HomeMy WebLinkAboutMINUTES - 12071993 - 2.1 i
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Resolution on December 7, 1993, by the following vote:
AYES: Supervisors Powers , Smith, Bishop, McPeak, Torlakson
NOES: None
ABSENT: None
ABSTAIN: None
Resolution No.93/7 2 5
Subject: Placement Diversion/Juvenile Hall Security Unit Proposals
Recommendations
1. ACKNOWLEDGE the social and fiscal benefits of family preservation and placement diversion and
APPROVE the Probation Department's Placement Diversion Proposal (Attachment 1), requiring the
establishment of the following positions, contingent upon the achievement of placement goals set forth in
Attachment 1:
Class Type Quantity Effective Date
Deputy Probation Officer 40/40 1 December 8, 1993
Group Counselor III 40/40 3 December 8, 1993
Deputy.Probation Officer 40/40 1 January 1, 1994
Probation Supervisor 1 40/40 1 March 1, 1994
.Deputy-P'obation Officer 40/40 1 June 1, 1994
2 AUTHORIZE establishment of an additional housing unit in the Juvenile Hall (cost analysis in Attachment
2)to be.utilized for high security risk juveniles detained at the Hall, requiring establishment of the following
positions:
Class Type Quantity Effective Date
Group Counselor III 20/40 1 January 1, 1994
Group Counselor III 32/40 3 January 1, 1994
Group Counselor III 40/40 7 January 1, 1994
Institutional Supervisor 1 40/40 1 January 1, 1994
3 DIRECT the County Administrator to work with the Probation and Social Service Departments to prepare
the necessary appropriation adjustments for Board consideration to effect the Placement Diversion and
.Juvenile Hall Security Unit proposals.
r 4. AUTHORIZE the expansion of the County-owned group home run by the Children's Home Society from
six to ten beds and the appropriation of$10,000 representing the County share of facility remodeling costs
to be financed through placement diversion savings.
Financial Impact
Approval of the Placement Diversion Proposal and the Juvenile Hall Security Unit will result in no impact to net
County cost. Fiscal year 1993-94 Implementation costs of approximately $258,000 for the Placement Diversion
proposal and $391,000 for the Security Unit proposal will be offset by expenditure savings from reductions in the
number of expensive private placements of court wards and additional Title IV-E revenues. These revenue
sources will be sufficient to fund both programs on an annualized basis.
Background
The Probation Department introduced a Placement Diversion proposal to the Board of Supervisors and the Juvenile
Court in May 1993 for consideration during budget deliberations. After submission and presentation, both the
Board and the Court favored further exploration of the proposal as a means of keeping juveniles with their families,
controlling Juvenile Hall population and avoiding the high cost of private placements. This report is in response
to direction from the Board to investigate this proposal.
Prior to realignment in 1991, the funding ratio for AFDC-FC was 95% State and Federal and 5% County for board
and care of children in foster care. After realignment, the county share was substantially increased, especially for
non-federally eligible children.
Resolution No. 93/725
Funds allocated for board and care costs under AFDC-FC are and have always been budgeted in the Social
Service Department even though wards of the court under the jurisdiction of the Probation Department who are
placed in foster care draw on this account. For example, the Social Service Department budget for FY 1993-94
includes $11,175,570 for foster care placements. Of this, it was anticipated that about $3.5 million would be
expended for Probation cases. While the number of Probation cases represent only 9% of all foster care children,
the Probation cases draw approximately 32% to the total dollars allocated. This is due to the fact that Probation
cases represent fewer federally eligible cases and that Probation cases are typically older and more difficult youth
and, thus, in need of more costly placements.
Probation proposed a shift in services to its cases which would reduce those placed and enrich services through
increased diversion and intensive supervision. It is projected that through this adjustment, cases in placement will
be reduced from 199 to 127 by June 30, 1994, saving about $745,000 in FY 1993-94. Approximately $190,000
of this savings is needed to enhance diversion services to ensure the savings, and the balance of$555,000 would
be available for other uses. The Probation Department commenced its enriched diversion efforts in July of 1993
and, as of November 1, 1993, the caseload has been reduced to 150. Placement diversion efforts through October
1993 have already resulted in over$200,000 in net savings. Further reductions in reliance on placement options
will require not only a sustained diversion effort, but increase effort and the allocation of additional staff. Cost
savings projections indicate that savings from reduced placements will more than offset the cost of the added staff
needed to make the proposal work.
In response to concerns expressed by local law enforcement regarding limited resources and capacity at the
Juvenile Hall, the Juvenile Court and Probation Department, through a series of meetings with local law
enforcement representatives, have identified the need to add a living unit to Juvenile Hall in order to accommodate
the County's need to appropriately detain delinquents in custody to protect the community and the welfare of
minors arrested. It is proposed that an existing empty living unit of 20 beds be operationalized effective January
1, 1994, increasing the capacity of the Juvenile Hall to 160 beds and providing a high security unit for detained
youth who are determined to be more prone to violence. Control of overcrowding the Hall at this new capacity will
be maintained by a revised Court-ordered population cap, which will be critical in maintaining the safety and
welfare of youth and staff at the Hall.
A study of the annual cost of a new 20-bed unit indicates that the unit will be feasible if savings from the
Placement Diversion proposal are applied to finance it. This financing source will enable the Probation
Department, through its own efforts, to increase capacity and improve management at the Hall with no further
impact to other already-depleted probation programs such as supervision. The cost of operating this new Juvenile
Hall unit is approximately $63,000 per month which can be met through realized and anticipated placement costs
savings as described earlier. In order to effect this proposal, position allocations for the new unit and additional
placement diversion staff are needed immediately. The additional positions will be funded through a transfer of
foster care placement savings from the Social Service Department to the Probation Department.
As a further means of enriching placement diversion and assisting in complying with the Juvenile Hall population
cap, the Probation Department has proposed that the capacity of the County-owned group home run by the
Children's Home Society (CHS) be expanded from six to ten beds. CHS has offered to seek needed licensing and
to share at 50% the cost of remodeling needed to expand the size of the facility and secure a ten-bed license.
It is estimated that the total one-time cost to do this will be $20,000. The Board is asked to authorize the
expansion and 50% of the cost or $10,000 to be paid by the County and funded through placement savings
realized in FY 1993-94.
Consequence of Negative Action
Absent enhancements to placement diversion efforts, placement savings will not be realized and will not be
available to finance increased capacity at the Juvenile Hall, placing the safety of the community and the welfare
of children in jeopardy.
I hereby certify that this is a true and correct copy of an
action taken and entered on the minutes of the Board of
Supervisors on the date shown:
ATTESTED: December 7, 1993
PHIL BATCHELOR, Clerk of the Board of Supervisors and
County
Administrator o
By Deputy
Contact: Julie Enea (510) 646-4855
cc: Personnel Department
Probation Department
Social Service Department
Juvenile Court
County Administrator
t
ATTACHMENT l
THE, PROBBT=03i DSPlkR2YMIEWX PZ.ACffi98RTP / DMVERS PROGRJm
B PROP4USAT- _ TO t
THE CONTRA COSTA COUN'I.'Y BOARD OF SUPERVISORS
THE HONORABLE LOIS HA2 GHT
THE COUNTY ADM=142STRATOR
THE D=RECTOR OF S OCTAL S ERV=C E S
BY
GERALD S _ BUCK
CH2EF PROBAT20N OFF=CER
CONTRA COSTA COUNTY
5/17/93
THE PROBATION DEPARTMENT PLACEMENT DIVERSION PROGRAM
INTRODUCTION
The diversion of children from unnecessary and expensive out-of-home
placement is a primary goal of the Probation Department.
Historically, the Probation Department has always provided services in
an attempt to protect the community and keep families intact..
Budget reductions since 1978 have forced a reduction of these services
to children and their families.
Contra Costa County Probation services have continued to erode since
the passage of Proposition 13. With the decline in local services, we
had an alarming increase in out-of-home placements . The increase was
in part a function of the AFDC-FC funding formula. Because the
AFDC-FC program was 5% County funded and 95% State funded, Counties
relied on private group home providers as a program of choice for
residential care, often at locations far from the child ' s family and
community. A lack of local Probation staff resources often forced
out-of-home placements because of this funding formula and high case
loads . Children were forced away from families and communities to
receive treatment services which were provided in their home community
previously.
In 1991, a State budget crisis , and a recognition that children and
family services were not being provided on a local level , led to
Realignment legislation. That Realignment legislation changed the
AFDC-FC funding formula. Counties now pay 60% ( 30% if Federally
Eligible) of the out-of-home placement costs and the State pays 40%
(20% if Federally eligible) . Counties receive sales tax revenue and
vehicle registration fees to pay for this added cost. Realignment
legislation was intended to save money and provide Counties with local
programming alternatives to expensive out-of-home placements . In
addition, changes in foster care rates contributed to escalating costs
for foster care.
RECENT HISTORY
The AFDC-FC program is administered locally by the Social Service
Department . Realignment revenues for foster care from the state are
paid into a Social Service Trust Fund. Board and Care costs are then
paid by the Social Service Department from that fund. At the
beginning of realignment, in the Spring of 1991 , the Probation
Department had 291 wards in placement. Using the realignment formula
for A.F.D.C. expenses , 291 wards represented a county cost of $5 . 47
million. Since realignment, the Probation Department has drastically
reduced the number of wards in out-of-home placement. The Probation
Department currently has 196 wards in out-of-home placement. To date,
the Probation Department' s efforts have resulted in County savings of
$2 . 02 million per year. The following factors have allowed the
Probation Department to accomplish these savings :
_ 2 _
1 . The efforts of a single Diversion Worker and a Probation Aide _
working as a Diversion Team with a limited caseload.
2 . Thorough screening to eliminate unnecessary placements .
3 . The development and use of the Sherman House Transition/
Reunification Program. This is a short-term, 90 day, group
home reunification program for six (6) wards .
4 . Utilization of Family Preservation services provided by the
Families First Program.
5 . Short-term residential Drug and Alcohol Treatment Programs with
intensive follow-up services .
6 . The cooperation of the Contra Costa County Juvenile Court.
The Probation Department is proud of the services we have provided and
the cost savings generated through our efforts . We have now reached a
plateau in the level of service and the cost savings with our current
staff . Three additional Diversion Teams consisting of a Probation
Officer and a Probation Aide will increase case management and family
services and further reduce costly placements . Savings are projected
to exceed costs .
GOALS/TARGETED POPULATION
On April 16 , 1993, the Probation Department completed an extensive
case review of the family dynamics of every ward in placement. After
an analysis of that case review, the Probation Department believes it
is a reasonable goal, attainable by June 30, 1994 , to reduce the
number of wards in out-of-home placement to 127 ( 97 in Group Homes and
30 in Foster Family Homes ) . This would save the County $1, 178 , 984 per
year. This savings would be in addition to the $2 . 02 million per year
already saved through Probation Department efforts . To reach this
goal of 127 wards in out-of-home placement, some of the savings will
need to be reinvested in enriched Probation Services .
The proposed Probation Program will target children who are acting out
and whose families have given up on them, and who would otherwise be
placed out of their homes . Usually the child is having trouble in
school because of truancy, fighting, substance abuse, or other
troublesome conduct. It is common that the youth in this targeted
population was either a victim of abuse or neglect in childhood. The
program will target those wards who have some family relationship to
work with, either a parent, a grandparent, a guardian, or a
responsible adult family member. The critical element is to identify
someone the child cares about and work on strengthening that bond.
- 3 -
PROPOSED PROGRAM
The proposed Probation Department Placement / Diversion Program will ;
require a budget transfer from the Social Services Department
Realignment trust fund to the Probation Department. The details of
that budget transfer and the associated county savings are discussed
below.
The transferred funds will be used to establish three diversion teams
consisting of a Deputy Probation Officer and a Probation Aide. The
initial Diversion Team would start on 7/31/93 . The second team would
be in operation on October 31, 1993 and the third on 1/31/94 .
Each team will build to a maximum caseload of 15 targeted wards and
provide intensive family services for a 90 day period. It is the
Probation Department goal to have each diversion team work with 60
targeted wards during a 12 month period. When fully operational, the
three diversion teams will be providing services to 180 of Contra
Costa County' s most troubled youth per year.
The primary goal of the Diversion Teams will be to provide case
management services that will eliminate the need for costly out of
home placement. In those situations when out-of-home placement is
necessary, it will be the goal of the Diversion Team to shorten the
period of placement by providing reunification services followed by
intensive case management services . Specific examples of intensive
case management services are as follows :
1 . Develop service plans that will eliminate the need for
out-of-home placement.
2 . Work with parents and others to develop plans for short term
placements and early reunification.
3 . Supervise school attendance and compliance with orders of the
Juvenile Court.
4 . Assist the minor in obtaining Special Education and other
services when indicated.
5 . Develop family goals, written family contracts, and provide
routine supervisory activities .
6 . Contact other care agencies to coordinate the delivery of family
centered services .
7 . Assist the family in arranging for medical services .
8 . Provide liaison with medical providers in the development of
comprehensive family health plans .
4 -
9 . Conference with Diversion Supervisor and complete paperwork which
contributes to the above services .
10 . Arrange and provide transportation to medical care .
11 . Provide liaison with the Family First Program.
The Diversion Teams will be assigned on a regional basis to provide
services to the three distinct geographical areas of the County.
The Diversion Teams will be supported and assisted by a Resource
.Specialist. This position will come on line on 1/31/94 . The goal of
the Resource Specialist will be to locate, develop, and match targeted
wards and families with community outpatient services . An ' immediate
goal will be the development of out-patient substance abuse counseling
for wards . The Resource Specialist will liaison with other County
agencies to develop a credible day treatment program incorporating
education, mental health, probation, and substance abuse services .
The Diversion Teams will also be supported by a Short Term Placement
Specialist. This position will come on line on 6/1/94 and will be
responsible for the development of a cadre of foster families to be
used to transition wards from long term treatment programs . This
position will provide intensive family services to those wards in our
short term residential substance abuse program and in our short term
residential reunification program. This position will assist local
group home providers toward the development of shorter term programs
with reunification/transition services similar to Sherman House .
For those wards and families in need of financial assistance in
obtaining services not otherwise available to them, a fund will be
provided to purchase services . Expenditures from the fund will be
recommended by the Diversion/Resource Deputy and authorized by the
Diversion Unit Probation Supervisor I . The purpose of this effort is
to avoid costly out-of-home placement solely to provide needed
treatment services .
Finally, the Diversion teams - would be supported by a second Probation
Supervisor. This position would come on line on 3/1/94 and would
assure leadership and guidance of the objectives in this cost
reduction plan and the additional staff assigned.
This shift toward placement diversion and in-home community based
services will require the addition of 8 Probation staff over the next
year. As indicated above, those additional staff will be funded
through savings generated by out-of-home placement reductions and the
transfer of those savings from the Social Service Trust Fund to the
Probation Department Budget. A staffing matrix for the Proposed
Probation Department Placement/Diversion units is attached (Attachment
"All )
5 -
BUDGET ISSUES
1,` is recognized that a goal . to minimize cost by reducing the number
of wards in long-term group homes cannot be reached without systemic
changes and supplements to exiting Probation Department resources .
The Probation wards now in out-of-home placement have high service
needs and cannot be maintained in their own homes without additional
supportive services .
The Probation Department has established progressive goals in creating
new services for troubled families and for saving scarce county
dollars during the coming 15 month period. While a share of these
projected savings will have to be used to address the County Budget
Deficit, it is recognized that some of the savings must be' applied to
enriched services in order to reach our goals . A matrix for the
Probation Department ' s Progressive Cost Savings Plan is attached
(Attachment "B" ) .
This proposal has been presented to the Juvenile Court Judge and
Referees and they have endorsed its concepts and goals .
SUMMARY
We are ready to implement this plan as soon as the details of a budget
transfer can be completed. This is a plan where everyone wins . Much
needed community family services for Probation Wards can finally be
provided as was envisioned by realignment and scarce County dollars
can be saved.
JB:ds
Attachments
cc : Joe Davis
Placement Staff
Paul Zaro
Larry Leal
Tim Ward
P����NME�1 A
.� --
7` � � `` i
�� C
{; �'
C`t t�
' � �, P
�' G
�, Y
r
1'-.{ �'
�\ C �
t
�, C' �
v� ` �
� ,
< ,
�` ..
Q � � r
w
�,
�., 1 . ,
��
'i
�� � � ,
G J J � ,�
•�.+ .-
_. r. t ."
i
,-t "
�i i
G: � �`�,i � ..
_ � �
� -` �
�'
r
Y
.- L G
";
' J (.
L t
.. � � .- �
... �, ...
Ic IN n of c H I I Hl lli ItIV I t5
n O
rn
I r, ,
c (� Vi ^
rr v`r
�=-
1 G
Ocl
K ,
oicr c
co
G �*
C
✓r
O` C n I C ` O
Cil <
c ncr m
—
n
7 I ,
�1 I
r I
i
< r ^ ^
�i
-
I
•• �. L'1 I r. n
r.
� — C.I U — J — V.• — L •-`i �
\
ATTACHMENT 2
Probation Department Contra Gerald S. Buck
County Probation Officer
Juvenile Hall Costa
Glacier Drive
Ma County
o f U'nut` ,
Martinez,California 94553 Y
(510)646-4800
FAX(510)646-4854
To: Gerald S. Buck 's- A', Date 10/22/93
County Probation Officer
From: David Grossi Subject: Cost Estimate for a
jerintendent 20 Bed Serious Offender
Unit.
This cost estimate is for a 20 bed Serious Offender Unit housed in
the currently vacant Tamalpais living unit. It is being submitted
with the following qualifications :
-Staffing costs reflect a staff level consistent with the
operation of a Serious Offender Unit. Namely 3 Group
Counselors on the 7-3 shifts, 3 Group Counselors on the 3-11
shifts, one Group Counselor on the 11-7 graveyard shifts and
1 Institutional Supervisor I to provide direct supervision for
the unit.
-Four categories of expenses are put forth. Staffing and
personnel related expenses, utilities, services and supplies,
and food service.
-No additional staff expenses for support services ( i .e. ,
nursing, custodial, etc) were calculated even though
increasing these services may become necessary in the future.
The following cost estimates are expressed as yearly and monthly
amounts as well as start up costs if applicable.
Staffing Costs
Yearly Monthly
TOTAL* $ 682,265 $ 56 ,855
(Please see attached document entitled "Staffing Costs for 20 Bed
Serious Offender Unit" and Attachment A. )
Utilities
Yearly Monthly
TOTAL $ 19,716 $ 1,643
(Please .see Attachment B)
Services and Supplies
Yearly MonthlyStartLp
TOTAL $ 11,040 $ 920 $ 2,760
(Please see Attachment C)
4
Food Service
Yearly Monthly
TOTAL $ 42,476 $ 3,540 $ 10,500
(Please see Attachment D)
GRAND TOTAL Yearly Monthly
$755,496 $ 62,958 $ 13,260
DG:ch
cc: Bill Thomas
Tim Ward
Attachments
CH-013.wp
STAFFING COSTS FOR 20 BED SERIOUS OFFENDER UNIT*
YEARLY COST MORIB ,Y COST
1 Institutional Supervisor I $61,361 $5, 113
i
10 Group Counselor III 's 527 ,050 43,921
Temporary Coverage for
Group Counselor Vacations 16,572 1, 396
f( Temporary Coverage for
Group Counselor Training 4 ,467 372
J J
Temporary Coverage for
Group Counselor _ Sick Leave 6/ 701 558
N Shift Differential for
Temporary Group Counselor 810 67
Lead Counselor Differential
for Permanent Group Counselors 8, 122 677
Permanent overtime for
Meetings, Emergiencies/
Extra Coverage 20,292 1, 691
Temporary overtime for
Emergency/Extra Coverage 4 , 020 335
Holiday overtime pay 32,690 2,724
TOTALS $682,265 $56 ,855
*Please see Attachment A for explanation of totals .
ATTACHMENT A
Staffing Cost Explanation
r
Cost of Institutional Supervisor I Yearly Monthly
Base Pay $44,952 $3,746
Mgmt. Incentive 1, 124 94
Shift Differential 900 75
Benefits 14 , 385 1, 199
TOTAL $61,361 $5, 113
Cost of Group Counselor III
Base Pay $39 ,084 $3,257
Shift Differential 1, 114 93
Benefits 12 ,507 1, 042
TOTAL $52,705 $4 , 392
Average Temporary Group Counselor Pay: $13 . 96 per hour.
Group Counselor Vacation Replacement Costs
10 Group Counselor X 3 weeks per year vacation = 1 ,200 hours
of replacement by temporary personnel .
1,200 hours
X 13 . 96 per hour
TOTAL $16 , 752 yearly
TOTAL $ 1, 396 monthly
Group Counselor Training Replacement Costs
10 Group Counselors X 32 hours per year =
320 hours of replacement by temporary personnel .
320 hours
X 13 . 96 per hour
TOTAL $4 ,467 yearly
TOTAL $ 372 monthly
Group Counselor Sick Leave Replacement Costs
10 Group Counselors X 48 hours ( 1/2 of accrual) per year =
480 hours of replacement by temporary personnel.
480 hours
X 13 . 96 per hour
TOTAL $6,701 yearly
TOTAL $ 556 monthly
Shift Differential for Temporary 'Group Counselors
TOTAL $ 824 yearly
TOTAL 67 monthly
Lead counselor Differential for Permanent Group Counselros
$11.28 per shift X 60 shifts per month = $677 per month.
TOTAL $8, 122 yearly
TOTAL 677 monthly
Permanent Overtime for Meetings/Emergency/Extra Coverage
Staff Meetings = 2 hours per month X 10 employes plus
total of 40 hours per month extra coverage = 60 hours
of overtime per month X 28. 19 per hour = 1,691 per month.
TOTAL $20,292 yearly
TOTAL 1, 691 monthly
Temporary Overtime for Emergency/Extra Coverage
16 hours per month X 20 . 94 per hour = 335 per month
TOTAL $ 4 , 020 yearly
TOTAL 335 monthly
Holiday Overtime Pay
One ISI = 8 hours X 32 .42 per hour = 259 per day X 13
holidays per year = 3, 372 per year.
One Group Counselor = 8 hors X 28 . 19 per hour = 226 per day
X 13 holidays = 2 , 932 per year X 10 total Group Counselors =
29 , 318 per year.
TOTAL $32, 690 yearly
TOTAL 2,724 monthly
DG:ch
ch-012.wp
ATTACHMENT B
UTILITY COSTS
Current average utility costs for Juvenile Hall = $16 ,434 per
month. A 10% increase would be expected to equal $1, 643 per
month.
Yearly Monthly
TOTAL $ 19,716 $ 1,643
e
S U P P L I E S T O O P E N T A M v
ITEM COST CS,EA,DZ,PR ISSUED AMT. TOTAL COST
T-SHIRTS 42 . 00/DZ 4 DZ 168 . 00
UNDERWARE 16 .00/DZ 4 DZ 64 .00
SWEATSHIRTS 96 .00/DZ 4 DZ 384 . 00
SOCKS 8. 00/DZ 4. DZ 32 .00
SHEETS 66 . 00/DZ 4 DZ 264 .00
PILLOW CASES 10. 00/DZ 4 DZ 40 . 00
PILLOWS 5 . 00/EA 24 EA 124 . 00
BEDSPREADS 14 . 00/EA 30 EA 420. 00
BLANKETS 10 . 00/EA 30 EA 300 .00
PANTS 5 . 00/PR 36 PR 180 . 00
SHORTS 4 . 00/PR 36 PR 144 . 00
TENNIS SHOES 16 . 00/PR 20 PR 320 . 00
COMBS . 02/EA 50 EA 1 . 00
DEODORANT 41 . 04/CS 1 DZ 24 . 00
PICKS . 72/DZ 2 DZ 1 . 00
BRUSHES .46/EA 2 DZ 11. 00
TOOTH BRUSHES . 06/EA 6 DZ 4 . 00
TOOTH PASTE 31 . 90/CS 1 CS 32 . 00
TOOTH BRUSH CAPS 21 .44/GR 1 CS 21 . 00
ALBOLENE CREME 55 .66/CS 6 EA 28 . 00
BEGAMOT 15 . 60/CS 6 EA 8 . 00
BAR SOAP 43 .40/CS 1 CS 43. 00
PAPER PLATES 27 .90/CS 1 CS 28 . 00
PAPER BOWLS 35 .44/CS 1 CS 35 . 00
PAPER CUPS 7 OZ 39 .45/CS 1 CS 39 .00 .
TOILET PAPER 21. 99/CS 1 CS 22 .00
PAPER TOWELS 11.25/CS 2 CS 23. 00
GRAND TOTAL 2,760 . 00
6{V13
ATTACHMENT D
Population of 130
Serving three meals per day X 3
Total Number of Meals per day = 390
Total Number of Meals per day 390
Thirty days per month X30
Meals Served per month = 11,700
Budget of $20,000.00 Per Month
Divided by 11,700 Meals = 1 . 709 or $1 . 71 per meal
$1 . 71 per meal X 3 meals per day = $5 . 13 per day per
person.
Twenty additional person (20) ' served 3 meals @ $5 . 13
would = $102 . 60 per day,
Thirty days X $102 . 60 = $3078 . 00
Based on these figures it would cost an additional
$3078 . 00 per month to feed twenty additional persons .
Plus 3 staff persons at $5 . 13 per day, thirty days X
CI �b $15 . 39 per day = $461 . 70 per month.
Purchase of Food Service Delivery equipment ( food carts,
etc. ) _ $10,500 .
CH-015.wp
CONTRA COSTA COUNTY
CLERK OF THE BOARD
TO: Julie Enea DATE: December 15, 1993
.FROM: Jeanne Maglio
SUBJECT: Resolution 93/725 on Probation Dept. Positions
Attached for your files is a copy of Resolution No. 93/725 which
I believe is all that is required for the Personnel Department to
make ,the necessary position adjustments. It is for this reason I
am returning the original P300s to you.
Please call me (6-2376) if further work is required on this
resolution.
jm
Attachment
cc: Personnel