee Swift
Company Affiliation Charlotte County School Board
Board Term June 2015 to Aug 2016
Board Chair Email
Board Members
Board Members
Mr. Keith Callaghan Lee Memorial Hospital
Mr. David Faxon Community Volunteer
Mr. Eric Loche Wells Fargo
Mr. Britt Matthiessen Advanced Currency Solutions
Mr. Robert (Bucky) N. McQueen Community Volunteer
Mr. John McQueen Community Volunteer
Mr. Brett Sifrit Farr Law Firm
Mr. Steve Smith General Manager for Babcock Ranch
Mr. O. B. Stander AMIkids
Mr. Lee Swift School Board President
Dr. Kevin Van Nostrand Spinal Health and Rehab of Punta Gorda
Mr. S. E. (Eddie) Webb IIIWebb/ Lorah Accounting
Constituency Includes Client Representation Yes
Board Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 12
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Gender
Male 12
Female 0
Unspecified 0
Board Term Lengths 2
Board Term Limits 2
Board Orientation Yes
Number of Full Board Meetings Annually 8
Board Meeting Attendance % 70
Board Self-Evaluation Yes
Written Board Selection Criteria No
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions 80
Standing Committees
Governance Comments by Organization The Crossroads board has received national recognition for governance the past 3 years in a row.  This board has been very responsive to the needs of the staff and mission of Crossroads.  As we are moving into this new direction, the board will continue to look to add value to crossroads, including adding new members with skill sets that are helpful to the mission.
Fiscal Year Projections
Fiscal Year Begins 2015
Fiscal Year Ends 2016
Projected Revenue $1,235,422.00
Projected Expenses $1,398,836.00
Organization has Endowment No
Capital Campaign
In a Capital Campaign No
Campaign Purpose
Campaign Goal
Campaign Dates 0 to 0
Amount Raised To Date 0 as of 0
Anticipate Campaign within 5 years? No
Audit/Financial Documents
Historical Financial Review
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
Government Contributions$1,338,218$1,227,955$719,387
Individual Contributions$91,341$134,020$113,894
Investment Income, Net of Losses$278$7,343$33,858
Membership Dues$0$0$0
Special Events$0$0$0
Revenue In-Kind$0$0$0
Expense Allocation
Fiscal Year201520142013
Program Expense$1,479,515$1,362,103$1,264,117
Administration Expense$193,822$177,199$95,770
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.860.900.64
Program Expense/Total Expenses88%88%93%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$468,698$600,523$722,454
Current Assets$281,020$344,248$451,763
Long-Term Liabilities$0$0$0
Current Liabilities$452,135$351,834$315,751
Total Net Assets$16,563$248,689$406,703
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountGovernment Grants - Local $1,107,913Government Grants - Local $999,032Government Grants - Local $407,066
Second Highest Funding Source & Dollar AmountGovernment Grants - Federal $230,305Government Grants - Federal $228,923Government Grants - State $159,461
Third Highest Funding Source & Dollar AmountContributions, gifts, grants $91,341Other $11,970Government Grants - Federal $152,860
CEO/Executive Director Compensation $50,001 - $75,000
Tax Credits No
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities0.620.981.43
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Financials Comments
Financial Comments by Organization After losing our contract with the department of juvenile justice, and demonstrating fiscal responsibility for nearly 27 years, we are learning how manage funding and billing from 6 different agencies. Our budget (designed in April 2012) was obviously blown for last year since we did not receive an income after August (we found out May 1stthat our contract would not be renewed after June 30th). Last year’s budget should not be used as an indicator of our financial responsibility! The budget we created for next fiscal year is realistic, based on the daily per diem rates and intakes. I would also like to point out that Crossroads’ board of trustees have been recognized nationally for their governance, and fiscal responsibility for the past 3 years.  We are upsidedown on our income and expenditures due to not having income after August 2012 and spending nearly $500k in renovating and changing the facility into a foster home.
Financial Comments by Foundation Financial information taken from the audited financial statements as the  Federal tax returns are consolidated for the group.  The audited financial statements provided are for AMIKIDS Crossroads, Inc.
Nonprofit AMIkids Inc dba AMIkids Crossroads
Address 45991 Bermont Rd
Punta Gorda, FL
Phone 941 575-5790