CJSA1

vices delivered. For example, a community dental clinic has successfully won a contract with the county to pro‐ vide dental care to low-income children. The multipage document (the contract) signed by the agency and the county will spell out the details of the services to be de‐ livered. In this example, the contract states that the clinic is contracted to provide 100 units of �lling at $40 per unit, 10 units of crown at $500 per unit, and 100 units of cleaning at $50 per unit. The clinic bills the county in ar‐ rears (after the delivery of services) of service provided. If the clinic does not need �ve of the 10 units of crowns in the contract, they will most likely need to make a modi�‐ cation of the contract or risk losing this amount from the contract. In general, a contract requires a great deal of management to ensure that all services are delivered ap‐ propriately, services are billed and reimbursed appropri‐ ately, and timely changes are made to the contract to in‐ sure full use of the funds. (Find more on this topic in Chapter 10 under “Other Budgeting Issues.”)

In contrast, we could imagine that this same clinic has also received a grant from the CSM Foundation, a corpo‐ rate funder in the community. The terms of the corporate grant are that the agency will provide dental care to 100 low-income children. The grant does not quantify the type of care the children will receive, just that the funds will be used to serve 100 children. The agency will often receive the full amount of the grant at the beginning of

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