Creative writing

Competency Building (Budgeting)

Competency Building 8.1 (Budgeting)
For activity 8.1, complete the “line item budget” required for your program. You may want to adjust for the final project as you proceed with developing your program
8.1 FINANCES AT GRAND VIEW COMMUNITY CENTER Shortly after Leona took over at Grandview Community Center (GCC), she concludedthat she would need to pay significant attention to finances, from acquiring funds toclearly tracking and documenting expenditures. A contract with County BehavioralHealth Services funds the Counseling Services Program. In-home services are providedthrough a contract with the Public Child Welfare Agency to work with families at riskof child abuse or neglect. Donations and two local foundations fund the CommunityDevelopment Program. The Day Care Program receives federal child development fund-ing. Because their funding source program monitors had expressed concerns aboutthe agency’s fiscal controls and because funding had become increasingly tight, Leonaknow she would need to make some significant improvements to the agency’sfinancialmanagement systems. She arranged an external audit by a CPA who specialized in not-for-profit organizations. That audit would show where the agency’s accounting systemsneeded to be improved. While the audit was occurring, Leona worked with each pro-gram manager to make sure expenses were clearly planned for and within the programs’budgets. She also reviewed the status of current grants, contracts, and fund-raising plansto get a realistic picture of each program’s current and future revenues.GCC’s new Teen Transition and Treatment Program will be used here to illustratethe budgeting process. As was discussed in Chapter 3, this new program was based onan evidence-based best practice. This model required that all direct service staff haveclinical licenses, be certified (e.g., Certified Alcohol and Drug Counselor), or be work-ing toward licensure or certification. The objectives stated that the program wouldhave an ongoing caseload of 50 clients. Program staff decided that clinicians couldeach carry a caseload of 13 clients, so they budgeted four full-time clinicians to serve50 clients at a time. Using current costs in the agency’s existing programs as guide-lines, they determined costs for the line items in this new program. The final budgetcan be seen in Table 8.1.
JULY1, 2012,TO JUNE30, 2013.ADAPTED FROM BISHOP(2009).
Line Item
Program Director (1 FTE)
Licensed therapists (4 FTE @ $55,000/year) 220,000
Office Manager (1 FTE)
Personnel positions subtotal 310,000
Fringe benefits (20% of Personnel positions subtotal) 62,000
Personnel Total
$372,000 Non personnel
Program Supplies
Office Supplies
Office Furniture 3,880
Telephone 1,600
Printing $60
Postage 1,000
Software 2,000
Computers, other equipment 6,000
Rent @ $1,200/month 14,440
Evaluation Consultant
Local travel @ $0.50/mile x 400 miles/month 2,400
Nonpersonnel Total
Total (Personnel and Nonpersonnel) $406,940
Agency Indirect @ 10% of program costs 40,694
Competency-Building Activity 9.1 : Information Systems
Your hypothetical agency now has a logic model, goals and objectives, staff, and a budget. Now you can use all of these elements to develop an information system that will enable you to document program implementation and the accomplishment of objectives. You will also want to develop formats to document client demographics and keep track of the types and numbers of services provided as well as number of clients served. ( YOU CAN JUST STATE HOW YOU WILL KEEP TRACK OF THE SERVICES AND CLIENTS SERVED)
1. Describe your information system, giving particular attention to (a) how you will measure the accomplishment of objectives and (b) how you will document changes in the quality-of-life conditions experienced by clients.ommunity.
After staff had developed the program model and objectives and the budget for theTeen Transition and Treatment Program, the next step was to develop the data ele-ments and the information system that they could use to track program activities anddocument results.The key inputs that they would need to document are client demographics. For theirteen clients, this would include age, gender, race or ethnicity, living situation, and fam-ily members. They would also need to document the types, amounts, and frequenciesof the clients’current use of illegal drugs. Data on staff inputs would document thatstaff members had required licenses and certifications. Also, staff members from otheragencies including schools were included as inputs on the logic model. Contacts withoutside agency staff would be documented as part of the throughputs.The main throughputs (client activities) are scheduled weekly individual counselingsessions, group therapy sessions, and psycho-educational group therapy sessions. Out-puts are the number of sessions held, and service completions are defined as completing10 of the 12 sessions. The group sessions will cover topics including relapse prevention,life skills, self-esteem, family issues, recovery lifestyle, and recreation/leisure; so the infor-mation system would need to track sessions clients complete on each of those topics.A final output is the expectation that the program will maintain a minimum caseload of 50 clients.There are outcome objectives in four areas. The first area is a knowledge objective:skills competency on topics covered in group sessions will be documented by a scoreof 70 percent or higher on the skills competency post-test. The second and third areasare behavioral objectives. They focus on documenting the discontinued use of illicitdrugs twice through urine analysis: upon completion of the program, 80 percent ofclients will be drug-free (tested at 12 weeks); and 6 months after completion of theprogram, 60 percent of clients will still be clean of drugs.The fourth and ultimate outcome is the expectation that 80 percent of clients willincrease their quality of life, documented through decreased occurrence of internaliz-ing and externalizing behaviors and increased social competence. This outcome willbe measured by clients having a quality of life score at or above the midpoint of theModerate functioning levels for the 3 components of the Child and Adolescent Mea-surement System (CAMS).Now that staff knew what data elements they would need, they formed a taskforce to design the information system.