Lisa Sahulka Presentation - JWB FY 13:14 budget book

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 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

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

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

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

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

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.

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

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.

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.

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.

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 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.

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.

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.

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.

17
January – March
April – May
June – July
August – September
Interactive Budget Development Calendar
1 2 3 4
17a

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.

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

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

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

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 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.

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

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 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.

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.

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

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.

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%

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

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.

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 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

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

36
Human Services Budget by Revenue Source (continued)
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
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

37
Prevention of Child Abuse and Neglect
DIRECTIONS FOR MENTAL HEALTH
Children's Outpatient -mental health counseling 567,630 567,630 567,630
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

38
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
HIGH POINT
INTERCULTURALADVOCACY INSTITUTE
Hispanic Outreach Center 304,060 297,335 416,590
LEALMAN AND ASIAN
MARTIN LUTHER KING CENTER
SAFETY HARBOR
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.
Decrease for PAL; Increase for audit, Girl Scouts
programming transfer and a slight increase in benefits

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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

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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

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

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

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)

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.

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Waiver of General Conditions #2.D, 2.E, 2.F, 3, 6, 11, 19 and 23 applies to:
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.

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.
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.
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.

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.

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.

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
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.

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.”

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.

52
Early Childhood Consultation Services:
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).

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:
HighPoint - Neighborhood Family Center:
HighPoint - Neighborhood Family Center:
InterCultural Advocacy Institute - Hispanic Outreach Center:
Lealman/Asian - Neighborhood Family Center:

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
MLK Jr. - YDI Precious Pearls and Alpha Institute:
Language: NFCs- Provider is required to use the fiscal services provided through JWB's Administrative Services
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
PARC – Discovery Learning Center and Homebound:
Language: Wait List Maintenance-The Provider will enter and maintain applicant data in the JWB Waiting List
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.

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.

56
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.

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.

58
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.

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.
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.)

60
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.

61
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
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.

62
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
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
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.

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.

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.

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
Language: Targeted Case Management!The Provider shall perform Medicaid Targeted Case Management services in

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
Language: Targeted Case Management!The Provider shall perform Medicaid Targeted Case Management services in

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.

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.

69
Administration Budget Summary

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%

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

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.

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 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

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.

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

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.

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

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.

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

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

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.

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.

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.

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

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

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%

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.

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.

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.

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.

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.

Lisa Sahulka Presentation - JWB FY 13:14 budget book

Lisa Sahulka Presentation - JWB FY 13:14 budget book

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