CTNF CBC C6: Budget Proposal, Staffing Plan, Reengineering Case Management and Budget & Finance
CTNF CBC C6: Budget Proposal (see attached)
Demonstrates CTNF’s ability to operate within the cost allocation model & allocated funding throughout the contract.
Staffing Plan
CTNF will transition all Eckerd Youth Alternatives, Inc. employees under CTNF (in cooperation with Eckerd) with the understanding that
some senior management staff may not be hired, and those that are hired, may be offered positions commensurate with the market. This will ensure
adequate staffing to meet the needs of all service aspects required by the contract. CTNF will strategically recruit & onboard new senior
management staff without interrupting any foster care & adoption services. CTNF’s executive team will oversee the transition to stabilize staffing
during the transition from one vendor to another.
CTNF projects that close to 98 % of Eckerd staff will be immediately hired as CTNF employees ensuring continuity of services for
children & families with a plan to terminate & replace up to an additional 5% of Eckerd staff within the first 6 months. CTNF does not believe the
problems associated with this contract is a front-line worker problem. It is a senior management decision-making problem, and if corrected during
the transition, the CBC will benefit from improved case management practices & outcomes for children and families. This is the most effective &
efficient approach to get the contract appropriately transitioned quickly without any major disruptions in service delivery.
All front-line case managers will stay in place with unit supervisors, program directors & other staff in middle management positions,
including all subcontracted organizations, to be placed under thorough performance reviews which may lead to disciplinary actions including
termination or non-renewal of subcontracts. CTNF will work closely with the Pinellas County sheriff’s office in their criminal investigation of
employees working under Eckerd prior to the CTNF contract including the Inspector General’s investigation into overpayment of top Eckerd
executives.
CTNF will conduct a CEO & senior management compensation study to ensure top executive salaries are in alignment with the market.
Any discrepancies will be adjusted by payroll and excess compensation distributed to front-line workers as one-time bonuses to increase employee
morale, productivity & focus during the transition period. If the excess compensation is adequate for meaningful distribution to front-line workers,
CTNF will secure capital from its investment partners, venture capitalists, private equity firms & philanthropy to create a fund for this purpose.
Reengineering Case Management
Stabilizing Case Management Services: The number of foster care referrals filed against foster parents, group homes and guardians in the
state rose by roughly 54% over the past five years, from fewer than 700 complaints in FY 2015-16 to more than 1,000 in 2020 with more than 800
referrals featuring some form of neglect. DCF received more than 4,300 abuse hotline complaints from teachers, health care professionals, day
care workers, neighbors and others about the treatment of kids residing in Level 1 & above foster care homes, including facility-based group
homes, during this same time period. Only 29 licensed foster homes were revoked or not renewed. If CBCs were able to increase the supply of safe
licensed foster care homes to meet the needed demand, many current licensed foster homes would be revoked or not renewed.
A persistent, inadequate supply of appropriate foster parents and other safe placement options places an undue pressure on CBC
decision-makers to authorize the placement of children in the least risky, high-risk foster homes. CBCs have normalized & defaulted to this case
management practice because their organizational capacities may not have the socio-economic resourcefulness or monetary policy expertise
necessary to access & secure the abundant human resources in our communities & the excess cash in the financial markets to increase the number
of safe, viable placement solutions. Having “any” foster care homes is better than having “no”foster care homes in a given area so the standard of
care & the quality of service delivery within a CBCs foster care portfolio lowers dramatically.
With no other placement options, the rate of abuse or neglect per day while in foster care and the percentage of these children with verified
maltreatments within a CBC contract increases as the dangerous dynamics of these unsafe home environments escalate which results in an increase
in placement moves. This has a negative compounding impact on several other case management performance metrics such as Placement Moves
per 1,000 Days in Out-of-Home Care & Children Entering Care and Achieving Permanency within 12 Months. The financial cost of OHC
increases as many of these children in “blown placement” situations are moved to facility-based emergency placements which can become one of
the most expensive budgetary line-items to maintain on a balance sheet, if excessively used as a case management “stabilizing” strategy.
The multiple placement moves in case management to mitigate child maltreatment within a fixed & finite set of foster care homes has
minimal effect on the standard of care & the quality of service delivery. Children change foster homes but the environments remain relatively the
same. Children with excessive maltreatment experiences in foster care tend to move up & down a complex vertical integration model of CBC
service delivery with various specialized treatment stages among different foster care homes with time-limited, capped funding barriers.
These “step-up” and “step-down” practices are common among CBC contracts which have an unintended consequence of decision-makers
erroneously reframing the problem of inadequate CBC organizational capacities in order to increase the supply of high-quality foster care homes to
a hypervigilant focus on reducing the negative behavioral problems of children in OHC (i.e., reducing the negative behaviors of children in OHC,
will in turn, create high-quality foster care homes & improve case management performance metric).
This is common faulty logic within problem-solving activities under many CBC contracts. Home environments are the primary drivers of
a child’s behavior for which case management strategies will be reengineered during the transition process. The reframing of a CBC’s
organizational capacity problem to increase the supply of high-quality foster homes gives DCF a misguided interpretation of a CBC’s strategy for
increasing the quality of care & service delivery. Children’s placements are in a constant state of transition or calibration but the supply of foster
care homes remains relatively flat.
Increasing the supply of high-quality foster care homes at scale will increase the number of placement options for family care managers
(FCMs), and in turn, allow CBC decision-makers to revoke or not renew unsafe foster care homes in their portfolio. The “rate of abuse or neglect
per day while in foster care 8.50 or less” and the “99.68% of children in OHC will not be maltreated” performance metrics will be consistently met
or exceeded as long as scaling the supply chain of high-quality foster homes to levels that exceed placement demand remains a priority in case
management planning during the transition.
Solution: Increasing the supply chain of foster homes as leverage in building a case management framework that improves outcomes for
children & families will be centered among 3 critical community resources during the transition process: community members, financing and real
estate. Connecting with reasonable & prudent community members to open up their lives, their families and their homes to a government-based
process with lengthy, cumbersome processes to assume responsibility for abused, neglected & abandoned children doesn’t pass the cost-benefit
analysis of many community members.
CBC organizational capacity must involve modern, evidence-based business strategies commonly associated with successful companies
such as sales, marketing, advertising & business development. Successful foster care & adoption recruitment is about selling the idea of caring for
and raising someone’s else's child. So the process to do so better be a smooth one.
Reengineering: CTNF will restructure the contract’s Licensing Unit(s) into a newly established Business Development Unit which
will divide roles/responsibilities into 3 business areas: Sales, Licensing, and Property Management.
Sales & Licensing: CTNF has completed a demo with a technology company revolutionizing digital marketing to solve
problems within digital advertising. A case study with a political campaign using its platform produced a 91% election turnout
compared to the control group and a 25% increase in turnout was only made possible by using precise digital political targeting.
Foster care recruitment campaigns using their software will help the CBC stand out, connect with community members and reach
people who want to foster and adopt children in a targeted geographical area which the firm will digitally map.
CTNF has been approved to recruit interns from 20 colleges/universities across the nation including the University of
South Florida at St. Petersburg. Interns recruited from this university will use the digital marketing platform, in conjunction with
the tech company, to identify geographical areas where foster care homes are needed in order to generate leads from those areas
into Sales. Licensing will oversee the onboarding process from start to finish. Some interns will be assigned to Street Outreach to
be strategically deployed into foster care home shortage areas for door-to-door engagement while generating real-time leads into
Sales.
Other interns will assist in the transition of case management services to decrease the transportation activities of FCMs.
Hiring of additional staff to at least a 10:1 ratio of children to FCMs will be immediately funded from CTNF’s connections with
venture capital, investment brokers, private equity firms and other capital investment partners. These collaborations can close on
the transfer of millions of dollars in working capital within days to quickly start the onboarding process of new FCMs with higher
salaries to reduce the turnover rate and attract top talent during the transition process.
CTNF has met with the CEO of another mission-driven technology company with a vision for foster care & adoption. The
company specializes in streamlining the foster/adoption process with user-friendly software tools to address the nationwide
shortage of foster homes. Their software has helped over 30,000 families get approved to foster/adopt children and over 8,000
social workers use their software as their primary workspace in the office and the field. The company partners with county and
state governments as well as private agencies across 24 states to improve the foster care system. On average, agencies using their
software have increased the number of families approved for a foster care license by 80%. We will contract with this company
within 90 days to begin the build-out of the first 2 modules with the goal of a minimal viable product (MVP) within the first 6
months and live production by the end of Year 1.
Property Management: Responsibilities include processing renewals, reviewing foster homes for reported violations,
processing revocations/non-renewals & working with foster parents with existing mortgages or leases on their homes to explore
the following, but not limited to, with our capital investment partners, property management partners & realtor teams:
●
●
●
Mortgage refinancing options for lower interest rates
Property renovations to accommodate sibling groups, mitigate “blown placements” due to inadequate home
structures, prevent unapproved home studies or non-renewal licensing events
Property acquisitions for relocation services for foster parents to move into homes in their area with additional
bedrooms to accommodate sibling groups
●
Property acquisitions on leased foster homes to lower rents and infuse households with additional cash flow to
mitigate the rising costs of caring for foster children.
These property management strategies are also a recruiting tool to connect with prospective community members who own
properties or have mortgages within the foster parent network and onboard people who may have never thought about fostering or
adopting children in care.
Budget and Finance
CTNF has raised a total of $34.6M for real estate acquisitions from 5 investment partners in the private market. We have exclusive access
to institutional investors, private equity firms, venture capitalist & hedge fund firms who have access to unlimited amounts of capital & high-tech
solutions. They have expressed interest in working with our firm to provide capital & creative financial instruments to scale foster care & adoption
solutions which will prevent youth homelessness as children safely return to their parents, live with relatives/non-relatives long-term or exit foster
care as young adults.
We propose a $2.5M Joint Venture Partnership for DCF to approve a $2.5M Risk Pool Funding Application to be used as capital to close
on a $10M real estate acquisition deal within 5-21 days to acquire 25 SFHs in these 2 counties for 82 young adults participating in the PESS
program around the state. The terms of the deal provides sufficient cash flow to provide emergency housing for children at risk of having no
placement options and any other children entering into "hard-to-place" or "night-to-night" placement status' in the future. Again, this will stabilize
case management services during the transition.
Moving children around is a traumatic and destructive intervention strategy to “stabilize” children receiving case management services in
foster care. EPP increased placement moves in this category from 3.85 in FY16-17 to 5.93 in FY20-21 (as of 9/30/21). EPP has the largest
percentage of teens in the state residing in licensed care that are placed in facility-based care which was at 63.9% (as of 6/30/21). Facility-based
placements can significantly increase placement moves as funding for these highly-specialized services is time-limited. When the maximum limit
is reached in these facilities, a placement move is imminent. EPP spends the highest percentage of funding for facility-based placements in the
state which accounts for 30% of its annual budget at $25M.
CTNF will create a pilot project for a 24/7 Mobile Response & Stabilization Services (MRSS) program that will provide specialized
behavioral health supports & services available to children & caregivers throughout the placement process including wraparound services, in-home
and community-based therapy, and psychiatric support in real-time. This will reduce the need for any further entries into facility-based care while
we transition children out of these facilities and into family-like, home-based care across our real estate portfolio. In New Jersey, MRSS have
consistently maintained over 94% of children in their placement at the time of service including children who are involved with the child welfare
system. Increasing the supply of foster parents in real estate properties with a high number of units will also decrease placement moves by keeping
sibling groups together early in the dependency process.
Unspent COVID-19 ERA I & II federal housing funds, leveraged working capital, profit margin concessions, equity investments, strategic
banking partnerships, venture capital & other creative financial tools within child welfare, such as DCF Master Trust funds, will pay for the costs
associated with providing temporary housing for the 61 children residing in CBC office buildings. Closure of all residential group home facilities
within the next 5 years while transitioning kids to home-based clinical environments across additional property acquisitions within the CTNF real
estate portfolio will significantly decrease Level II & above Out-of-Home Care (OOC) costs which is currently estimated at $71,000 per day or
$26M per year. This is the highest budgeted line-item costs next to Maintenance Adoption Subsidies and represents 30% of the annual budget.
We'll be proposing to reduce that cost by 50% by transitioning kids to home-based clinical environments in family-like settings in SFHs with
specialized trained foster parents with medical backgrounds.
Funding will be leveraged from multiple wealth management approaches to operate within the cost allocation model and allocated
funding, including but not limited to, cost-savings from phasing out of facility-based care, innovative venture capital funding, working capital &
profit-margin concessions from real estate deals, equity-based investments from banking relationships, asset-based lending, deferred forgivable
loans & credit-line facilities from mission-driven banking relationships and invoice factoring. Risk Pool Funding will be pursued as a last resort,
and if approved & used, a financial repayment term sheet will be added as supplement for the repayment of approved funds at a time agreed upon
in the future. This reinforces the financial accountability of the CBC contract to not overspend, and when it does, ensure deals are made to make
sure the taxpayers of the state of Florida are financially made whole again.
CTNF Executive Transition Team
Ian Rideaux, Global Chairman & CEO of CTNF. With over 25 years of experience working with hundreds of teens, youth and young
adults including those with traumatized backgrounds. He has served as a youth minister providing multi-level leadership in faith-based
organizations with thousands of members in Northern, Central & South Florida within an international faith-based organization spanning 171
countries.
With over 16 years of government public service across three (3) state agencies in Florida, he has developed the ability to navigate
complex governmental bureaucracies with a high rate of success. He has provided leadership & successfully managed a local Guardian ad Litem
Program with over 500 children involved in foster care court cases. His most recent work in 2019 included overseeing the Florida Department of
Revenue Child Support Program’s statewide pilot project in which his operational analysis identified inefficiencies that saved the agency $19M
over a 3 year period and a 15.9% increased collection rate increase per month per year. He was selected again in 2020 to oversee a second (2nd)
regional pilot project with statewide implications to conduct workflow analysis in order to inform statewide decision-making to reduce
inefficiencies in the inbound document processing which is still currently underway.
Mr. Rideaux has created the first in the nation, perhaps the globe, an innovative business model using for-profit incorporation as a capital
investment vehicle to secure multiple revenue streams within subsidiary or affiliate companies & organizations, to secure high-value capital with
ROI back to investors, secure diverse global leadership and secure a more transparent, accountable & outcome-based experience for his customers.
His first raise secured $34.6M from 5 investment partners in the private markets in Q3 2021 with a $10M 25 SFH acquisition deal on the table
pending a JVP with a 3rd party investor.
He has created an Investor Pipeline Document that serves as its own private global wealth market to finance projects at scale, long-term
and in perpetuity. Eliminating the need for constant grant writing, endless fundraising and insufficient revenues that runs rampant in our existing
nonprofit industry (starvation cycles) and CBC contracts. Holding to the truth that no young person in a housing crisis should be turned away when
asking adults for housing. Combining his government expertise and his ability to successfully help young people transition into young adulthood,
Mr. Rideaux is in a unique position to oversee a profitable CBC contract that maximizes government & private resources. Not all profits are equal.
Profits that produce social good are better.
Eva Horner, President of Child Welfare Solutions, LLC. An executive, entrepreneur, and advocate with nearly 30 years of experience
in child and family services. Over her career, she has served and led programs in school-based substance abuse prevention, child welfare, juvenile
justice, and mental health
In addition to leading Child Welfare Solutions, LLC, Eva provides expert counsel to social service and government agencies in the areas of
organizational development, policy, leadership, strategic planning, executive extension, and wellness. She brings nearly 20 years of executive-level
experience in developing organizations, staff, families, and systems through a trauma-informed lens, and she is passionate about motivating others
to be intentional and effective in helping children and families. Eva also serves as a volunteer board member for First Nature Ranch Foundation, a
non-profit created to build leadership capacity of at-risk youth and young adults through equine-centered programs. She also contributes to
wellness needs within her community by coordinating group exercise through her health and wellness company, YIN Wellness.
Eva did her undergraduate work in Family, Child and Consumer Sciences at Florida State University and her graduate work in Community
Mental Health Counseling at Rollins College in Winter Park, Florida. She has furthered her education in the healing arts by completing a 200-hour
yoga teacher training program, becoming certified in 2012, and is in the process of obtaining an advanced 500-hour certification. She also has
many years of experience and training in building resiliency within the workplace.
Susan Ripley, Child Welfare Solutions. Susan has worked in the child welfare field for more than 26 years including case management,
adoptions, foster home licensing and currently services as the Director of Foster Home Licensing for Heartland for Children, the Community
Based Care agency overseeing the child welfare network in Circuit 10. Susan’s unique approach to encouraging staff and streamlining processes
has resulted in continued growth in the Circuit 10 foster family network and is nationally recognized through the Quality Parenting Initiative as a
leader in engaging birth families and decreasing the time needed to move resource families through the home study and licensing process.
Susan earned her Bachelor’s degree from St. Leo University and her Master’s degree from the University of South Florida, and is currently
completing her LMHC licensure. Susan is also the Executive Director of Florida Adoption Studies LLC and served as the Executive Director of a
private adoption agency for more than 7 years. Susan’s expertise is often sought out by agencies across the nation in their desire to redesign their
processes and improve outcomes.
Rachel Smith, Child Welfare Solutions. Rachel brings 26 years of child welfare experience with more than 20 years in a leadership role.
She started her career with the Florida Department of Children and Families, where she was responsible for foster care, adoptions and protective
services. She transitioned to the private sector in 2001 when the State of Florida privatized child welfare services. Currently, Rachel has more than
11 years of experience serving in leadership positions with two community-based care lead agencies charged with managing complex child
welfare systems.
The programmatic experience she gained from working in these child welfare systems includes case management, adoption, foster care
licensing, residential group care, substance abuse treatment, behavioral health, domestic violence, prevention and diversion, independent living
and kinship care. Currently, Rachel is working in the behavioral health spectrum focused on building and repairing families to prevent child
welfare involvement.
Rachel prides herself on being a results oriented change maker. As an advocate, Rachel has successfully built relationships with
stakeholders and partners in order to tackle issues, improve performance and strengthen service delivery in order to improve systems and better
serve children and families in need.Rachel holds a bachelor’s degree in elementary education and a master’s degree in social work. She is current
in her Child Protection Professional certification from the Florida Certification Board and is also currently a Registered Clinical Social Work
Intern.
Michelle Ramirez, Child Welfare Solutions. Michelle received her bachelor’s degree in social work from Florida Atlantic University
and an advanced standing degree from the MSW program at Florida International University. With over 20 years of social work experience,
Michelle chose to concentrate her experience and training in child welfare. In Georgia and Florida, Michelle learned the ropes through direct care
case management positions and has spent more than half of her career in leadership roles. Through this experience, Michelle has learned to see
issues that pierce through generations within families and uses that insight to help case managers connect the dots, giving them a perspective they
lacked before. She has a unique capacity to hold chaos, as calm is achieved through breaking down big problems into chunks and knocking them
out one at a time. As an administrator, Michelle has learned the importance of relaying information succinctly without sacrificing necessary
content.
In addition to her child welfare experience, Michelle has experience in serving individuals and families through hospice, further
developing her expertise in healing with end-of-life experiences. Aiding the most vulnerable in their times of need will remain a privilege that has
been placed with us, and one which must not be taken lightly.
Robin Molan, Child Welfare Solutions. Robin has more than 16 years of experience, most of which was in child welfare. As the
Division Chief of Children’s Legal Services in Miami, Robin was able to see the value of effective case management first-hand. In addition, Robin
worked with Our Kids for six years developing their foster home network, nurse case management and placement services in addition to leading
other program operations and contract management. Understanding these pieces of the child welfare puzzle enables her to see cases from both a
micro and macro perspective. In addition, Robin is a mentor with Women of Tomorrow, further building her skills in developing people.
Malveria Cox Carter, Child Welfare Solutions. Malveria currently serves as Principal at Destiny Leadership Academy. She has 17
years of experience in child welfare, serving as Area Supervisor for Child Protective Services in Houston, TX; Child Protective Investigator in
Alachua County, FL; and Program Director for Devereux Advanced Behavioral Health in Florida’s Judicial Circuit 5. She earned a bachelor’s
degree in psychology and a master’s in business administration (human resource management).
She was certified as a Licensed Chemical Dependency Counselor in the state of Texas and has 14 years of experience in chemical
dependency counseling. Malveria also has specialized training and/or certification in Batterer’s Intervention, Solution Based Casework, Family
Group Decision Making, QPR (for suicide prevention), Nurturing Parenting, Parenting Journey, Family Finding and the Safe and Together model
(for domestic violence).She has a passion for engaging communities, strengthening families and protecting children.
Rashid Muhammad, Child Welfare Solutions. Rashid has over 17 years of leadership and supervisory experience, 15 years of which
has been in Florida child welfare. In addition, Rashid is a business owner, part of which involves him mentoring new business owners. Mentorship
is a skill natural to and developed by Rashid to help those he serves reach their fullest potential. This strength is highly effective in facilitating the
Supervisory Review process. Rashid has come back to child welfare through Child Welfare Solutions with a commitment to disrupt the status quo
and to help case management think more deeply about the information they have gathered or need to gather with emphasis on the impact this will
have on children and families.
Laura Rendon, Child Welfare Solutions. Laura was born and raised in Saginaw, MI, and graduated from Michigan State University. She
moved to Fort Lauderdale, FL, in 1995 and began working in child protection in 1998. She earned her master’s degree in human services with a
focus on child protection in 2015. Laura is a mom to a daughter who is scheduled to graduate from high school in 2021. In her free time, she
enjoys working out at the gym with her daughter, serving at their church, kayaking and paddleboarding, barbequing with friends and family, and
running outdoors.
Evelin Meltz, Child Welfare Solutions. Evelin has 30 years of experience in serving children and families through child welfare, juvenile
justice and substance abuse treatment systems. Her child welfare experience has occurred in both lead and provider agencies, giving her a unique
view of the work and expectations of how the work needs to be done. Through her consulting firm, Evelyn has focused on using her knowledge
and skills in facilitating organizational change by co-creating and refining strategies to effect positive outcomes.
MaryEtta Clarkson, Child Welfare Solutions. MaryEtta has almost 30 years of experience in serving at-risk populations. She has
extensive experience in family team conferencing, kinship and family finding programs as well as direct experience in leading and managing child
welfare case management programs. MaryEtta’s experience and passion drives deep case analysis, uncovering generational implications and
thoughtful, reflective discussions with case managers that impact the trajectory of case outcomes for children and families. MaryEtta’s heart is in
developing the next generation’s professional workforce.
Adriana Cardon, Child Welfare Solutions. Adriana has almost 20 years of experience in child welfare in Central Florida. As an
investigator and CPI Supervisor, Adriana has extensive experience in evaluating safety and teaching others to do so. Through her work with DCF’s
quality assurance team, Adriana was responsible for coaching and mentoring field-based investigators and case managers in addition to special
reviews and analysis of field work.
Darryl Johnson, ARDENT Protection LLC. Darryl is the visionary behind the ARDENT Protection brand. After years of watching
security providers over-sell and under-serve clients - all while underpaying and under-training their security staff - Darryl decided the only way to
make a difference was to actually make a difference. Darryl’s background includes: Security Management and Personal Protection operations,
Former certified Law Enforcement Officer, Military Veteran (US Army), Associate of Arts Degree in Biology, Professionally trained in Close
Protection, High-Threat Protection, Counter Terrorism and Security Management, 10+ years of experience making critical decisions in a variety of
high-stress, sensitive positions, Conducted complex Law Enforcement and Security Operations in high stakes environments & Corporate Event
consulting.
Darryl and his team of plain-clothes, peer-to-peer engagement approaches and de-escalation strategies will help older foster care youth
refusing placement or having difficulties adjusting to foster care manage their emotions to make appropriate life decisions for their best interest.
They will engage with our young people in crisis in a safe, youth-centered & trauma-informed security approach to help stabilize their housing
situation, rapidly rehouse them into transitional or permanent housing and exit them from our real estate portfolio into the mainstream housing
marketplace.
Michelle Martinson, MC Staffing Manager, Randstad US. Michelle has been working in the sales coaching/recruiting industry for over
18 years with the majority of her background is in direct customer/client relations. She prides a lot of her success on strong communication as well
as knowledge in the field in which she practices and strives to do better every day.
Michelle will coordinate the onboarding of well-qualified professionals to fill any human resource gap outside of specific child welfare
expertise such as data entry, clerical, executive assistance, office management, procurement officers, accountants, project managers, operations
analysts, mental health therapists for employees, transportation drivers, etc. These temporary employees will coordinate with existing staff to
fulfill duties necessary to smooth the transition from Eckerd to CTNF.
CBC Annual Budget Proposal for Circuit 6
Name of Organization:
Changing The Narratives Fund LLC
Revenue
DCF Revenue Sources:
DCF Contract Revenue *
$ 83,228,840
Total Revenue
$ 83,228,840
Expenditures
Expenses - (Include only expenses charged to DCF)
Lead Agency Costs:
Salaries & Wages
Payroll Taxes
Employee Benefits
Allocated Admin and Support Costs
Drug, Fingerprinting and Background Screening
Building Occupancy, Maintenance, Cleaning
Insurance
Professional and Consulting Services
Furniture/Equipment less than $5,000
Furniture/Equipment equal to or greater than $5,000
Computer Equipment, Software Purchases
Equipment Maintenance and Rental
Office Supplies, Postage, Printing
Telephone and Communication Services
Training and Conferences
Travel, Meals, Lodging
$ 10,504,429
$ 905,477
$ 1,742,836
$ 2,829,780
$ 174,457
$ 705,483
$ 411,624
$ 79,794
$ 6,693
$ 11,258
$ 213,889
$ 399,046
$ 529,975
$ 6,443
$ 95,403
$ 358,932
Bank Charges
Membership Dues and Fees
Advertising, Public Relations, Marketing
Indirect or Administrative Costs
$ 930
$ 3,556
$ 77,224
$ 517,186
Subcontracted Providers
Case Management
Prevention Services
Safety Management Services
Other Purchased Services
Residential Group Care
Children's Mental Health Wrap-Around **
$ 3,127,396
$ 2,065,346
$ 3,127,396
$ 1,248,942
$ 25,425,960
$ 647,125
Pass Throughs
Licensed Foster Home Payments
Annual & Initial Clothing Allowance
Maintenance Adoptions Subsidies & Nonrecurring **
Guardianship Assistance Payments **
IL PESS
$ 1,768,942
$ 520,000
$ 23,071,593
$ 170,310
$ 2,481,415
Total Expenses
$ 83,228,840
Gross Revenue
$ 83,228,840
Expenses
Net Income (loss)
* Estimated recurring budget
** Expenditures equal to specific allocation in recurring
budget
$ 83,228,840
$-