Fiscal Year
13/14
Budget
1
• Message from Our
Executive Director
• Our Board Members
• Our Organization
• Our Story
Introduction
2
WB continues to be a
mission-driven organization,
and I strongly believe we
will be able to best serve
children and fami...
3
many organizations and individuals touch the lives of
the children and families we serve, we work as a team
with our com...
4
successful and satisfying lives because of the efforts of
JWB and its partners.
Thanks to you all for being a part of th...
5
Section 2
Our Board Members
Elise Minkoff
Chair
Gubernatorial
Appointee
Maria Edmonds
Vice Chair
Gubernatorial
Appointee...
6
Section 3
Organizational Chart
EXECUTIVE OFFICE
ADMINISTRATIVE
SERVICES
PROGRAM
DEVELOPMENT
& SUPPORT
Juvenile Welfare B...
7
Section 4
Our Story
The legacy of Pinellas County’s
Juvenile Welfare Board began in
1945, following World War II. A
loca...
8
That same year, the Florida Legislature passed a local
bill allowing Pinellas County to establish a special
district for...
9
JWB Focus
The Juvenile Welfare Board strives to be a public
agency which leads the nation in creating a model of
public ...
10
About Pinellas County
Pinellas County, located on Florida’s West Coast, is
a 280-square mile peninsula surrounded by th...
11
#6
in total population
Of Florida’s 67 counties
Pinellas County ranks:
0.0#
5.0#
10.0#
15.0#
20.0#
25.0#
30.0#
35.0#
40...
2
• Basics of Budgeting
• Budget Development
• Budget Calendar
• Budget Summary
About the Budget
13
Section 1
Basics of
Budgeting
The annual budget adopted by JWB is structured to be
consistent with generally accepted a...
14
The fiscal year for JWB runs from October 1st through
September 30th.
Each fall, the budget process begins with an inter...
15
The Board receives a briefing on revenues in April and
receives a budget presentation in June.
In July, the Board votes ...
16
Section 3
Budget
Development
Calendar
The development of the budget
begins long before it is officially
adopted by the B...
17
January – March
April – May
June – July
August – September
Interactive Budget Development Calendar
1 2 3 4
17a
17b
1917c
2017d
2117e
18
Section 4
Budget Summary
JWB has historically derived nearly all of its revenues
from property taxes, but over the last...
19
Revenues and Expenditures Budget
Original Amended Proposed Estimated Estimated
BUDGET BUDGET BUDGET BUDGET BUDGET
2012-...
20
TOTAL %
GENERAL BUDGET of Total
FUND PCMS 2013-14 Budget
Millage Rate: .8981
ESTIMATED REVENUES
Property Taxes Proposed...
21
Operating Budget Summary by Function
Expenditures by Percentage
13%
18%
21%
39%
9%
School Readiness Programs
School Suc...
3
Revenues
• Revenues
• Property Taxes
• Fees
• Intergovernmental
• Interest
• Rent, Contributions and
Miscellaneous
JWB’s revenues include ad valorem, fees,
intergovernmental, revenue maximization, interest,
rent, contributions and miscel...
24
Revenues Budget
AMENDED
BUDGET
2011-12
AMENDED
BUDGET
2012-13
Proposed
2013-14
MILLAGE RATE: 0.8337 0.8981 0.8981
Prope...
Community Indicators (Tap chart and slide to advance through gallery)
25a
Community Indicators (Tap chart and slide to advance through gallery)
25b
26
Section 2
Property Taxes The recapture rule states that if the market value of a
person’s home exceeds the assessed val...
27
Section 3
Fees
The Administrative Services Organization (ASO)
provides low cost fiscal services for the
Neighborhood Fam...
28
Section 4
Intergovernmental
Carrera is guided by a philosophy that sees youth as "at
promise" instead of "at risk". The...
29
life and sexuality education, mental health services,
medical, dental and vision care, exposure to sports
activities th...
The Board has strengthened the investment policies over
the last several years and has decreased its investment
in the Sta...
31
Rent is the financial resource derived from the use
by others of property or assets. JWB relinquished a
portion of its ...
32
Intergovernmental Transfer Program, which
contributes an estimated $5.2 million to the budget,
and provides a donation ...
4
Expenses
• Program Budget
• Contract Special
Conditions
• Administrative Budget
• Administrative Cost Rate
• ASO Summary
The Board has approved staff recommendations
to stabilize the budget, maintain services and
drive the focus strategically ...
35
Human Services Budget by Revenue Source
TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14
School Readiness 8,7...
36
Human Services Budget by Revenue Source (continued)
TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14
School S...
37
Human Services Budget by Revenue Source (continued)
TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14
Preventi...
38
Human Services Budget by Revenue Source (continued)
SUMMARY BY REVENUE SOURCE Amended Amended Proposed
AD VALOREM REVEN...
39
Human Services Budget by Revenue Source (continued)
TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14
PROGRAM ...
40
Human Services Budget by Revenue Source (continued)
TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14
FUND BAL...
41
The Contract Special Conditions represent
provisions of agency contracts that are unique to
that provider and do not ap...
42
Contract Special Conditions address concerns not outlined in the contract general conditions or
program methodologies o...
43
This special condition will be applied to any program which shows significant increases in revenue from one
or more non...
44
GENERAL CONDITION #8 – PUBLICIZING OF JWB SUPPORT
Language: General Condition #8 - Publicizing of JWB Support is waived...
45
Waiver of General Conditions #2.D, 2.E, 2.F, 3, 6, 11, 19 and 23 applies to:
City of St. Petersburg
Waiver of General C...
46
GENERAL CONDITION #3 – AUDIT & MANAGEMENT LETTER TIMELINE REVISION
Language: The Provider shall have up to 180 calendar...
47
Alpha House – Residential:
Language: The Provider will input and update information in the Tampa Bay Information Networ...
48
Language: No Supplanting of JWB Funds - This contract includes separate JWB allocations for the domestic
violence compo...
49
Language: Quality- Coordinated Child Care (CCC) will implement, in accordance with the CCC developed and
JWB approved i...
50
City of St Petersburg:
Language: #2D Record Retention- General Condition #2D - Record Retention is waived.
Language: #2...
51
TASCO Center Based Teen Programs-OST:
Language: Attendance- The Provider will maintain participant attendance in the JW...
52
Language: Wait List Maintenance- The Provider will enter and maintain applicant data in the JWB Waiting List
Module (or...
53
Gulf Coast Jewish Family & Community Service- Violence Prevention:
Language: Data Business Rule Exception-Exception to ...
54
MLK Jr. - Neighborhood Family Center:
Language: Subcontract- Subcontract funds will not be reimbursed until JWB receive...
55
Language: #24 Indemnification- General Condition #24 - Indemnification is replaced with “The Provider agrees
to be full...
56
Contract Compliance - Special Conditions (continued)
The program will provide JWB with the original of all surveys and ...
57
Language: OAH Funding - Allocation- Contingent on OAH funding, the Program’s allocation shall not result in a
reduction...
58
Contract Compliance - Special Conditions (continued)
Language: OAH Funding - FDOH Lead- Funding is contingent upon JWB ...
59
Florida Dept. of Health – Healthy Families:
Language: Targeted Case Management- The Provider shall perform Medicaid Tar...
60
Contract Compliance - Special Conditions (continued)
Florida Dept. of Health – Nurse Family Partnership:
Language: Evid...
61
Contract Compliance - Special Conditions (continued)
Florida Dept. of Health – School Based Health Services:
Language: ...
62
Contract Compliance - Special Conditions (continued)
Religious Community Services - The Haven:
Language: Data Business ...
63
Sanderlin- Truancy Intervention Program Services (TIPS): Language: NFCs- Provider is required to use the fiscal
services...
64
Language: #24 Indemnification!General Condition #24 - Indemnification is replaced with “The Provider agrees to be
fully r...
65
Language: Funding Contingency-County- Funding for this contract is contingent upon continued Pinellas County
funding fo...
66
The Children’s Home- Kinship Services Network of Pinellas:
Language: Data Business Rule Exceptions- Exceptions to Data ...
67
United Methodist - Children of the World Preschool:
Language: Wait List Maintenance! The Provider will enter and mainta...
68
Section 3
Administrative
Budget
The administrative budget consists of
four departments dedicated to
supporting the core...
69
Administration Budget Summary
70
Administration Budget Summary (continued)
Salary and Fringe
Contractual Services
Building Services
Training and Supplie...
71
Personnel Services
Executive Office
Administration / Human Resources
Performance Management
Program Development & Suppor...
72
Operating
Staff has maintained the operating budget over the
last several years by eliminating services that are
not co...
73
Department Budgets Combined - Salary and Fringe
74
Department Budgets Combined - Expenses
75
receive information and board reports on a
regular basis.  The Executive Director is
responsible for the day-to-day ope...
76
• Fully inform and engage the Board to facilitate their
decisions regarding policy and funding
• Maintain and strengthe...
77
Administration
The Administrative Department supports the operations
of JWB, develops and implements Human Resource
pol...
78
Communications
The Communications unit is responsible for both
internal and external communications. It disseminates
in...
79
The Public Policy unit serves
as the liaison between
JWB’s Board of Directors
and local, state, and
federal government....
80
Performance Management
The Performance Management Department consists of
Finance, Contract Management, and Business
Int...
81
The Finance unit provides fiscal services and
safeguards public assets in compliance with JWB
Board policies and proced...
82
The Business Intelligence and Technology unit is
responsible for overseeing the development,
implementation and effecti...
83
Program Development &
Support
The Program Development & Sup-
port (PDS) Department advocates
for children and families ...
84
In addition to these key initiatives, PDS staffs the
JWB Community Councils, three geographically
based (North/Mid/Sout...
85
 
This expertise helps guide advocacy
for children, shape public policy and
target available resources toward
assisting...
86
Section 4
Administrative
Cost Rate
0%
3%
6%
9%
12%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Since 2005, J...
87
Section 5
Other General
Finance– The ASO works primarily with the Neighborhood Family Centers offering financial report...
88
ASO Summary (continued)
Salary and Fringe
Contractual Services
Building Services
Training and Supplies
Other Operating
...
89
Other General
Government
This section of the budget includes
non-operating expenditures such as
property appraiser/tax ...
90
Property Appraiser/Tax Collector Commissions
By statute, fees are paid to the property appraiser and tax collector offic...
91
Non-Operating Technology Budget for FY 13/14
The Information Technology Unit is recommending the following projects to ...
92
Hardware/Software Replacements and Upgrades = $77,000
$77,000 is requested to support the replacement and purchase of n...
93
Technical Training FY 13/14 = $5,000
FY 12/13 = $5,000
$5,000 is requested for technical training related to applicatio...
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Transcript of "Jwb fy 13:14 budget book"

  1. 1. Fiscal Year 13/14 Budget
  2. 2. 1 • Message from Our Executive Director • Our Board Members • Our Organization • Our Story Introduction
  3. 3. 2 WB continues to be a mission-driven organization, and I strongly believe we will be able to best serve children and families by following the tenets embodied in our mission statement, approved by our Board as part of the 2013-2016 Strategic Plan: “The Juvenile Welfare Board invests in partnerships, innovation and advocacy to strengthen Pinellas County children and families.” We know we cannot do this work alone, which is why we continue to embrace collaboration. Understanding that Section 1 Message from our Executive Director J Dr. Marcie A. Biddleman, 
 Executive Director
  4. 4. 3 many organizations and individuals touch the lives of the children and families we serve, we work as a team with our community partners. We also celebrate the results of our work and the work of our funded agency partners, because the children and families we’re serving deserve nothing less than the best. We support long-term efforts to bring effective change by identifying areas where needs are not already being met. Then we find – or create – a community-based support network to turn our investments into real help for young people throughout Pinellas County. JWB has been an innovation leader, utilizing new technologies to better serve children and families, and we’re going to continue to do just that, because we are not satisfied with the status quo. We use the latest research and professional knowledge to address the needs of children and families in Pinellas County. Most importantly, we value every child. We want them to be ready to learn, to be successful in school and to be healthy and happy every step of the way. The budget presented here reflects our mission and these values. Staff look forward to working closely with the Board – and our partners in the community – to successfully implement this budget. The past several years have been notable for the evolution of clearly measuring our strategic indicators. We have focused our program portfolio on evidence-based programming and have measured the results child by child. Our mission is clear and our strategic goals are established: every child will be ready for school, successful in school and free from abuse and neglect. Together, through collective impact, we will reach these goals. Moving forward, our shared vision will continue. Our vision is for Pinellas County children to have more
  5. 5. 4 successful and satisfying lives because of the efforts of JWB and its partners. Thanks to you all for being a part of this community, working to make life better for children and families. Dr. Marcie A. Biddleman a5 t 
 Executive Director
  6. 6. 5 Section 2 Our Board Members Elise Minkoff Chair Gubernatorial Appointee Maria Edmonds Vice Chair Gubernatorial Appointee The Honorable Bernie McCabe State Attorney Dr. James Sewell Secretary Gubernatorial Appointee Ray Neri Gubernatorial Appointee The Honorable Raymond Gross Judge of the Sixth Judicial Court The Honorable Karen Seel Pinellas County Commissioner Angela Rouson Gubernatorial Appointee Brian Aungst, Jr. Gubernatorial Appointee Dr. Michael A. Grego Pinellas County Schools Superintendent The Board is comprised of 11 members. Six gubernatorial appointees and five who serve by virtue of the office they hold. The Honorable Bob Dillinger Public Defender Executive Committee
  7. 7. 6 Section 3 Organizational Chart EXECUTIVE OFFICE ADMINISTRATIVE SERVICES PROGRAM DEVELOPMENT & SUPPORT Juvenile Welfare Board The Children’s Services Council of Pinellas County 2013 Organizational Chart www.JWBPinellas.org www.AboutPinellasKids.org www.Facebook.com/JWBPinellas www.Twitter.com/JWBPinellas www.YouTube.com/JWBPinellas 14155 58th Street North Clearwater, Florida, 33760 727-453-5600 PERFORMANCE MANAGEMENT TECHNOLOGY PUBLIC POLICY FINANCE CONTRACT MANAGEMENT ADMINISTRATIVE SERVICES ORGANIZATION PROGRAM DEVELOPMENT RESEARCH & ANALYTICS COMMUNITY PLANNING & ENGAGEMENT COMMUNICATIONS HUMAN RESOURCES
  8. 8. 7 Section 4 Our Story The legacy of Pinellas County’s Juvenile Welfare Board began in 1945, following World War II. A local attorney named Leonard Cooperman worked with a juvenile court judge named Lincoln Bogue to create an organization that would give troubled youth a better option than going to jail. Cooperman drafted legislation to establish an independent body of citizens and community leaders and organizations, like the Junior League, that would have as its sole interest the well-being of children in Pinellas County.
  9. 9. 8 That same year, the Florida Legislature passed a local bill allowing Pinellas County to establish a special district for children called a “Juvenile Welfare Board,” and levy an ad valorem tax, subject to voter approval. Approved in 1946—by an 80% to 20% margin— the Juvenile Welfare Board of Pinellas County became the state’s first Children’s Services Council. Today, there are seven other Children’s Services Councils – CSCs – throughout Florida. These CSCs now fund services to more than 60% of Florida’s most vulnerable children. Today, the Juvenile Welfare Board invests in partnerships, innovation and advocacy to strengthen Pinellas County children and families. Our vision is that children in Pinellas County will have a future of more successful and satisfying lives because of the efforts of JWB and its partners. • We value every child. We want each one to be ready to learn, successful in school and healthy and happy every step of the way. • We embrace collaboration. We work as a team with our community partners. • We celebrate results. We support long-term efforts to bring effective change by identifying areas where needs are not being met. Then we find, or create a community-based support network that can turn our investments into real help for young people throughout Pinellas County. • We pursue innovation. We are not satisfied with the status quo. We use the latest research and professional knowledge to address the needs of Pinellas County children and families. JWB Values
  10. 10. 9 JWB Focus The Juvenile Welfare Board strives to be a public agency which leads the nation in creating a model of public service that supports the positive development of children. We work to strengthen and encourage individuals, families, neighborhoods, and communities through a variety of research informed strategies. We support an accessible social service system based on family strengths. To accomplish our mission, JWB funds an array of prevention and early intervention services centered around the three focus areas adopted by the Board of Directors in 2006. The goal of the first focus area, school readiness, is to ensure Pinellas’ children enter school with the skills needed to learn and thrive in an academic environment. The second area, school success, focuses on academic success in school, a key to economic stability in adulthood. Interventions supported in this focus area reach youth at-risk of dropping out of school, and also fund meaningful out-of-school time programming. The final focus area is preventing child abuse and neglect, enabling Pinellas’ children to reside within safe and nurturing families. The future of poor families, as well as at-risk children in our community, is not at all certain. We need to expand community awareness and build community connections to keep children safe and help their families remain intact.
  11. 11. 10 About Pinellas County Pinellas County, located on Florida’s West Coast, is a 280-square mile peninsula surrounded by the Gulf of Mexico and Tampa Bay. As of the 2010 census, there were 916,542 people, 415,876 households and 234,268 families residing in the county. When compared with Florida’s other 66 counties, ours is the most densely populated county in the state with over 3,300 people per square mile. Pinellas is in the top 1% for density of all counties in the U.S. In Pinellas County, there are 415,876 households of which just over 22% had children under the age of 18 living there. The median income for a Pinellas County household in $42,852, and median income for a family is $57,164. A record 5,435,000 people visited Pinellas County in 2012, according to Research Data Services Inc. That’s 200,000 more people, or 4% more people than visited in 2011. The estimated economic impact of tourism in 2012 was valued at $7.8 billion. That’s $521 million more than Pinellas tourism generated in 2011, setting another record for the county.
  12. 12. 11 #6 in total population Of Florida’s 67 counties Pinellas County ranks: 0.0# 5.0# 10.0# 15.0# 20.0# 25.0# 30.0# 35.0# 40.0# 45.0# 50.0# 120,000# 130,000# 140,000# 150,000# 160,000# 170,000# 180,000# 190,000# 2005# 2006# 2007# 2008# 2009# 2010# 2011# 2012# 2013# 2014# 2015# 2016# Percent'of'Children'in'Poverty' Number'of'Children'<18' Year' Number'of'Children'in'Pinellas'County'and'Percent'of'Children'in' Poverty' ' Number#of#Children# %#of#Children#in#Poverty# Source:##U.S.#Census#F#American#Community#Survey#1FYr#EsKmates# Forecast' Service industries such as healthcare, business services and education account for more than 200,000 jobs in the county, generating almost $19 billion in revenue. Other major sectors include retail, with close to 100,000 employees in jobs such as food services, bars, and retail sales generating $12 billion for the local economy in 2010, and industries related to finance, insurance and real estate with approximately 44,000 workers generating $8.5 billion in sales. The chart on the left shows the number of youth in Pinellas has declined in recent years to 159,769, although the number of local children living in pov- erty has increased.
  13. 13. 2 • Basics of Budgeting • Budget Development • Budget Calendar • Budget Summary About the Budget
  14. 14. 13 Section 1 Basics of Budgeting The annual budget adopted by JWB is structured to be consistent with generally accepted accounting principles (GAAP). Budgets for the General Fund are prepared based on the modified accrual basis of accounting. This means that revenues are recognized when they become both measurable and available and expenditures are generally recognized when incurred.
  15. 15. 14 The fiscal year for JWB runs from October 1st through September 30th. Each fall, the budget process begins with an interdepart- mental program portfolio review designed to assure each program advances the JWB Headline Indicators. In January, the Finance Committee reviews the audit and receives a briefing on proposed programs for the coming fiscal year. The Board receives quarterly reports on program performance based on analysis of individual children and their desired outcomes in the School Success, School Readiness, Prevention of Child Abuse and Neglect, Community Support and Development focus areas. Administrative budget review begins in March. Programs begin submitting program methodologies and budget requests in May. Section 2 Budget Development Fiscal Responsibility is taken very seriously by staff and the Board. We adhere to rigorous standards and have controls in place to monitor spending and demonstrate results.
  16. 16. 15 The Board receives a briefing on revenues in April and receives a budget presentation in June. In July, the Board votes on a millage rate and budget which is advertised in Truth in Millage (TRIM) notices for formal adoption at public hearings in September. The two hearings held in September adopt the millage rate and budget. The millage amount may be lowered at either of the two hearings, but cannot be raised.
  17. 17. 16 Section 3 Budget Development Calendar The development of the budget begins long before it is officially adopted by the Board. During the process, the Performance Management Department obtains projections from the Property Appraiser’s office estimating the valuation of taxable property in Pinellas County, as well as the percentage change from the previous year. This information is used to begin building the budget for the upcoming fiscal year.
  18. 18. 17 January – March April – May June – July August – September Interactive Budget Development Calendar 1 2 3 4 17a
  19. 19. 17b
  20. 20. 1917c
  21. 21. 2017d
  22. 22. 2117e
  23. 23. 18 Section 4 Budget Summary JWB has historically derived nearly all of its revenues from property taxes, but over the last several years, revenue maximization efforts have diversified the base. The Intergovernmental Transfer Program (IGT) adds $5.2M to the budget in FY13/14 equal to the amount in FY12/13. We are unwrapping every possible solution to maintain children’s services, retain staff and keep operating costs down in an environment where health insurance costs rise each year and there are inflationary costs built into rent and other operating expenses.
  24. 24. 19 Revenues and Expenditures Budget Original Amended Proposed Estimated Estimated BUDGET BUDGET BUDGET BUDGET BUDGET 2012-13 2012-13 2013-14 2014-15 2015-16 Millage Rate: .8981 .8981 @.8981 @.8981 REVENUES Property Taxes Proposed 48,879,470 48,879,470 50,467,821 51,981,856 53,541,312 Estimated at: 96.50% 96.50% 96.50% 96.50% 96.50% Property Taxes 47,168,688 47,168,688 48,701,448 50,162,491 51,667,366 Charges for Services 18,000 18,000 - - - Intergovernmental 1,023,506 1,103,816 1,145,300 814,444 310,856 Interest Earnings 150,000 58,000 58,000 58,000 58,000 Rent 22,000 22,000 22,000 22,000 22,000 Contributions and Donations 12,056,000 5,281,041 5,394,226 5,251,302 5,154,890 Miscellaneous 66,500 113,925 - - - TOTAL REVENUES 60,504,694 53,765,470 55,320,974 56,308,237 57,213,112 Fund Balance/Reserves/Net Assets 9,413,838 9,413,838 12,971,236 11,760,900 10,596,293 TOTAL REVENUES, TRANSFERS & BALANCES 69,918,532 63,179,308 $68,292,210 $68,069,137 $67,809,405 EXPENDITURES Human Services Children & Family Services 44,320,968 44,604,711 47,359,112 48,224,062 48,077,521 Children & Family Health Services 10,800,000 4,750,037 4,750,037 4,750,037 4,750,037 Grants 735,150 815,460 770,704 718,444 310,856 General Government Administration 5,721,814 5,743,158 6,404,881 6,533,285 6,729,283 ASO 509,828 509,828 517,698 533,229 549,226 Other General Government 1,488,574 1,654,324 1,836,304 1,891,393 1,948,134 TOTAL EXPENDITURES 63,576,334 58,077,518 61,638,736 62,650,450 62,365,057 Fund Balance/Reserves/Net Assets 6,342,198 5,101,790 6,653,474 5,418,687 5,444,348 TOTAL EXPENDITURES, TRANSFERS & BALANCES $69,918,532 $63,179,308 $68,292,210 $68,069,137 $67,809,405 Revenue and Expenditure Summary JUVENILE WELFARE BOARD
  25. 25. 20 TOTAL % GENERAL BUDGET of Total FUND PCMS 2013-14 Budget Millage Rate: .8981 ESTIMATED REVENUES Property Taxes Proposed 50,467,821 Estimated at: 96.50% Property Taxes 48,701,448 - 48,701,448 71.31% Intergovernmental 1,145,300 - 1,145,300 1.68% Interest Earnings 58,000 - 58,000 0.08% Rent 22,000 - 22,000 0.03% Grants and Contributions 5,394,226 - 5,394,226 7.90% TOTAL REVENUES 55,320,974 - 55,320,974 Transfer In (Out) (1,400,000) 1,400,000 - 0.00% Fund Balance/Reserves/Net Assets 12,971,236 - 12,971,236 18.99% TOTAL REVENUES, TRANSFERS & BALANCES $66,892,210 1,400,000 $68,292,210 100.00% EXPENDITURES Human Services 51,479,853 1,400,000 52,879,853 77.43% General Government Administration 6,404,881 - 6,404,881 9.38% ASO 517,698 - 517,698 0.76% Other general government 1,836,304 - 1,836,304 2.69% TOTAL EXPENDITURES 60,238,736 1,400,000 61,638,736 Fund Balance/Reserves/Net Assets 6,653,474 - 6,653,474 9.74% TOTAL EXPENDITURES, TRANSFERS & BALANCES 66,892,210 1,400,000 $68,292,210 100.00% JUVENILE WELFARE BOARD OPERATING BUDGET SUMMARY FISCAL YEAR 2012 - 2013Revenues and Expenditures Budget
  26. 26. 21 Operating Budget Summary by Function Expenditures by Percentage 13% 18% 21% 39% 9% School Readiness Programs School Success Programs Prevention of Child Abuse and Neglect Programs Community Support and Development Programs Administration
  27. 27. 3 Revenues • Revenues • Property Taxes • Fees • Intergovernmental • Interest • Rent, Contributions and Miscellaneous
  28. 28. JWB’s revenues include ad valorem, fees, intergovernmental, revenue maximization, interest, rent, contributions and miscellaneous. 23 Section 1 Revenues The diversification of revenue streams has made JWB slightly less reliant on ad valorem revenues and has also created a more complex structure for the budget. It should be noted that pass-through funds, intergovernmental funding from the County for research support, Federal Grants and Donations are all included in the $68.3 million dollar budget presentation. Also, the Program Stability Fund was extended by the Board through FY 15/16.
  29. 29. 24 Revenues Budget AMENDED BUDGET 2011-12 AMENDED BUDGET 2012-13 Proposed 2013-14 MILLAGE RATE: 0.8337 0.8981 0.8981 Property Tax Proposed 46,360,862 48,879,470 50,467,821 Estimated at: 96.50% 96.50% 96.50% PROPERTY TAXES 44,738,232 47,168,688 48,701,448 FEES ASO Fees 18,000 18,000 - INTERGOVERNMENTAL Pinellas County - passed through to HHSCC 130,356 130,356 130,356 Pinellas County Health Department to HHSCC 83,849 - - Federal Grant - IRS 93,150 40,528 68,944 Federal Grant - HHS 946,722 732,932 600,000 Federal - Revenue Maximization 318,000 200,000 346,000 Total Intergovernmental 1,572,077 1,103,816 1,145,300 INTEREST Interest Earnings 150,000 58,000 58,000 RENT 2-1-1- Rent Income - 22,000 22,000 CONTRIBUTIONS United Way - passed through to HHSCC 10,000 10,000 - Local Grants and Donations 3,568,720 5,267,041 5,390,226 Cooperman Bogue Awards and Inkind Advertising 4,000 4,000 Total Contributions 3,578,720 5,281,041 5,394,226 MISCELLANEOUS Other Miscellaneous - 113,925 - TOTAL SOURCES 50,057,029 53,765,470 55,320,974 Fund Balance/Reserves/Net Assets 9,868,858 9,413,838 12,971,236 TOTAL REVENUES, TRANSFERS & BALANCES $59,925,887 $63,179,308 $68,292,210
  30. 30. Community Indicators (Tap chart and slide to advance through gallery) 25a
  31. 31. Community Indicators (Tap chart and slide to advance through gallery) 25b
  32. 32. 26 Section 2 Property Taxes The recapture rule states that if the market value of a person’s home exceeds the assessed value, the assessed value increases up to 3% as the market value decreases. Certain assumptions are incorporated into our revenue forecast. The following section is a brief explanation of the assumptions used and the effect on projected revenue categories. $0 $23 $45 $68 $90 $80.1 $73.1 $64.7 $58.4 $55.6 $54.3 $56.1 2008 2009 2010 2011 2012 2013 2014 Pinellas County Property Taxes (Billions) The value of Pinellas County property values declined by a third over a six year period but increased by 3.38% this year. The doubling of the homestead exemption has also further reduced revenues. The Save Our Homes exemption, approved by voters in 1992, capped assessed value increases at 3 percent. The cap lowered the tax burden for taxpayers when property values were increasing.
  33. 33. 27 Section 3 Fees The Administrative Services Organization (ASO) provides low cost fiscal services for the Neighborhood Family Centers (NFC), which amplifies children’s services and reduces administrative costs. It also reduces the time NFC staff must spend on fiscal and administrative oversight, allowing more focus on children’s programming. JWB began processing child care slot reimbursements in FY 11-12, which eliminated funded administrative charges.
  34. 34. 28 Section 4 Intergovernmental Carrera is guided by a philosophy that sees youth as "at promise" instead of "at risk". The program works to help them develop personal goals and a productive future, and therefore avoid pregnancy. Federal funds of $600,000 are received for the Carrera Teen Pregnancy Prevention grant through FY 15/16. The Carrera Summer and After School Program (CSASP) is based on the Children’s Aid Society Carrera Adolescent Pregnancy Prevention Program. Carrera provides opportunities for youth to discover interests and develop talents, and emphasizes education and employment. This positive, intensive approach creates an environment of support like that of a “parallel parent.” CSASP provides education, employment/job-club activities, family
  35. 35. 29 life and sexuality education, mental health services, medical, dental and vision care, exposure to sports activities that youth can engage in over their life- times, and self-expression through a multi- disciplinary team approach. JWB, in collaboration with the Florida Department of Health, is preparing to embark on the fourth of five years of the $600,000 annual Teen Pregnancy Prevention grant from the Office of Adolescent Health. JWB has committed to sustaining the Carrera program at the end of the grant period in September of 2015 if the program provides successful outcomes. An amount of $346,000 is anticipated to be received from Medicaid through Targeted Case Management reimbursement. JWB also receives a U.S. Department of Treasury grant in the amount of $68,944 for the Volunteer Income Tax Assistance (VITA) program. Pinellas County is a collaborative partner of JWB and funds are received from the County in the amount of $130,356 for research support.
  36. 36. The Board has strengthened the investment policies over the last several years and has decreased its investment in the State Board of Administration (SBA) in favor of a more diverse portfolio after risky investments led to mass withdrawals from the fund in 2007. Interest income has declined over the years to an amount of $58k in 2012. This is due to a reduction in the federal funds interest rate. 30 Section 5 Interest $0 $35,000 $70,000 $105,000 $140,000 2009 2010 2011 2012 Investment Income Federal Funds Rate 0% 1.5% 3% 4.5% 6% 2008 2013 0% 5.5%
  37. 37. 31 Rent is the financial resource derived from the use by others of property or assets. JWB relinquished a portion of its rented space to 2-1-1 Tampa Bay Cares, Inc. a not-for-profit that pays JWB an amount of $22,000 for the area that it occupies. Contributions includes grants and donations from other sources. These include various donors contributing $4,000 towards the funding of the JWB annual Cooperman-Bogue KidsFirst Award presentation. JWB has received a local award from Coordinated Child Care in the amount of $51,760 for the 21st Century program evaluation. JWB receives an amount of $50,000 for the new Project Launch contract which is a collaboration with other stakeholders in the Lealman corridor of Pinellas County. An amount of $63,425 is received in a collaboration with two local entities for the JWB Family Services Initiative. The Revenue Maximization program now includes an Section 6 Rent, Contributions and Miscellaneous $0 $1,500,000 $3,000,000 $4,500,000 $6,000,000 2012 2013 2014
  38. 38. 32 Intergovernmental Transfer Program, which contributes an estimated $5.2 million to the budget, and provides a donation for children’s services up to $475,004. Miscellaneous revenues has no budget for FY 13/14. Prior years budgets included revenue for One-e-App licenses.
  39. 39. 4 Expenses • Program Budget • Contract Special Conditions • Administrative Budget • Administrative Cost Rate • ASO Summary
  40. 40. The Board has approved staff recommendations to stabilize the budget, maintain services and drive the focus strategically toward Quality Early Learning. 34 Section 1 Program Budget 17% 23% 26%33% School Readiness School Success Prevention of Child Abuse and Neglect Community Support and Development Program Expenses by JWB Focus Area 7
  41. 41. 35 Human Services Budget by Revenue Source TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14 School Readiness 8,745,203 11,901,475 9,184,546 Child Care Safety Net slots moved under category Community Support & Development School Success 9,702,859 11,357,142 12,217,676 Prevention of Child Abuse and Neglect 14,180,416 12,453,505 14,000,669 Community Support & Development 15,640,694 14,458,086 17,476,962 48,269,172 50,170,208 52,879,853 SUMMARY BY REVENUE SOURCE Amended Amended Proposed AD VALOREM REVENUE FY 11/12 FY 12/13 FY 13/14 Comment School Readiness CASA Peacemakers-violence prevention/education activities for preschool students 200,000 200,000 200,000 COORDINATED CHILD CARE OF PINELLAS COUNTY Special Services-childcare and training for children with special needs 841,063 890,866 890,669 Increase for administrative cost from 6% to 12% DIRECTIONS FOR MENTAL HEALTH Early Childhood Consultation Services-training and prevention services for families of children with special needs 219,597 219,597 219,597 FLORIDA DEPARTMENT OF HEALTH PCLB - Child Care Licensing 609,614 564,643 564,643 Reduced expenses PROVIDING ADVOCACY AND RECOGNIZING CAPABILITIES (PARC) Discovery Learning Center and Homebound-childcare and support services for children with disabilities 761,687 761,687 761,687 R'CLUB Exceptional Services - - 159,067 Moved from Child Care Pool HIPPY - Literacy services for at-risk families 516,892 516,892 516,892 UNITED METHODIST Quality Early Learning - - 2,000,000 Children of the World Preschool 72,242 72,242 294,491 Moved from Child Care Pool EARLY LEARNING CHILDCARE SERVICES POOL Funding was allocated to Quality Early Learning, Safety net, Child care and New InitiativesQuality Early Learning Childcare slots - 6,728,048 - Quality Early Learning Childcare, OST, and/or New Initiative - - 1,000,000 State Required Match - 360,000 360,000 $15.66 for $1 Match for subsidized childcare INCREDIBLE YEARS - Parent, Teacher, Child Social Skills, Emotion & Problem Solving Training 25,000 37,500 37,500 Total School Readiness 3,246,095 10,351,475 7,004,546 Early learning child care program implemented at 5 sites
  42. 42. 36 Human Services Budget by Revenue Source (continued) TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14 School Success BIG BROTHERS/BIG SISTERS OF TAMPA BAY Comprehensive Mentoring -mentoring program 571,962 571,962 571,962 COORDINATED CHILD CARE OF PINELLAS COUNTY Out of School Time Programs-programs for ages 9 -14 low income and at- risk 3,754,032 3,675,304 3,375,304 Rollover funds were allocated in FY12/13 CITY OF ST. PETERSBURG Out of School Time matched partnership 1,600,000 1,600,000 1,600,000 FLORIDA DEPARTMENT OF HEALTH School Based Health Services-comprehensive health and social services to students 466,357 674,890 674,890 Added a site in FY 12/13 GULF COAST COMMUNITY CARE Violence Prevention-classroom workshops and individual counseling 600,000 615,000 600,000 A technology grant was provided in FY 12/13 MARTIN LUTHER KING CENTER Youth Development Initiative 184,235 156,034 157,555 Increase for audit R'CLUB FAIRMOUNT - After school services - - 407,684 Moved from Child Care Pool SANDERLIN Truancy Initiative 123,000 123,000 125,656 Increase for audit and slight increase in benefits Youth Development Foundation 115,711 109,861 109,861 Family Center on Deafness 354,172 354,172 361,752 Increase for audit and slight increase in benefits Literacy 288,200 336,987 348,318 Increase for audit and slight increase in benefits SUNCOAST CENTER, INC Children's Initiative - Fairmount School 238,343 200,000 200,000 Reduced expenses Out of School Time PROMISE TIME - - 114,866 New Partnership with Pinellas County Schools for Out of School time programming - City of Dunedin - - 52,755 - City of Largo - - 60,890 - City of St. Pete - - 8,136 - R'Club - - 195,003 - YMCA of St. Petersburg - - 198,943 - YMCA of Suncoast - - 24,407 Summer Learning and Wrap - 2,155,000 2,012,934 PATHS - Promoting Alternative Thinking Strategies 39,540 - - ITN - Evidence Based Literacy - - 305,000 New Initiative for Lealman area Total School Success 8,335,552 10,572,210 11,505,916
  43. 43. 37 Human Services Budget by Revenue Source (continued) TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14 Prevention of Child Abuse and Neglect DIRECTIONS FOR MENTAL HEALTH Children's Outpatient -mental health counseling 567,630 567,630 567,630 FLORIDA DEPARTMENT OF HEALTH Healthy Families Pinellas-family support and case management 5,385,361 5,337,824 5,337,824 Nurse Family Partnership-family support during pregnancy and the first two years of the child's life 516,000 800,352 800,352 Full implementation began in FY 12/13 OPERATION PAR Cornerstone of Successful Achievement (COSA)-treatment for substance abuse. Includes parent and family support 376,336 414,012 576,336 New site added in North County Motivating New Moms-residential program for youth with substance abuse issues 168,842 158,842 158,642 Start-up costs in FY 11/12 SUNCOAST CENTER, INC Family Services Mental Health Counseling 5,271,522 4,273,742 4,283,742 THE CHILDREN'S HOME Kinship Services Network of Pinellas -family support and case management 901,103 901,103 901,103 N Total Prevention of Child Abuse and Neglect 13,186,794 12,453,505 12,625,629 Allocation reduced in FY 12/13 after merger with Help-a-Child and Familiy Services Center. FY13/14 transfer of funding from GRAYDI for social work services at the NFC
  44. 44. 38 Human Services Budget by Revenue Source (continued) SUMMARY BY REVENUE SOURCE Amended Amended Proposed AD VALOREM REVENUE FY 11/12 FY 12/13 FY 13/14 Comment Community Support & Development FAMILY SERVICES INITIATIVE Comprehensive services to at-risk families 4,000,000 1,890,925 2,063,425 COMMUNITY SERVICES POOL Services to at-risk families - - 784,852 Family Services Pool reallocation 211 TAMPA BAY CARES Navigators/Case Managers 400,000 1,000,000 953,000 FY 12/13 figure was an estimate CENTRAL FLORIDA BEHAVIORAL HEALTH NETWORK (CFBHN) Utilization Management 600,000 243,756 222,255 Reduced expenses PEMHS Navigators/Case Managers 1,240,000 950,000 1,001,736 TBIN licenses and navigator added CITIZENS ALLIANCE FOR PROGRESS Neighborhood Family Center 448,008 457,683 499,334 GRAYDI Neighborhood Family Center 329,506 315,748 365,065 HIGH POINT Neighborhood Family Center 345,798 349,676 376,501 INTERCULTURALADVOCACY INSTITUTE Hispanic Outreach Center 304,060 297,335 416,590 LEALMAN AND ASIAN Neighborhood Family Center 534,232 590,983 585,818 MARTIN LUTHER KING CENTER Neighborhood Family Center 362,596 373,871 406,141 SAFETY HARBOR Neighborhood Family Center 269,352 286,903 309,431 SANDERLIN Neighborhood Family Center 708,455 785,945 810,217 Increase for audit and slight increase in benefits ALPHA HOUSE Residential Program-residential program for homeless pregnant and parenting mothers 80,800 80,800 - Transferred to Community Services Pool CASA Domestic Violence/Substance Abuse-shelter/outreach/crisis intervention 266,189 290,189 266,189 FY 12/13 includes funds for roof repair FAMILY RESOURCES, INC. SafePlace 2 B-shelter services for runaway youth and in-crisis youth 259,057 259,057 259,057 RELIGIOUS COMMUNITY SERVICES The Haven-shelter, community awareness, and outreach for domestic violence victims 104,382 107,482 104,382 FY 12/13 moving expense Grace House of RCS A New Start for Homeless Families-temporary housing and support services to homeless families 61,391 61,391 61,391 SIXTH JUDICIAL CIRCUIT COURT OF FLORIDA Behavioral Evaluation - psychological assessments and follow up 405,597 405,597 405,597 Community Priorities Fund 134,490 - - DCF - Community Provider position 25,000 25,000 25,000 NFC Services Pool - Health and Well Being, Literacy, and Parent Engagement and School Navigation initiatives 40,000 40,000 40,000 Total Community Support & Development 10,918,913 8,812,341 9,955,981 Increase for audit, Girl Scouts programming transfer and a slight increase in benefits Includes funds from Directions and PEMHS. In FY 12/13, funds were transferred to the Summer Bridge program. Increase for audit, Girl Scouts programming transfer and a slight increase in benefits Increase for audit, Girl Scouts programming transfer and a slight increase in benefits Increase for audit, Girl Scouts programming transfer and a slight increase in benefits Decrease for PAL; Increase for audit, Girl Scouts programming transfer and a slight increase in benefits Increase for audit, Girl Scouts programming transfer and a slight increase in benefits Increase for audit, Girl Scouts programming transfer and a slight increase in benefits
  45. 45. 39 Human Services Budget by Revenue Source (continued) TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14 PROGRAM TRANSFERS COMMUNITY PRIDE Child Care for Homeless Children 142,993 - - COORDINATED CHILD CARE LIEF - childcare services for low income and special needs families 4,504,880 - - 21st Century Community Learning Centers-supports student learning and development to at-risk students 229,865 - - FLORIDA DEPARTMEN OF HEALTH Special Team Outreach Program-comprehensive pregnancy prevention 180,720 - - OPERATION PAR PCAN ALPHA-at-risk substance abuse prevention services 68,732 - - PEMHS PCAN Emergency Response Team- intensive services for at-risk families 609,519 - - PROVIDING ADVOCACY AND RECOGNIZING CAPABILITIES PCAN Respite Care-support for families of children with disabilities 315,371 - - PINELLAS COUNTY Early Head Start Match 82,224 - - R'CLUB Child Care Services MLK/CASA 361,011 - - Total Program Transfers 6,495,315 - - GRAND TOTAL AD VALOREM REVENUE 42,182,669 42,189,531 41,092,072
  46. 46. 40 Human Services Budget by Revenue Source (continued) TOTAL SUMMARY by JWB FOCUS AREA FY 11/12 FY 12/13 FY 13/14 FUND BALANCE and GRANT REVENUE PROGRAM FUNDS School Readiness and School Success Early Learning Workers and Quality Scholarships 200,000 150,000 150,000 Gold Seal Child Care Center Accreditation - - 130,000 New Collaborative with the Early Learning Coalition Florida After School Network (FAN) 10,000 10,000 10,000 Model Preschool 208,000 - - Capital Expenditure Child Care Project - - 500,000 Funding for a Early Learning site Early Learning Coalition - Child Care Executive Pool (thru PCMS) - 1,400,000 1,400,000 $1 for $1 Match for childcare slots Community Development and Supports PCAN Early Learning Coalition - Safety Net - - 895,040 PCAN Child Care Pool - Site Based child care slots - - 480,000 County Healthy Communities Research Support 552,756 140,356 - Transferred to administration budget Homeless Leadership Board - 25,000 20,000 FY 12/13 Funding for Apartment Liaison salary Community Priorities Fund 78,884 1,824 - Not funded Program Development - - 2,000,000 Program Education Outreach 200,000 200,000 200,000 Program Quality Initiative 72,000 72,000 - Moved to Performance Measurement Performance Measurement 210,000 210,000 232,000 Ready for Life, Journal Project 6,000 6,000 - Total Program Funds 1,537,640 2,215,180 6,017,040 REVENUE MAXIMIZATION Intergovernmental Transfer Program (AHCA) 3,146,991 4,750,037 4,750,037 Revenue Maximization 318,000 200,000 250,000 Total Revenue Maximization 3,464,991 4,950,037 5,000,037 GRANTS CCC - 21st Century - 42,000 51,760 Carrera - Teen Pregnancy Prevention 385,954 218,561 6,300 Transferred to Pinellas County Health Department Florida Department of Health - Carrera Summer /After School 560,768 514,371 593,700 Project Launch - - 50,000 VITA 137,150 40,528 68,944 Total Grants 1,083,872 815,460 770,704 GRAND TOTAL FUND BALANCE and GRANT REVENUE 6,086,503 7,980,677 11,787,781 GRAND TOTAL HUMAN SERVICES PROGRAM FUNDING 48,269,172 50,170,208 52,879,853 Increase due to revenues from the IGT Program and Program Development Fund which was transferred from the Program Stability fund
  47. 47. 41 The Contract Special Conditions represent provisions of agency contracts that are unique to that provider and do not apply to every agency. They primarily address governmental agencies that have structures in place where our general conditions requirements for audits, fiscal reviews and Board minutes do not apply. Special conditions also hold agencies accountable for components of their methodology such as providing substance abuse education, maintaining matching funds, geographically limited services, requirements for monthly updates and subcontract monitoring. Section 2 Contract Special Conditions
  48. 48. 42 Contract Special Conditions address concerns not outlined in the contract general conditions or program methodologies on file with JWB. Special Conditions usually apply to a specific agency, program, or group of programs such as school related or governmental entities. Listed below are staff recommendations for FY 13/14: A. GENERAL SPECIAL CONDITIONS – Apply to programs as deemed necessary DEFICIT BUDGETS Language: The budget submitted by the program of the provider reflects an excess of expenditures over revenues. JWB and the Provider agree that JWB is not obligated to fund this deficit and service levels, as stated in Attachment 2, will not be reduced without the prior approval of JWB, should the Provider be unable to secure funding to address the deficit. This special condition will be applied to any program submitting a final deficit budget. SIGNIFICANT INCREASES IN PROJECTED NON-JWB REVENUE Language: The program projects significant increases in revenue from one or more non-JWB source(s). Should this projection not be realized, JWB and the Provider agree that JWB is not obligated to replace this revenue. The service levels stated in Attachment #2 of the JWB agreement will not be reduced without prior approval of JWB, should the Provider be unable to secure projected non-JWB revenue. Contract Compliance - Special Conditions
  49. 49. 43 This special condition will be applied to any program which shows significant increases in revenue from one or more non-JWB revenue sources. A significant increase is a 50% increase (or greater) over the previous year. AGENCY WILL SUBMIT MONTHLY FINANCIAL STATEMENTS Language: The provider will submit monthly financial statements to JWB. This special condition will be included in any contract that warrants it due to fiscal health related issues in the judgment of the Chief Financial Officer. B. GENERAL CONDITIONS TO BE WAIVED: GENERAL CONDITION #2.D – RECORD RETENTION Language: General Condition #2.D -Record Retention is waived. GENERAL CONDITION #2.E – DISASTER RECOVERY Language: General Condition #2.E - Disaster Recovery Plan is waived. GENERAL CONDITION #2.F – MERIT PLAN Language: General Condition #2.F - Merit Plan is waived. Contract Compliance - Special Conditions (continued)
  50. 50. 44 GENERAL CONDITION #8 – PUBLICIZING OF JWB SUPPORT Language: General Condition #8 - Publicizing of JWB Support is waived. City of St. Petersburg GENERAL CONDITION #11 – CONFIDENTIAL INFORMATION Language: General Condition #11 - Confidential information is waived. GENERAL CONDITION #13 – SPECIAL SITUATIONS Language: General Condition #13 - Special Situations is waived. GENERAL CONDITION #16 – AGENCY & PROGRAM DATA MAINTAINED IN THE 2-1-1 TAMPA BAY CARES DATABASE Language: General Condition #16 is waived. Florida Department of Health – Carrera Program GENERAL CONDITION #19 – LINK TO JWB WEBSITE Language: General Condition #19 Link to JWB Web Site is waived. GENERAL CONDITION # 23 – INSURANCE Language: General Condition #23 - Insurance is waived. GENERAL CONDITION # 24 – INDEMNIFICATION Language: General Condition #23 - Indemnification is waived. Contract Compliance - Special Conditions (continued)
  51. 51. 45 Waiver of General Conditions #2.D, 2.E, 2.F, 3, 6, 11, 19 and 23 applies to: City of St. Petersburg Waiver of General Conditions #3, 6 and 23 applies to: Florida Department of Health Waiver of General Condition #3, 6, 8, 19 and 23 applies to: Sixth Judicial Circuit Court C. AGENGY SPECIFIC SPECIAL CONDITIONS: GENERAL CONDITION #24 – INDEMNIFICATION REVISION Language: The Provider agrees to be fully responsible for all claims arising out of its own acts of negligence or its respective employees’ acts of negligence when acting within the scope of their employment and agrees to be liable for any damages proximately caused thereby; provided, however, that the Provider’s liability is subject to the monetary limitations and defenses imposed by section 768.28, F.S. Nothing herein is intended to serve as a waiver of sovereign immunity by the Provider, nor shall anything herein be construed as consent by the Provider to be sued by any third party for any cause or matter arising out of or related to this Agreement except to the extent provided by 768.28, F.S. City of St. Petersburg Florida Department of Health Contract Compliance - Special Conditions (continued)
  52. 52. 46 GENERAL CONDITION #3 – AUDIT & MANAGEMENT LETTER TIMELINE REVISION Language: The Provider shall have up to 180 calendar days following the end of their fiscal year to submit an audit to JWB. This is a waiver of the timeline listed in General Condition #3 Audit and Management Letter. Central Florida Behavioral Health Network GENERAL CONDITION #11 – CONFIDENTIAL INFORMATION REVISION Language: The sentence that states: “Provider will defend, indemnify and hold harmless JWB from any and all damages caused by the improper disclosure and any and all costs associated with remedying the disclosure.” is waived. JWB shall not be responsible for any damages caused by improper disclosure and any cost associated with remedying the disclosure. Florida Department of Health GENERAL CONDITION #13 – SPECIAL SITUATIONS REVISION Language: The requirement that special situations and incidents be forwarded to a JWB email address is waived. The Provider will notify JWB by telephone prior to submitting special situation and incident reports to a secure fax line. Florida Department of Health D. PROGRAM SPECIFIC SPECIAL CONDITIONS: Language: The provider will input and update information in the Tampa Bay Information Network in a timely manner, perform routine data cleaning and cooperate with 2-1-1 Tampa Bay Cares to ensure data quality. Contract Compliance - Special Conditions (continued)
  53. 53. 47 Alpha House – Residential: Language: The Provider will input and update information in the Tampa Bay Information Network in a timely manner, perform routine data cleansing and cooperate with 2-1-1 Tampa Bay Cares to ensure data quality. Language: Wait List Maintenance- The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Big Brothers/Big Sisters – Comprehensive Mentoring: Language: The Provider will upload participant demographic, episode and measurable objective data from their internal system to the JWB Database in lieu of duplicate data entry into JWB’s Database. The data will adhere to JWB’s Data Business Rules and include all elements required for cases and participants in JWB’s Database. Files containing this data will be uploaded to JWB in accordance with JWB’s Data Warehouse Guidelines by the 20th of each month for the previous month’s data. Each months file will include all prior months’ data for the current fiscal year or only records updated for each month. The Provider will continue to use JWB’s Database fiscal modules for budgets, budget amendments and reimbursements. CAP – Neighborhood Family Center: Language: Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. CASA – Domestic Violence/Substance Abuse Program: Language: Exception to Business Rules: Use of Identifying Information: Program utilizes a standard numbering system for name and a pseudo for DOB to avoid direct identification of the participant. Program is excused from collecting SSNs and using identifying information due to the nature of the program. The episode close date must represent the last date the participant received face-to-face services in the program. Outreach closes cases in the month following the administration of the measure. Contract Compliance - Special Conditions (continued)
  54. 54. 48 Language: No Supplanting of JWB Funds - This contract includes separate JWB allocations for the domestic violence component, the substance abuse education component, and the outreach component. Should any component be discontinued, funding cannot be transferred to another component at the agency's discretion. Language: Required Licensed SA Provider -The Provider is required to enter into an agreement with Suncoast Centers, Inc. for access to addiction and mental health services provided by licensed substance abuse staff. CCC - OST - Out of School Time: Language: Program Monitoring - CCC agrees to visit, monitor and provide technical assistance to each approved OST provider program site under a CCC OST rate agreement. CCC agrees to formally visit, with an emphasis on providing technical assistance, a minimum of once within the JWB fiscal year. CCC will complete written documentation of each visit to include purpose for visit, program outcomes, type of technical assistance offered, successes and/or recommendations and corrective actions as applicable. Written reports will be completed within forty-five (45) days of the visit. Language: Provider Quality- CCC will ensure that all providers caring for JWB funded OST children will meet the following quality standard criteria in accordance with the approved plan and timeline. The OST component will: !! - Meet Licensing or licensing standards (if not required to be licensed); !! - Utilize evidence-based curriculum (as approved by the JWB Research department); !! - Increase Staff Education in accordance with approved plan; !! - Continue to work toward meeting NAA Standards for ratios and group size in accordance with approved plan; and !! - Continue to offer youth enrichment opportunities. Contract Compliance - Special Conditions (continued)
  55. 55. 49 Language: Quality- Coordinated Child Care (CCC) will implement, in accordance with the CCC developed and JWB approved implementation plan, quality criteria to improve the quality of child care as approved by the JWB Board. Language: Wait List Maintenance- The Provider will enter and maintain applicant data in the JWB DATABASE Waiting List Module (or other data system as approved by JWB). CCC – Special Services: Language: Wait List Maintenance - The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Central Florida Behavioral Health Network (CFBHN): Language: Audit Waiver- The Provider shall have up to 180 calendar days following the end of their fiscal year to submit an audit to JWB. This is a waiver of the timeline listed in General Condition #3 Audit and Management Letter. Language: Data - CFBHN will upload participant demographic, units of service and measurable objective data from their IhSIS system to JWB. The data will adhere to JWB’s Data Business Rules and Data Warehouse Upload Guidelines.Database. Files containing this data will be uploaded to JWB by the 20th of each month for the previous month’s data. The agency will submit IhSIS system billing by the 15th of every month. CFBHN will continue to use JWB fiscal modules for budgets, budget amendments and reimbursements. Language: Written Monthly Updates- The Provider will provide special request reports within 30 days of the request including monthly updates regarding utilization to FSI workgroup as needed or requested. Language: Data Corrections- The Provider will process IhSIS data corrections within 7 business days after JWB has submitted complete and accurate information on corrections. Contract Compliance - Special Conditions (continued)
  56. 56. 50 City of St Petersburg: Language: #2D Record Retention- General Condition #2D - Record Retention is waived. Language: #2E Disaster Recovery- General Condition #2E - Disaster Recovery is waived. Language: # 2F Merit Plan- General Condition #2F - Merit Plan is waived. Language: # 3 Audit and Management Letter Waiver- General Condition #3 - Submit Audit and Management Let- ter is waived. Language: # 6 Board Members/Meetings Minutes Waiver- General Condition #6 - Board Members and Meetings is waived. Language: # 8 Publicizing of JWB Support Waiver- General Condition #8 - Publicizing of JWB Support is waived. Language: #11 Confidential Information- General Condition #11 - Confidential Information – The last sentence of paragraph 4 is replaced with the following: "Provider will defend, indemnify, and hold harmless JWB from any and all damages caused by the improper disclosure of any information including, but not limited to, Protected Health Information under HIPAA and any and all costs associated with remedying the disclosure subject to the doctrine of sovereign immunity and limitations set forth in F.S. 768.28.“ Language: #19 Link to JWB's Website Waiver- General Condition #19 - Link to JWB's Website is waived. Language: #23 Insurance Waiver- General Condition #23 - Insurance is waived. Language: #24 Indemnification- General Condition #24 - Indemnification is replaced with “The Provider agrees to be fully responsible for all claims arising out of its own acts of negligence or its respective employees’ acts of negligence when acting within the scope of their employment and agrees to be liable for any damages proxi- mately caused thereby; provided, however, that the Provider’s liability is subject to the monetary limitations and defenses imposed by section 768.28, F.S. Nothing herein is intended to serve as a waiver of sovereign immunity by the Provider, nor shall anything herein be construed as consent by the Provider to be sued by any third party for any cause or matter arising out of or related to this Agreement except to the extent provided by 768.28, F.S.” Contract Compliance - Special Conditions (continued)
  57. 57. 51 TASCO Center Based Teen Programs-OST: Language: Attendance- The Provider will maintain participant attendance in the JWB Database using the Units of Service module. Language: CCC Overlay- The Provider will cooperate with Coordinated Child Care regarding policies and procedures related to the delivery of enrichment overlay services. Language: Licensing plan- The Provider will meet licensing or licensing standards (if not required to be licensed); utilize evidence-based curriculum (as agreed upon by the JWB Research Department and the Provider); increase Staff Education in accordance with agreed upon plan; will meet NAEYC Standards for ratios and group size in accordance with the agreed upon plan; and continue to offer youth enrichment opportunities. Language: Supplanting,Budget,SL- The Provider will maintain and forward documentation to JWB as evidence that JWB funding does not supplant City of St. Petersburg funding. The provider will not decrease the base level budget below $7,904,240 and services to at least 4,686 children. Language: Waiting List Maintenance- The Provider will maintain and forward documentation to JWB as evidence that JWB funding does not supplant City of St. Petersburg funding. The provider will not decrease the base level budget below $7,904,240 and services to at least 4,686 children. The provider will complete on annual basis a Florida After-school Network Quality Self-Assessment for each TASCO Center and implement a Program Implementation Plan.  Assessments will be compiled into one yearly report and forwarded to JWB. Directions- Children’s Outpatient: Language: Data Business Rule Exception- Exception to Data Business Rule: CDG #10: If a participant's episode has been closed and the participant returns for service within 1 year of the last episode close date, then a new episode must be created for the participant in the most recent case. The rule only needs to be followed if it is the primary child returns for services within the year. A new case should be created if the secondary parent returns with another primary child. Contract Compliance - Special Conditions (continued)
  58. 58. 52 Language: Wait List Maintenance- The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Early Childhood Consultation Services: Language: Wait List Maintenance- The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Language: Workshops for Billable Group Data! Provider is required to enter group data into the JWB Database for billable workshops offered. Early Learning Coalition-ELC: Language: Data- JWB funding is contingent upon ELC uploading child care demographic and service data from their EFS system to JWB. The data will adhere to JWB’s Data Business Rules and Data Warehouse Upload Guidelines. Files containing this data will be uploaded to JWB’s SharePoint site by the 15th of each month for the previous month’s data. Each months file will include all prior months’ data for the current fiscal year or only records updated for each month. ELC will use JWB fiscal modules for budgets, budget amendments and reimbursements. Family Resources, Inc.- SafePlace2B: Language: Tampa Bay Information Network- The provider will input and update information in the Tampa Bay Information Network in a timely manner, perform routing data cleaning and cooperate with 2-1-1 Tampa Bay Cares to ensure data quality. ! Language: Wait List Maintenance- The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Contract Compliance - Special Conditions (continued)
  59. 59. 53 Gulf Coast Jewish Family & Community Service- Violence Prevention: Language: Data Business Rule Exception-Exception to Business Rule: General #4. JWB Database data entry shall be performed as soon as the data is received unless otherwise documented. Due to large workload during the school year, VP staff will complete data entry within 60 days.Language: Exception to Business Rules: CDG #14 - Excused from collecting SSN due to nature of program. Language: School Related Services - Collaboration!Program staff will collaborate as appropriate with any other JWB-funded program that may be providing services at the same school site. GRAYDI - Neighborhood Family Center: Language: Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. HighPoint - Neighborhood Family Center: Language: Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. HighPoint - Neighborhood Family Center: Language: Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. InterCultural Advocacy Institute - Hispanic Outreach Center: Language: Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Lealman/Asian - Neighborhood Family Center: Language: Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Contract Compliance - Special Conditions (continued)
  60. 60. 54 MLK Jr. - Neighborhood Family Center: Language: Subcontract- Subcontract funds will not be reimbursed until JWB receives an executed contract with MLK and YDI. Language: NFCs- Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. MLK Jr. - YDI Precious Pearls and Alpha Institute: Language: NFCs- Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Operation PAR - COSA at the Child Development and Family Guidance Center: Language: Wait List Maintenance! The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). PARC – Discovery Learning Center and Homebound: Language: Wait List Maintenance-The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Florida Dept. of Health: Language: # 3 Audit and Management Letter Waiver- General Condition #3 - Submit Audit and Management Letter is waived. Language: # 6 Board Members/Meetings Minutes Waiver- General Condition #6 - Board Members and Meetings is waived. Language: #23 Insurance Waiver- General Condition #23 - Insurance is waived. Contract Compliance - Special Conditions (continued)
  61. 61. 55 Language: #24 Indemnification- General Condition #24 - Indemnification is replaced with “The Provider agrees to be fully responsible for all claims arising out of its own acts of negligence or its respective employees’ acts of negligence when acting within the scope of their employment and agrees to be liable for any damages proximately caused thereby; provided, however, that the Provider’s liability is subject to the monetary limitations and defenses imposed by section 768.28, F.S. Nothing herein is intended to serve as a waiver of sovereign immunity by the Provider, nor shall anything herein be construed as consent by the Provider to be sued by any third party for any cause or matter arising out of or related to this Agreement except to the extent provided by 768.28, F.S.” Language: #11 Confidential Information Revision- Section II, page 4, General Condition 11, the sentence that states: “Provider will defend, indemnify, and hold harmless JWB from any and all damages caused by the improper disclosure of any information including, but not limited to, Protected Health Information under HIPAA and any and all costs associated with remedying the disclosure is waived” is replaced with “JWB shall not be responsible for any damages caused by Provider’s improper disclosure of any information including, but not limited to, Protected Health Information under HIPAA and any cost associated with remedying the disclosure.” Language: #13 Special Situations Revision- The requirement contained in the first sentence of the last paragraph, set out in Section II, page 5, General Condition 13, “Special Situations and Incidents,” is waived and replaced with the following: “Within one (1) business day, the Provider must notify JWB by telephone that a special situation or incident has occurred and must notify JWB by telephone prior to submitting special situation and incident reports to a secure fax line.” Florida Dept. of Health – Carrera Summer and After School Program: Language: #16 Agency & Program Data Maintained in 2-1-1, General Condition #16 is waived. Language: Data- The program is required to enter all data required by CAS-Carrera into the Carrera Management Information System (CMIS). The program is required to enter all data required by OAH into its performance measures website (https:/tpp.rti.org/) to comply with the time frames established by OAH and JWB for receipt of this information. Contract Compliance - Special Conditions (continued)
  62. 62. 56 Contract Compliance - Special Conditions (continued) The program will provide JWB with the original of all surveys and tests of knowledge that are completed by participants (including, but not limited to, all pre-tests and post-tests assessing knowledge of Family Life Sexuality Education, of Job Club, and the Philliber survey conducted in the fall and spring.) These materials will be provided to JWB within 15 days of youths’ completion. JWB will provide these surveys and tests of knowledge to CAS-Carrera directly. The program is required to upload into the JWB Share Point site a monthly retention report, due by the 10th of each month. Language: Reimbursements- Provider must submit all back up documentation with each reimbursement request. Requests will not be approved until all required documentation has been received Language: BAs Require JWB Approval- Any budget amendments, including administrative cost reimbursement, must have prior JWB approval, subject to all federal grant regulations. Language: Evidence Based Model- The Carrera Summer and After School Program is an effort to replicate with fidelity The Children's Aid Society-Carrera (CAS-Carrera) Teen Pregnancy Prevention Program, an evidence- based program. The Program will be implemented with fidelity to the evaluated model [Philliber, S., Williams Kaye, J., Herrling, S., & West, E. (2002). Preventing pregnancy and improving health care access among teenagers: An evaluation of the Children’s Aid Society–Carrera Program. Perspectives on Sexual and Reproductive Health, 34(5), 244–251] and per the approved Office of Adolescent Health (OAH) grant narrative, including MOU among the Pinellas County Health Department, Children’s Aid Society, and JWB. Language: OAH Compliance- FDOH will supply JWB with all progress reports, continuation applications, and other documents needed by JWB to comply with federal grant requirements. FDOH will also comply with all reporting requirements as requested by JWB, OAH, and federal grant requirements.
  63. 63. 57 Language: OAH Funding - Allocation- Contingent on OAH funding, the Program’s allocation shall not result in a reduction of funding allocation solely due to Service Levels so long as the Program demonstrates and documents best- practice efforts to retain all youth participants and their parents/guardians in the Carrera Summer and After School Program. Contingent on OAH funding, the Program’s allocation shall not result in a reduction of funding allocation solely due to Service Levels so long as the Program demonstrates and documents best-practice efforts to retain all youth participants and their parents/guardians in the Carrera Summer and After School Program. "Best practice efforts” is defined as activities outlined by the Children’s Aid Society and/or JWB. In the event any attrition occurs, the program shall provide supporting documentation to JWB of all related retention efforts. The program shall follow the approved Retention Policy as well as any and all efforts made by provider staff to implement this policy. The program must ensure records on each youth are complete in order to meet the requirements of a single audit. This includes at least a quarterly check of documentation for each youth who has ever enrolled in the program (i.e., including those who are no longer participating.) This documentation includes: copy of each youth’s birth certificate; copy of Social Security card; report card for the grade period in which the youth was enrolled; report card for at least one grading period in the current school year; complete information on all program forms indicated by the program methodology that are to be completed by youth and family. The program is required to upload a log of participation in trainings, conferences, and/or webinars that includes staff name, date, and name of event monthly (by 10th of the month) onto the JWB Share Point site. The program also is required to upload a Log of Technical Assistance received from Carrera uploaded to the JWB Share Point site by 10th of each month. Contract Compliance - Special Conditions (continued)
  64. 64. 58 Contract Compliance - Special Conditions (continued) Language: OAH Funding - FDOH Lead- Funding is contingent upon JWB receiving OAH grant funds. FDOH will take the lead on all programmatic components of the grant including, but not limited to, developing the following OAH requirements: Year 5 budget, carryover request(s), work plans, and progress reports. FDOH will revise these OAH requirements based on feedback from JWB and/or OAH. FDOH also will obtain- necessary financial documentation required for purchasing services to meet program needs. In addition, through its provision of services to JWB under the terms of this Agreement, Provider may be provided documentation and information that is deemed trade secrets of CAS-Carrera NTC as that term is defined in s. 812.081, F.S. and other confidential and proprietary information of CAS- Carrera NTC. Per section 815.045, Florida Statutes, trade secrets are exempt from public records law. Provider may use the CAS-Carrera NTC trade secrets and confidential and proprietary information for purpose of performing work for JWB under the terms of this Agreement and for no other purpose. Provider must protect the trade secrets and confidential and proprietary information of CAS-Carrera NTC and may not disclose to any third person or entity any trade secrets or confidential and proprietary information of CAS-Carrera NTC. Provider will notify JWB within 48 hours of any unauthorized use or disclosure of CAS-Carrera NTC trade secrets and/or confidential and proprietary information and take all actions reasonably necessary to prevent further unauthorized use or disclose thereof. Further, Provider will defend, indemnify and hold JWB harmless from any and all damages and attorney’s fees and costs incurred by JWB as a result of Provider’s disclosure of CAS-Carrera NTC trade secrets and/or confidential and proprietary information. Language: Requirements- FDOH is to comply with requirements set forth in the Notice of Award including Special Terms and Requirements, Standard Terms and Reporting Requirements as outlined in Attachment 8. Language: The program will document the decision regarding occasional Saturday programming and will document the decision by the program and its rationale for that decision. Language: The Department of Health will set up an internal monitoring process to ensure it meets the specifications delineated in the 2013-2014 Work Plan submitted to OAH. The Department of Health will report on Work Plan progress in writing on a monthly basis. The update is to be loaded onto the Carrera Share Point site by the 10th of the month.
  65. 65. 59 Florida Dept. of Health – Healthy Families: Language: Targeted Case Management- The Provider shall perform Medicaid Targeted Case Management services in accordance with requirements of the Florida Medicaid Provider General Handbook and the Targeted Case Management for Children At-Risk Handbook and comply with all federal, state, and local laws including, but not limited to HIPAA. Provider shall also cooperate with any audit, review or information request at JWB’s authority related to Targeted Case Management services and billing. Contract Compliance - Special Conditions (continued) Language: FDOH will develop a contract for technical assistance with CAS-Carrera by August 1, 2013. The contract shall be for the period September 1, 2013 through August 31, 2014. JWB must approve the contract in its entirety before it is executed between CAS-Carrera and FDOH. FDOH will not receive the funds hereunder should JWB not approve the contract between FDOH and CAS-Carrera. The contract between FDOH and CAS-Carrera should be virtually identical in form and substance (with the exception that it is now FDOH instead of JWB contracting with CAS- Carrera) to the contract executed between JWB and CAS-Carrera for the period September 1, 2012 through August 31, 2013. In addition, language must be included in the contract that a Senior Contract Manager of JWB determined by JWB will be copied on all email communications between CAS-Carrera and FDOH and that all data obtained as a result of JWB funding FDOH to operate the CAS-Carrera program is owned by JWB and that JWB has the right to use the data in any manner it sees fit. In addition, JWB will be granted access to CMIS to access individual participant level data for individuals participating in the JWB funded Carrera Summer and After School program, that JWB is permitted to use an electronic data interchange process and that CAS-Carrera will ensure that data in CMIS is compatible for import into JWB’s selected database. The contract must allow JWB full access to the data to review and evaluate the program and allow for contract termination at JWB’s discretion. The contract also will specify that the CAS-Carrera Fidelity Manager and all other CAS staff will comply with JWB confidentiality agreements, which prohibit electronic transmission of information that contains personally identifying information (for example, name of youth, name of parent or relative of youth, Social Security number of youth/relative of youth, or school identification number of youth.)
  66. 66. 60 Contract Compliance - Special Conditions (continued) Florida Dept. of Health – Nurse Family Partnership: Language: Evidence Based Model- The Nurse Family Partnership Program is a replication of an evidenced-based model of a nurse home visitation program to improve pregnancy outcomes, child health and development, and self- sufficiency for eligible first time parents. The program shall be implemented with fidelity to the evaluated model. Florida Department of Health will comply with reporting requirements as requested by JWB and/or the Nurse-Family Partnership National Service Office. Florida Department of Health shall participate in all required and mandatory out of state travel and ensure payment of any fees to the Nurse Family Partnership National Service Office required for implementation. Language: Provider Agreement!Provider must comply with its Agreement with Nurse- Family Partnership for the period November 1, 2011 through September 30, 2014 executed by Provider on November 2, 2011 including all Exhibits thereto (“NFP-Provider Agreement”). The terms of that Agreement are incorporated herein in their entirety. Any breach of that Agreement by Provider will be deemed a breach of Provider’s Agreement with JWB. Provider will comply with the terms of Provider’s Agreements with Nurse-Family Partnership and represents that it has fully complied with all such agreements commencing with its agreement entered November 1, 2011. Provider recognizes and agrees that JWB shall not be responsible for damages caused by Provider’s failure to comply with its agreements with Nurse-Family Partnership. Nothing herein is intended to serve as a waiver of sovereign immunity by Provider, nor shall anything herein be construed as a consent by the Provider to be sued by any third party for any cause or matter related to its agreements, except to the extent provided by 768.28, Fla. Stat. Florida Dept. of Health – School Based Health Services: Language: School Related Services - Collaboration- Program staff will collaborate as appropriate with any other JWB- funded program that may be providing services at the same school site.
  67. 67. 61 Contract Compliance - Special Conditions (continued) Florida Dept. of Health – School Based Health Services: Language: School Related Services - Collaboration- Program staff will collaborate as appropriate with any other JWB- funded program that may be providing services at the same school site. Pinellas County Health License Board: Language: Insurance Automobile Liability- Automobile Liability Insurance is waived. Language: Insurance Property Damage-!Property Damage Insurance coverage requirements are replaced by Damage to Rented Premises coverage. Language: Insurance Sexual Molestation- Sexual Molestation Insurance is waived. Language: Methodology- Submission of a program methodology is waived. Personal Enrichment Through Mental Health Services - System Navigators: Language: CFBHN- Provider will adhere to the Central Florida Behavioral Health Network data system policies and procedures when entering participant data into the system. R’Club Home Instruction for Parents of Preschool Youngsters (HIPPY): Language: Wait List Maintenance-The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Religious Community Services - Grace House of RCS A New Start for Homeless Families: Language: Tampa Bay Information Network! The provider will input and update information in the Tampa Bay Information Network in a timely manner, perform routing data cleaning and cooperate with 2-1-1 Tampa Bay Cares to ensure data quality.
  68. 68. 62 Contract Compliance - Special Conditions (continued) Religious Community Services - The Haven: Language: Data Business Rule Exceptions - Exception to Business Rules: Use of Identifying Information: Program utilizes a standard numbering system for name and a pseudo for DOB to avoid direct identification of the participant. Program is excused from collecting SSNs and using identifying information due to the nature of the program. Safety Harbor Neighborhood Family Center: Language: NFCs! Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Sanderlin Neighborhood Family Center: Language: Sanderlin - Subcontract- Subcontract funds will not be reimbursed until JWB receives executed contracts between Sanderlin and the following entities: Youth Development Foundation, Bethel Community Foundation and the approved Faith Based Organizations. Language: NFCs! Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Sanderlin- Family Center on Deafness: Language NFCs- Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Sanderlin- Literacy for Faith Based Organizations: Language NFCs- Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract.
  69. 69. 63 Sanderlin- Truancy Intervention Program Services (TIPS): Language: NFCs- Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Sanderlin- YDF - AKA Akademy: Language: NFCs- Provider is required to use the fiscal services provided through JWB's Administrative Services Organization as per Attachment 7 of this Contract. Sixth Judicial Circuit Court (SJCC): Language: # 3 Audit and Management Letter Waiver- General Condition #3 - Submit Audit and Management Letter is waived. Language: # 6 Board Members/Meetings Minutes Waiver- General Condition #6 - Board Members and Meetings is waived. Language: # 8 Publicizing of JWB Support Waiver- General Condition #8 - Publicizing of JWB Support is waived. Language: #11 Confidential Information !General Condition #11 - Confidential Information – The last sentence of paragraph 4 is replaced with the following: "Provider will defend, indemnify, and hold harmless JWB from any and all damages caused by the improper disclosure of any information including, but not limited to, Protected Health Information under HIPAA and any and all costs associated with remedying the disclosure subject to the doctrine of sovereign immunity and limitations set forth in F.S. 768.28.“ Language: #19 Link to JWB's Website Waiver- General Condition #19 - Link to JWB's Website is waived. Language: #23 Insurance Waiver- General Condition #23 - Insurance is waived. Contract Compliance - Special Conditions (continued)
  70. 70. 64 Language: #24 Indemnification!General Condition #24 - Indemnification is replaced with “The Provider agrees to be fully responsible for all claims arising out of its own acts of negligence or its respective employees’ acts of negligence when acting within the scope of their employment and agrees to be liable for any damages proximately caused thereby; provided, however, that the Provider’s liability is subject to the monetary limitations and defenses imposed by section 768.28, F.S. Nothing herein is intended to serve as a waiver of sovereign immunity by the Provider, nor shall anything herein be construed as consent by the Provider to be sued by any third party for any cause or matter arising out of or related to this Agreement except to the extent provided by 768.28, F.S.” SJCC Behavioral Evaluation: Language: SJCC BE - Data Business Rule Exceptions-Exception to Business Rules: ! CDG #10 Episode Rules - Excused from creating multiple episodes for participants receiving services more than ! ! once during the FY. ! CDG #8 The episode close date must represent the last date the participant received face-to-face services in the ! ! program. The episode close date does not have to reflect the last date of face to face services, but instead the ! ! completion of the competency evaluation. Language: The Provider will upload participant demographic, episode and measurable objective data from their internal system to the JWB Database in lieu of duplicate data entry into JWB’s Database. The data will adhere to JWB’s !! Data Business Rules and include all elements required for cases and participants in JWB’s Database. Files containing this data will be uploaded to JWB in accordance with JWB’s Data Warehouse Guidelines by the 20th of each month for the previous month’s data. Each months file will include all prior months’ data for the current fiscal year or only records updated for each month. The Provider will continue to use JWB’s Database fiscal modules for budgets, budget amendments and reimbursements. Contract Compliance - Special Conditions (continued)
  71. 71. 65 Language: Funding Contingency-County- Funding for this contract is contingent upon continued Pinellas County funding for this program at the same level as in the previous fiscal year. Suncoast Children’s Initiative - Fairmount: Language: The sole intent of this agreement is for Suncoast Centers, Inc. to provide fiscal oversight to the Pinellas County School Board Children’s Initiative and to provide clinical case consultation for two social workers at Fairmount Park Elementary School, therefore there are no measurable objectives or contract service levels noted in this agreement. Suncoast Children’s Initiative - Family Services: Language: Data- Suncoast will upload participant demographic and measurable objective data from their Avatar system to JWB The data will adhere to JWB’s Data Business Rules and the JWB Data Warehouse Upload Guidelines. Files containing this data will be uploaded to JWB by the 20th of each month for the previous month’s data. Each months file will include all prior months’ data for the current fiscal year. Suncoast will continue to use the JWB fiscal modules for budgets, budget amendments and reimbursements. Language: Wait List Maintenance! The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Language: Targeted Case Management!The Provider shall perform Medicaid Targeted Case Management services in accordance with requirements of the Florida Medicaid Provider General Handbook and the Targeted Case Management for Children At-Risk Handbook and comply with all federal, state, and local laws including, but not limited to HIPAA. Provider shall also cooperate with any audit, review or information request at JWB’s authority related to Targeted Case Management services and billing. Contract Compliance - Special Conditions (continued)
  72. 72. 66 The Children’s Home- Kinship Services Network of Pinellas: Language: Data Business Rule Exceptions- Exceptions to Data Business Rules: CDG #8 and #9 - These rules state that the close date must be the last date of face-to-face services. In cases where Targeted Case Management (TCM) billable services are provided after the last date of face-to-face service, the episode in theJWB Database may be closed as of the last activity/collateral contact. Language: Prioritize Services- When the Program is experiencing a wait list, the Program shall give first priority to the lowest income families on the wait list. Language: Wait List Maintenance- The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). Language: Targeted Case Management!The Provider shall perform Medicaid Targeted Case Management services in accordance with requirements of the Florida Medicaid Provider General Handbook and the Targeted Case Management for Children At-Risk Handbook and comply with all federal, state, and local laws including, but not limited to HIPAA. Provider shall also cooperate with any audit, review or information request at JWB’s authority related to Targeted Case Management services and billing. Contract Compliance - Special Conditions (continued)
  73. 73. 67 United Methodist - Children of the World Preschool: Language: Wait List Maintenance! The Provider will enter and maintain applicant data in the JWB Waiting List Module (or other data system as approved by JWB). All equipment purchased with JWB funding will be depreciated at twenty percent (20%) of its original purchase price per year in use. Upon full depreciation of the equipment, JWB will release the equipment to the Provider. If the Agree- ment or any subsequent agreement between the Provider and JWB terminates prior to the equipment being fully depre- ciated, the equipment, furniture, fixtures, accessories, and supplies purchased with JWB funding, or its remaining value, as determined by JWB in its sole and absolute discretion, shall be immediately returned or paid to JWB. In the event Provider fails to return the equipment or pay JWB as required hereunder, JWB shall have the right to take imme- diate possession of the equipment and pursue all available remedies at law and equity. Contract Compliance - Special Conditions (continued)
  74. 74. 68 Section 3 Administrative Budget The administrative budget consists of four departments dedicated to supporting the core programmatic purpose of JWB. The following pages detail personnel and operating costs for this part of the budget.
  75. 75. 69 Administration Budget Summary
  76. 76. 70 Administration Budget Summary (continued) Salary and Fringe Contractual Services Building Services Training and Supplies Other Operating 74.7% 11.6% 8.9% 3.6% 1.2% Expenditures by Percentage
  77. 77. 71 Personnel Services Executive Office Administration / Human Resources Performance Management Program Development & Support 6% 25% 35% 34% JWB has taken a conservative position when considering staffing needs for FY 13/14. A 1% merit increase and 2% cost of living adjustment for staff is proposed. Health insurance is expected to increase 10%. • $120k for state mandatory increases in retirement • $34k for increased communication efforts • $94k for increased technology maintenance contracts • $18k for the cost of living/merit increases for staff • $25k for increase in educational assistance • $10k for increase in commercial insurance Personnel as a Percentage of Total Budget
  78. 78. 72 Operating Staff has maintained the operating budget over the last several years by eliminating services that are not considered core to the mission of JWB. The training center and the library were both eliminated several years ago, the ASSET program and the associated costs were eliminated in FY 11/12. Technology support was transferred to the Pinellas County Business Technology Services (BTS), CSC and SAMIS collaborative dues were eliminated.
  79. 79. 73 Department Budgets Combined - Salary and Fringe
  80. 80. 74 Department Budgets Combined - Expenses
  81. 81. 75 receive information and board reports on a regular basis.  The Executive Director is responsible for the day-to-day operation of JWB, including managing staff and carrying out the policies of the Board as they pertain to effective, high-quality services to children and families. The mission of the Executive Office is to guide the efforts of staff to fulfill the mission, goals, and objectives of the Board: •Careful management of resources to assure delivery of return on the community’s investment in vulnerable children and families •Strong advocacy for children through partnerships, public interaction, and positive messaging Executive Office The Office of the Executive Director serves as the nexus between the JWB Board and the day-to-day staff-level operations at JWB and is also the lead in coordinating and partnering with public entities, major funders of services, and community leaders.  The role of the Executive Director, and the staff supporting the Executive Director, is to design, develop and implement fiscally responsible programs, initiatives and plans for JWB in a cost-effective and efficient manner. The Office of the Executive Director serves as the principle liaison to the Chair of the JWB Board and other Board Members, ensuring they Department Summaries
  82. 82. 76 • Fully inform and engage the Board to facilitate their decisions regarding policy and funding • Maintain and strengthen the services we fund through appropriate monitoring, management, assessment, consultation and training of the funded agencies • Build and maintain relationships with community partners and residents of Pinellas County to improve service delivery to children and their families.
  83. 83. 77 Administration The Administrative Department supports the operations of JWB, develops and implements Human Resource policies and procedures, manages the development of the JWB Strategic Plan, provides communications to staff, oversees safety and disaster recovery efforts, and coordinates maintenance of JWB facilities with St. Petersburg College. Specifically, the department: • Analyzes and improves the structure of JWB to better integrate new and innovative technologies and programs, and to best address our future challenges in the community • Recruits, retains and develops the workforce talent needed to fulfill JWB’s strategic mission • Provides oversight and support for risk management related to personnel and facility related issues • Identifies and procures appropriate workers’ compensation, liability, disability and health insurance for JWB and its employees • Acts as a liaison to St. Petersburg College to resolve any building related issues • Provides ongoing executive, administrative and technical support to the Board
  84. 84. 78 Communications The Communications unit is responsible for both internal and external communications. It disseminates information about JWB and its mission utilizing print and online social media platforms. It also manages media interest in JWB and responds to media and public records requests. The unit also provides support to the Executive Director and Board. Communications also produces and maintains JWB- TV, the JWB website and social media channels for citizen public information and education. The unit plays a key role in expanding the public’s understanding and appreciation of JWB’s value and benefit to the community. The unit is the source for community dialogue as well as data regarding children’s issues within the JWB areas of focus and indicators. Through the Communications unit, community partners and agencies are also engaged as effective surrogates for disseminating the JWB message. The unit continues to build a database for outreach and targeted communications.
  85. 85. 79 The Public Policy unit serves as the liaison between JWB’s Board of Directors and local, state, and federal government. The department analyzes and monitors state and federal legislation, and the appropriations process. The Board is regularly informed on the status and effect of current or pending public policy changes. Annually, the department makes recommendations to the Board in support of legislative priorities impacting children and families in Pinellas County. The department also coordinates with Legislative staff and Executive staff within the Governor’s Appointments Office to monitor the Board appointment and Senate Confirmation process. The department assists Board members in preparing and submitting the required post-appointment documents. Additionally, staff provide technical assistance to local agencies and government entities in their applications to public and private funders including identifying opportunities, convening partners, providing input on program or system design, providing written information on existing services in the community and characteristics of Pinellas youth and families, budget development, writing and implementing program evaluation plans, and providing letters of support. Public Policy
  86. 86. 80 Performance Management The Performance Management Department consists of Finance, Contract Management, and Business Intelligence units. The purpose of the Contract Management unit is to provide a comprehensive review of funded programs in order to further the mission of JWB and to develop the legal documents that provide funding to service providers.  The areas of focus to further the mission include reviewing for contract compliance, effectiveness in service delivery and for quality in services provided. The process for Contract Management includes several core activities but is also tailored for the uniqueness of the agency and programs it provides.  The process is consultative in nature and includes both measurements of quality and success and recommendations for development of innovations and efficiencies.  The Contract Management unit evaluates the impact of public funding through analysis of measurable objectives and contracted service levels, budgets and other performance measures.  It also identifies programs to best serve the needs of Pinellas County and provides technical assistance.
  87. 87. 81 The Finance unit provides fiscal services and safeguards public assets in compliance with JWB Board policies and procedures, statutes of the State of Florida, and through the use of governmental accounting standards. The Finance Unit’s role is to: • Ensure JWB’s long-term financial ability to deliver quality services • Produce budget planning and Financial Reporting • • Review JWB’s investments with banking institutions to make certain that JWB is maximizing tax payer dollars • Process accounting tasks efficiently • Review accounting procedures to ensure sufficient internal controls are in place • File federal and state compliance reports within required time • Achieve issuance of an unqualified audit • Responsible for program fiscal site reviews
  88. 88. 82 The Business Intelligence and Technology unit is responsible for overseeing the development, implementation and effectiveness of the technology and data systems that support JWB. The unit also manages the day to day relationships with technology vendors, partners and collaborators. The unit is often requested to work with outside partners on technology projects to provide support or collaborative input. Although the unit has decreased in size and budget over the past few years the level of service, responsiveness and reliability has seen major gains. Some of the major initiatives in which the unit plays a role include: • Developing and maintaining of data systems that provide information to the Board, staff and community • Analyzing and responding to opportunities to improve effectiveness through technology, such as the mobilization of technology: • Working in concert with Pinellas County Business Technology Services (BTS) to reorganize and improve the performance and reliability of the JWB infrastructure • Building systems to support emerging JWB initiatives, such as the Family Services Pool • Exploring and determining the applicability of tools to reduce administrative cost, such as the use of biometrics to record the delivery of units of service • Developing the technology infrastructure of grant partners, such as Carrera • Collaborating and supporting partners with County-wide efforts such as One-e-App • Providing rapid response requests for technology support, such as urgent requests for data and ad hoc systems development
  89. 89. 83 Program Development & Support The Program Development & Sup- port (PDS) Department advocates for children and families through community planning and engage- ment, technical and network sup- port, capacity building, and service development within Pinellas County. The department focuses on develop- ing leadership, facilitating collabora- tive community projects, and creat- ing effective communication and service networks. To accomplish these goals, PDS is organized into three areas: community planning and outreach, program consulting, and technical support. One of the department’s key roles is the devel- opment and implementation of JWB’s major new projects/initiatives, including the Children’s Initiative, Learn & Succeed Network, and the Wealth Building Coalition of Pinellas County. Children’s Initiatives support children and families in key areas of the county (South Pinellas/Fairmount Park, Tarpon Springs, Lealman & Clearwater) through a “cradle to college”, community driven approach to increase their academic and life success. In partnership with the Pinellas County Schools and city governments, the goal is to increase school success, graduation from high school and opportunities for higher education. The Learn & Succeed Network works with key stakeholders in the community to build a birth-to-career education pipeline for the county residents. The Wealth Building Coalition of Pinellas County promotes and expands economic and asset-building opportunities for low and moderate-income households through the Earned Income Tax Credit (EITC), Volunteer Income Tax Assistance (VITA) and financial education.
  90. 90. 84 In addition to these key initiatives, PDS staffs the JWB Community Councils, three geographically based (North/Mid/South County) citizen advisory groups which keep in touch with the needs, strengths and trends of the communities and provide information to both the Board and staff.
  91. 91. 85   This expertise helps guide advocacy for children, shape public policy and target available resources toward assisting at-risk families. The Research and Program Analysis unit carries out a comprehensive research program to support the mission of JWB. The unit gathers and analyzes information from numerous sources that inform JWB leadership, stakeholders and the broader community about the performance of funded services. It supports the continuous improvement of those services by providing technical assistance on service designs, logic models, and the interpretation and use of evaluation and research findings. It conducts research and uses various tools (maps, graphics, and brief reports) to communicate useful information about the needs and well-being of Pinellas children and families; key economic, demographic, and policy-related issues affecting their quality of life; and updates from the field that demonstrate promising approaches to improving outcomes.
  92. 92. 86 Section 4 Administrative Cost Rate 0% 3% 6% 9% 12% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Since 2005, JWB has been able to contain its Administrative Cost Rate to less than 10%. Administrative costs have been maintained despite continued increases in health insurance. This has been accomplished by utilizing zero-based budgeting and by the reduction in JWB’s required contribution to the Florida Retirement System (FRS). 9.39
  93. 93. 87 Section 5 Other General Finance– The ASO works primarily with the Neighborhood Family Centers offering financial reports, accounts payable processing, development of knowledge and skills, as well as processing their payroll and benefits. ASO FY 11/12 Amended Budget FY 12/13 FY 13/14 Proposed Budget Salary&&&Fringe&Benefits $421,701 $458,186 $471,663 Operating &&&Contractual&Services 77,080 26,400 22,000 &&&Building&Services 6,720 9,340 7,520 &&&Training&&&Supplies 16,750 14,950 15,980 &&&Other&Operating 750 950 535 Operating*Totals 101,300 51,640 46,035 Capital - - - Total*Budget $523,001 $509,828 $517,698
  94. 94. 88 ASO Summary (continued) Salary and Fringe Contractual Services Building Services Training and Supplies Other Operating 91.1% 4.2% 1.5% 3.1% 0.1% Expenditures by Percentage
  95. 95. 89 Other General Government This section of the budget includes non-operating expenditures such as property appraiser/tax collector fees, annual leave/sick leave reserve and internal technology.
  96. 96. 90 Property Appraiser/Tax Collector Commissions By statute, fees are paid to the property appraiser and tax collector offices for administration and distribution of ad valorem revenue collected. For JWB, this fee is calculated at .0223 of revenue collected. Any excess fees collected by the tax collector’s office are returned to each taxing authority at fiscal year-end. Annual Leave/Sick Leave Reserve is an estimate of final leave reimbursement to retirees.
  97. 97. 91 Non-Operating Technology Budget for FY 13/14 The Information Technology Unit is recommending the following projects to support the business processes of the Juvenile Welfare Board. The recommended projects benefit both JWB and the funded agencies and focus on improvement of business processes, the increase of productivity through the simplification of the user interface, network and resource integrity. Below is a summary of IT spending over the past five years compared to the proposed FY 13/14.
  98. 98. 92 Hardware/Software Replacements and Upgrades = $77,000 $77,000 is requested to support the replacement and purchase of new hardware to increase the efficiency of the JWB network, business continuity, and security. Server and Application Support FY 13/14 = $27,000 This includes the three-year purchase of software licenses for infrastructure and application support including SQL Server licenses, Exchange 2010, Windows server 2008, TFS, Virtual Studio, and other applications. Printers FY 13/14 = $4,000 Printers will be replaced when they are no longer serviceable. Desktop Computers, Server Hardware, Mobile Devices, and Development Hardware FY 13/14 = $46,000 As computing and network devices reach the limit of their useful life they are to be replaced.
  99. 99. 93 Technical Training FY 13/14 = $5,000 FY 12/13 = $5,000 $5,000 is requested for technical training related to application development, data management and visualization, GIS, networking and SharePoint administration. Business Intelligence and Collaboration FY 13/14 = $85,000 FY 12/13 = $85,000 Funds are included to contract for development and maintenance of the JWB data warehouse, Business Intelligence systems and application development to support new initiatives and enhanced community and public access to JWB services and data. The development of other technologies related to data sharing and presentation are also included.
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