Budget

High School Conservation Crews Cost Estimates
October 1, 2012 through September 30, 2013

Program Options: Continental US	15 Day	21 Day	30 day	35 Day
Bravo (2 leaders, 6 members)	$20,095	$24,420	$30,325	$34,180
Charlie (2 leaders, 8 members)	$20,095	$24,420	$30,325	$34,180

Program Options: AK, HI, PR, USVI	15 Day	21 Day	30 day	35 Day
Bravo (2 leaders, 6 members)	$21,075	$25,505	$31,440	$35,345
Charlie (2 leaders, 8 members)	$21,075	$25,505	$31,440	$35,345

• All costs associated with fielding and supporting SCA Conservation Crews are shared between SCA and the host agency/organization.
• Costs presented above represent the host agency/organization's share of the cost and includes vehicle and fuel expenses for the entire program (arranged by SCA.) SCA will bill actual vehicle and fuel expenses at conclusion of program. The actual cost for fielding and supporting SCA Conservation Crews are higher, with SCA covering the additional cost. For further details on the SCA cost-share please contact SCA.

Conservation Internship Cost Estimates
October 1, 2012 - September 30, 2013

All Agencies/Organizations

Continental U.S.

Length of Service	Your Estimated Cost	Estimated Cost w/ SCA provided Worker's Comp
3 month (12 weeks)	$4,190	$4,445
6 month (26 weeks)	$13,690	$14,135
9 month (39 weeks)	$18,430	$19,065
12 month (52 weeks)	$23,165	$24,055

AK, HI, PR, USVI

Length of Service	Your Estimated Cost	Estimated Cost w/ SCA provided Worker's Comp
3 month (12 weeks)	$5,110	$5,365
6 month (26 weeks)	$14,200	$14,645
9 month (39 weeks)	$18,935	$19,575
12 month (52 weeks)	$23,675	$24,565

• All costs associated with fielding and supporting SCA Internships are shared between SCA and the host agency/organization. Costs presented above represent the host agency/organization's share of the cost. The actual cost for fielding and supporting SCA Conservation Interns are higher, with SCA covering the additional cost. For further details on the SCA cost-share please contact SCA.
• SCA carries out its activities under the terms of a cooperative agreement which has been (or will be) signed with your agency/organization. For most federal agencies (BIA, BLM, DoD, FWS, NPS, USFS, USGS) a comprehensive agreement covering all units, offices, facilities or installations already exists.
• For all agencies/organizations above, SCA will submit invoices based on actual costs incurred which may be less than or exceed the estimates listed. Final costs will reflect round-trip travel expenses, length of Internship and amount of living allowance.
• These estimates do not include any of the costs associated with Intern housing. Should you not have onsite housing available, SCA can manage intern rental payments based on your local housing market. SCA will bill you the actual housing costs (including utilities, etc.) plus an administrative fee. For further details please contact SCA at 603-543-1700 and ask to speak with a member of the Partner Services Team.
• Unless included in our National Cooperative Agreements with select Federal partners, SCA provides Worker's Compensation coverage and charges a monthly fee to partners. Estimated costs for SCA providing Worker's Compensation coverage are provided in the right hand column above. If you are uncertain as to whether your agency can/will provide Worker's Compensation, please contact SCA.

Revenue and Expenses Fiscal Year Ending March 31, 2012

Revenue

Contributions	$9,055,861
Government Grants	$0
Program Services	$25,024,258
Investments	$329,459
Special Events	$0
Sales	$0
Other	$136,288
Total Revenue:	$34,545,866

Expenses

Program Services	$29,552,708
Administration	$2,956,078
Fundraising	$2,108,860
Total Expenditures:	$34,617,646

Net Gain/Loss:

($71,780)

Balance Sheet Fiscal Year Ending March 31, 2012

Total Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Assets	April 1, 2011	March 31, 2012	Change
Cash & Equivalent	$306,026	$200,021	($106,005)
Accounts Receivable	$5,854,978	$5,992,906	$137,928
Pledges & Grants Receivable	$618,583	$1,101,044	$482,461
Receivable/Other	$0	$0	$0
Inventories for Sale or Use	$384,414	$299,863	($84,551)
Investment/Securities	$7,696,488	$7,671,037	($25,451)
Investment/Other	$0	$0	$0
Fixed Assets	$5,231,628	$5,730,018	$498,390
Other	$866,053	$762,469	($103,584)
Total Assets:	$20,958,170	$21,757,358	$799,188

Liabilities	April 1, 2011	March 31, 2012	Change
Accounts Payable	$2,366,447	$2,381,817	$15,370
Grants Payable	$0	$0	$0
Deferred Revenue	$81,800	$0	($81,800)
Loans and Notes	$4,196,768	$5,065,993	$869,225
Tax-Exempt Bond Liabilities	$2,400,000	$2,300,000	($100,000)
Other	$1,417,629	$1,619,451	$201,822
Total Liabilities:	$10,462,644	$11,367,261	$904,617

$10,495,526

$10,390,097

($105,429)