Budget/Finance. (a) The CITY Parks and Recreation Director shall prepare a proposed budget each year that identifies parks and recreation expenses for both CITY and Recreation District areas. That proposed budget shall be submitted to the CITY and COUNTY Managers no later than March 1 of each year, and thereafter to the governing bodies of the CITY and COUNTY no later than June 1st of each year, for inclusion in the City adopted budget, and for inclusion in the COUNTY adopted budget of an appropriation transferring the proceeds of the COUNTY recreation tax to the CITY.
(b) The COUNTY shall remit proceeds of the COUNTY recreation tax to the CITY at the same time and in the same manner that it remits to the CITY ad valorem property tax proceeds it collects for the CITY.
(c) The COUNTY shall pay the direct costs of Capital improvement projects built outside of the corporate limits of the CITY, including development and design costs, provided, however, that the CITY and the COUNTY may agree on joint funding of facilities in the Recreation District but which are near to the CITY’s municipal limits and likely to be used jointly by residents of the City and the County tax district. Likewise, the County and City may agree on joint funding of facilities in the City’s jurisdiction and likely to be used by residents of both the City and the County tax district.
Budget/Finance. The Food Bank of the Albemarle will provide an annual audit report and/or financial compilation report to the City prepared by a certified public accountant on or before March 31st of each year. The Food Bank of the Albemarle will provide an annual budget which will cover the programs that will be offered in the Center by July 1st of each year.
Budget/Finance. The Organization may accept or contract for grants; receive gifts and bequests; and, receive revenues from its operations and activities. The Board of Directors shall approve an annual budget forecasting the revenues and expenditures for the fiscal year in which that budget will be in effect. The Board of Directors may amend the budget. All books and records shall be open to inspection by any Party and the Washington State Auditor.
Budget/Finance. The Applicant will increase its estimated total revenue the first year in its six-year budget by $175,000 through inclusion of additional grants and/or contributions. The reason for this condition is to ensure that there is a complete, realistic, and viable start-up and five-year budget that aligns with the educational and organizational needs of the Charter School. The District, as the authorizing District, has an interest in ensuring that the Charter School will be able to sufficiently meet the educational needs of students that will attend the Charter School. The District also has an interest in ensuring the financial viability of the Charter School to protect the pupil’s, District’s and community’s interests. The $175,000 increase in estimated total revenue is based on a comparison of the total revenue of a similarly situated charter school located within the Salida School District R-32 (a comparison presented by the Applicant), and a comparison of total per pupil revenue for similarly situated school districts, i.e., those districts with 60-90 students. These comparisons provide substantial and compelling evidence of the actual total revenue needed for the Charter School to deliver the educational program and ancillary services described in the Application. The increase of $175,000 is a modest increase that will still place the Charter School with total revenues near, but below, the total revenues for the comparison school/districts.
Budget/Finance. The city manager must have a working knowledge of Oregon’s budget laws and be capable of creatively managing declining revenues and limited resources. The city manager must have the skills and knowledge to oversee the finances of the city’s utilities to assure the citizens can count on receiving these services for years to come. This will include knowledge of water and sewer rate structures, debt tools for enterprise funds, and systems development charges. Additionally, the city manager needs to understand the components of successful economic and business development, particularly working in concert with the other local stakeholders. A successful track record in grantsmanship is a huge plus for this position.
Budget/Finance. The Board assigns responsibility for all purchasing and procurement decisions to the Offsite Chief Financial Officer (CFO) and the Executive Director (ED). The acquisition of supplies, equipment, and services will be centralized, with coordination between the Chief Academic Officer (CAO) and the Chief Compliance Officer (CCO). The primary factors governing this responsibility for the quality, quantity, and type of procurement or purchase made are that all decisions fall within the approved budget and be consistent with the goals and programs of TFPPCS.
