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HomeMy WebLinkAboutMINUTES - 07111989 - IO.2 I.O. 2 TO:. Board of Supervisors FROM: INTERNAL OPERATIONS COMMITTEE DATE: June 26, 1989 SrA covKrt; SUBJECT: STATUS REPORT ON THE IMPLEMENTATION OF A SICK AND EMERGENCY CHILD CARE PROGRAM FOR COUNTY EMPLOYEES Specific Request(s) or Recommendations(s) & Background & Justification RECOMMENDATIONS: 1. Approve the attached report from the Director of Personnel in concept and authorize the Director of Personnel to proceed with Phase III as outlined in his report, subject to the Board's providing financing in the 1989-90 County Budget. 2. Request the County Administrator to review the budget figures contained in the Director of Personnel's report, refine them as may be appropriate and report his recommendations to the Budget Committee for consideration as a part of the hearings on the 1989-90 County Budget. 3. If funding is provided in the 1989-90 County Budget to implement the sick and emergency child care program, agree to use the County's savings in FICA taxes from the implementation of the Dependent Care Assistance Program to finance the necessary one-time startup costs. 4. If funding is provided in the 1989-90 County Budget to implement the sick and emergency child care program,agree to subsidize the hourly rate for the child care aides plus paying travel of$2.00 per day for the aide, based on a sliding scale which would provide an increasing subsidy depending on the family income of the employee. The County subsidy should provide for a minimum subsidy of 0% and a maximum subsidy of 50% of the hourly rate,plus travel,with the exception that a higher subsidy may be paid to those employees who have been hired as a result of the Career Development Program or similar outreach efforts designed to recruit unemployed and low-income residents of the County into County employment. Continued on attachment: YES Signature: Recommendation of County Administrator Recommendation of Board Committee Appr Other: Signature(s): T M POWERS SUNNE WRIGHT MC PEAK Action of Board on: July 11, •1989. Approved as Recommended x Other Vote of Supervisors I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN x Unanimous (Absent - ) AND ENTERED ON THE MINUTES OF THE Ayes: Noes: BOARD OF SUPERVISORS ON DATE SHOWN. Absent: Abstain: Attested cc: County Administrator Phil atc elor, Cleric of the Board Director of Personnel County Counsel of Supervisors and County Administrator Kerry Harms-Taylor � G� Assistant Administrator-Finance By , Deputy Clerk 5. If funding is provided in the 1989-90 County Budget to implement the sick and emergency child care program, request the Director of Personnel and County Administrator to forward to the Board of Supervisors the necessary documents to establish the classification for the child care aides, establish a salary for the aides of between $5.50 and $6.00 per hour and create up to 15 such positions. 6. Remove this item as a referral to our Committee. BACKGROUND: On December 13, 1988 the Board of Supervisors referred to our Committee the development of a sick child care program for County employees. A status report was made to the Board by our Committee on March 7, 1989 at which time the Board of Supervisors authorized the Director of Personnel to proceed with the development of a detailed sick and emergency child care program. That program has now been developed and was reviewed by our Committee on June 26, 1989. A copy of that report is attached. The goal of the program would be the development of a pool of screened, trained child care aides who work on an on-call basis as contractors, The child care aide would be dispatched to the home of an employee inneed of emergency child care.Compensation forthe aide includes an hourly salary plus a$2.00 per day travel expense fee. In addition,the Contra Costa Health Plan would be provided to the aides by the County. The program includes extensive screening of candidates for positions as aides, considerable training and a system which provides an advice nurse to assist the aide. The Director of Personnel's reportoutlines inconsiderable detail the manner in which the program would operate and so we will not repeat all of that detail here. We have asked the Director of Personnel to summarize for us some typical sliding scales which are used by other child care programs. We believe that the County needs to subsidize a portion of the hourly wage for the child care aide where the employee's salary justifies such a subsidy. On the other hand,we do not believe the County should subsidize the aide's wages for higher income employees. The precise outlines of such a sliding scale will be presented to the Board as soon as we have had an opportunity to review them. CLVM:eh io-2bo - 2 - Contra Personnel Department Costa Administration Bldg. 651 Pine Street County Martinez, California 94553-1292 DATE: June 22, 19"J" Nr' TO: Internal Operations Committee 2( FROM: Harry D. Cisterman, Director of Personne`1� SUBJECT: In-Home Emergency Child Care Program At the February 27, 1989 Internal Operations Committee meeting, the Personnel Department presented a preliminary proposal for an in-home emergency child care program for use by County employees who needed care on an emergency basis due to a child being ill or in cases where the normal provider is not available. The Internal Operations Committee approved of the program's concept and requested that we proceed into Phase II of development. In Phase II, we were to develop more specific program details, develop a more complete cost analysis and explore various other areas of concern presented by the Internal Operations Committee. The following is a status report of our progress in these areas. I . BACKGROUND Previous research into the feasibility of the County providing daily child care services to County employees uncovered the concern of parents regarding child care for ill children. In view of this concern, the Internal Operations Committee requested Personnel staff to investigate the feasibility of providing sick child care services. The alternatives for providing such a service were to form a contract with an existing sick care provider or use existing County staff and classifications. In light of cost considerations, both of these alternatives were discarded. Personnel staff was directed to explore other means of delivering such a service. Consequently, contact was made with Tucson Association for Child Care (TACC) . TACC .is operating a successful in-home sick child care program, and it was envisioned that with modifications and enhancements the elements of this program could be adopted by the County. Since February 27, 1989, we have established communications with several County departments whose assistance is n'e'eded to operate an in-home emergency child care program. These departments include the Health Services Department, Sheriff's Department, Social Service and Community Service. We have worked toward developing more specific program details. This includes the development of specific criteria for who is eligible to use the program and under what conditions, and development of policies and operating procedures. In addition, we have developed a more complete cost analysis. This includes further investigation of the salary initially proposed for the child care aide and further exploration of the level of staffing required to operate the program. Internal Operations Committee Page 2 June 22, 1989 II. RECOMMENDATIONS With the approval of the Board, we will move into Phase III of the in-home emergency child care program. In Phase III, we will finalize all of the program details with an expected date of implementation occurring in early January 1.989': Personnel staff is optimistic about the workability of this program within the County organizational structure. Nonetheless, as is the case with any new 'program that engages innovative concepts, the level of uncertainty surrounding the success rate of the program is significant. Therefore, the program should be considered only as a one year pilot program. Implementation will be marked by the establishment of a pool of available child care aides. We propose beginning the program with the hiring of fifteen aides. We will adjust this number as we know more about usage levels. Personnel staff requests that the Board consider the proposed budget with a view toward appropriating the required funding in the near future. III. INTRODUCTION In our previous report, we outlined a preliminary proposal of an in-home emergency child care program. In that report, the concept of sick child care was expanded to include services to children when the regular day care provider is not available. To summarize, the program would operate under the direction of the Personnel Department with the assistance of staff from other County departments. The goal of the program would be the development of a pool of screened, trained child care aides who work on an on-call basis as contractors. The child care aide would be dispatched to the home of an employee in need of emergency child care. The program included five basic elements. The elements are the child care aide, background investigation, training, dispatch and program support staff. Compensation for the aide included an hourly salary plus a $2.00 per day travel expense fee to be paid by the employee using the service. In addition, the Contra Costa County Health Plan would be provided to the aides by the County. The organization of this report has three sections. In order of occurrence, they are the. Program Design Phase,; Implementation Phase and a section that discusses the many issues associated with making this program a working part of the County. In outlining the details of the program design phase, the impacted departments will be discussed in terms of what has been accomplished and what remains to be done. In outlining the implementation phase, we will show how all the elements of the program interact. This will include highlighting the procedures involved in getting the aide into the home, what happens during the course of an aide's service day and how the program support staff functions to assist in ensuring the safe care of the child. In. this section, we will also highlight the policies that govern the operation off the program. Topics covered in the last section include marketing strategies, salary of the child care aides and costs to the parent for use of the service. Additionally, the cost analysis is covered in this section. Internal Operations Committee Page 3 June 22, 1989 IV. PROGRAM DESIGN PHASE We have been in discussion with all departments that have been identified as being impacted by the in-home emergency child care program. This includes the Health Services Department, the Sheriff's Department, Community Service and Social Service. Each department has expressed enthusiasm over the concept and elements involved in the program, and have indicated a willingness to put forth the effort required to make it operational . The departments are, however, concerned about the cost of the program relative to the expenditure of staff time in both the program design phase and the implementation phase. The departments have indicated that they will donate staff time during the one year pilot program. Cost considerations in the program design phase needs to be addressed. This is particularly important in the design phase, for the largest outlay of staff time is required at this point. The level of involvement varies among the departments in this phase with the departments charged with training being hit the hardest. A. Training Training is one of the most important elements of the in-home emergency child care program. The primary task of other County departments in the design phase is the development of training content. This includes determining the focus, scope and depth of topic areas. The departments involved with training have made an initial review of the proposed topic areas. From this review, it is foreseen that a curriculum of two weeks should be sufficient time to cover all topic areas. Each department involved in training has indicated that training in their areas can be accomplished in 32 hours of classroom instructions. Areas of training include basic medical care, social and psychological development of children plus training designed to orient the aide to the overall operation of the program. In addition, presentations that will increase the aides' awareness of child abuse problems and knowledge of cultural differences are planned. After reviewing possible areas of training, . the following topics have been recommended by each department. 1. Health Services Department: - Care of children with temperatures - Vomiting, Dehydration and Diarrhea - Respiratory Illnesses - First Aid - CPR - Quick Health Check Assessment 2. Community Services - Head Start: The Social Service Department was originally identified as the training resour..ce for most of the following areas. During the course of our discussions,.. we found that these topic areas could best be handled by the Community Services Department. Internal Operations Committee Page 4 June 22, 1989 - Childhood Development - Behavioral Management - Communications - Developing Rapport with Children - Nutrition - Children with Special Needs - Activities 3. Personnel Department: In addition to overseeing the entire operation of the program, the Personnel Department will participate in the training process. - Orientation and Intrdduction - Operations of Program - Description and Use of Forms - How to Plan and -Implement A Day - Ethics and Responsibilities of Aide As stated earlier, the expenditure of staff time by other departments is heaviest in the program design phase, and particularly in the training area. It is anticipated that every hour of training time will require three hours of preparation. In view of this, it would take each of the training departments approximately two and one-half weeks at 40 hours of work per week to develop a lesson plan covering the recommended training curriculum. It is anticipated that training will be conducted twice a year, so staff training involvement will be limited in the implementation phase. In addition to the aide attending the training program, the dispatcher and Personnel program support staff will attend the medical related training. This is necessary to provide some basis for making a determination of the appropriateness of the type of care this program will provide relative to a child's illness. B. Development of Operating Procedures In addition to training, the assistance of other departments is needed in other areas. The departments being affected in other areas include the Sheriff's Department and the Health Services Department. 1. Sheriff's Department: The Sheriff's Department is assisting the Personnel Department in developing an, appropriate and comprehensive background investigation plan. The investigations that will be performed include fingerprinting which will reveal any criminal convictions at the state and federal levels, and sending letters of inquiry to police departments where the child care candidate has indicated - as places of past and present residences. This will allow us to learn if the candidate has been involved in criminal activities that adversely affect children. In addition, previous employment references will be checked and contact will be made with three personal references who have observed the candidate interacting with children. 2. Health Services Department: In addition to training, the assistance of an advice nurse is needed in the day-to-day operations of the program. The advice nurse will be needed during the hours of 6:00 a.m. to 9:00 p.m. The County currently has screening and/or advice nurses who work in three Internal Operations Committee Page 5 June 22, 1989 different capacities. The screening/advice nurses are located in the various health clinics throughout the County, within the operations of the Contra Costa County Health Plan and in the emergency unit of Merrithew Hospital . In order to coordinate the services of an advice nurse from either of these areas, we will work further with representatives of Health Services on this area. Details of all the tasks required to move from the Program Design Phase into implementation are included in Appendix A. V. IMPLEMENTATION PHASE A. Program Elements In the implementation phase of the in-home emergency child care program, various elements interact to ensure a safe and high-quality program. There are five elements in the program. Included are child care aide, background investigation, training, dispatch and program support staff. There are four stages involved before an assignment of an aide can be made to the availability pool . These stages are recruitment, interview, background investigation and training. With this in mind, the elements of the program, operating procedures and polices will be outlined. 1. Child Care Aide: In the previous section on impacted departments, we explained the details of the training and background investigation. Other provisions that will ensure a well-qualified aide include the participation of potential parent-users in the interview process; equipping the aide with a kit that contains basic medical , arts and crafts, cleaning and miscellaneous supplies; smock uniform with County emblem and picture I.D. In addition, a medical examination that includes a TB test will be required. 2. Dispatcher: Dispatching will be handled with the aide of a telephone system that has a three-way calling enhancement and an answering machine. The dispatching function will be handled by a dispatcher who works from their home and by Personnel staff. A telephone line will be set-up in the home of the dispatcher along with the answering machine. Also, a separate telephone line will be required in the Personnel Department. 3. Program Support Staff: The program support staff includes advice nurse, clerical support and program administrator. The program support staff will support the dispatcher and child care aide. The clerk and program administrator will participate in the medical training as a part of their functions will involve dispatching. B. Program Operating Hours During the pilot stage of implementation, service to children will be provided between hours of 6:30 a.m. and 7:00 p.m. These hours will allow access to the service by employees working typical work hours of 8:00 a.m. to 5:00 p.m. and employees on 9/80 and 4/10 work schedules. Internal Operations Committee Page 6 June 22, 1989 There will be twenty-four hour telephone access to request the services of an aide. When the parent-employee calls to request service, he/she will speak with either the program support staff working in the Personnel Department, the dispatcher or a message can be left on an answering machine and a return call will be made to the parent. The telephone answering hours will be handled as follows: Personnel Department: 8:00 a.m. to 5:00 p.m. Dispatcher: 7:00 p.m. to 9:00 p.m. 6:00 a.m. to 8:00 a.m. Answering Machine: 5:00 p.m. to 7:00 p.m. 9:00 p.m. to 6:00 a.m. C. Day-to-Day Operations Dispatcher: It is anticipated that most of the dispatching will be handled by the dispatcher. . Typically, a parent becomes aware that a child is ill or that the normal child care provider will not be available during the early morning or early evening. These are the hours that the parent is either preparing to leave for work or has recently returned from work. When the dispatcher receives the call from the parent or in returning a call from a message left on the answering machine, he/she will make an assessment of the child's illness if the request is for service to an ill child. If based on the information received from the parent the dispatcher determines the illness falls within the guidelines of the program's definition of a moderately ill child, an aide will be assigned to care for the child from a list containing available aides. If the illness being described by the parent needs further evaluation, the dispatcher will initiate 'a three-way conference call with the parent and the advice nurse. The advice nurse will assist the dispatcher in making a determination of the appropriateness. of this service relative to the child's illness. o The dispatcher will make a report,:to the Personnel staff each morning on the location of dispatched aides, nature. of service (ill child or other emergency) , and provide the child and parent's name. Advice Nurse: The advice nurse will function as support to the dispatcher, child care aide and Personnel staff. The advice nurse will assist the dispatcher and Personnel staff by providing assistance in the case of questionable illnesses being described by the parent. The advice nurse will also answer questions that the aides may have relative to a change in an ill child's condition during the course of a service day.. Aide: The aide will be responsible for caring for the children eligible for this program. When the aide arrives at the service location, all necessary forms will be provided to the parent to complete. One of the forms to be Internal Operations Committee Page 7 June 22, 1989 completed is a day of service form which solicits pertinent information such as physician's name and telephone number, any allergies. that the child may have, type, time and dosage amount of any medication to be administered and the likes and dislikes of the child. Also, a consent to care for child agreement must be signed. The aide will assess the child's condition to further determine if service is appropriate. The aide will also make an observation of the condition of the home to determine if the environment is safe for the well care of the child. The aide will document an ill child's condition throughout the day and provide a report twice daily to Personnel staff. This will occur once in the morning and once in the afternoon. In addition, the aide will provide a documented report to the parent at the end of the day. If there are any questions regarding the change in an ill child's condition in which the aide feels expert advice. is warranted,, the aide will contact Personnel staff to make a determination on whether the advice nurse should be contacted. Personnel Staff: Between the hours of 8:00 a.m. and 5:00 p.m. , Personnel staff will perform the same functions as the dispatcher. It is anticipated that there will be few calls during these hours. Personnel staff will document all information received from the dispatcher and aides on the daily routine calls. Personnel staff will provide direction to the aides regarding any questions or problems that arise during the course of the aide's service day. In addition, Personnel staff will be responsible for documenting and maintaining records on all activities regarding the operation of the program. Most of these functions can be handled by the clerical support staff. Additionally, Personnel staff will be responsible for all administrative activities relative to the overall operation of the program. These activities include marketing, recruiting, selecting and hiring aides; coordinating training with other County departments; developing and implementing new policies.and procedures; resolving complaints from aides, dispatcher and parent-users and evaluating the progress of the program. It is necessary that these tasks be handled by a Program Administrator. In this instance, the Program Administrator will be an analyst from the Personnel Department. The salary costs of the half-time clerical support staff and an analyst at one-quarter of the time is reflected in the cost analysis section of this report D. Policies Employees eligible to receive services from the program are permanent full and part-time employees and permanent-intermittent employees. Any employee without a working telephone is automatically disqualified for a telephone is the life line of the program. The service will be extended to children age two months through high school years. The children that can be cared for includemoderately ill children as well as those children whose normal child care provider is not available. Internal Operations Committee Page 8 June 22, 1989 A moderately ill child would include, for instance, children with common colds, flus, communicable diseases such as chicken pox and measles when the child is in a recuperation stage, upset stomach and ear infections. The program is not designed to care for children who have temperatures above 103 degrees. Nor is the program designed to care for children who are seriously ill or who have serious health conditions. Examples of these conditions include children who have recently undergone a major operation or children who have severe wounds that require extensive dressings. Additionally, children who require extended care due to broken limbs are eligible only for care associated with another condition such as a cold or flu, but not as a result of the broken limb. Such conditions require care for extended periods of time while the service of this program is intended for short-term conditions... Limitations On Emergency Care: The program is not designed to care for children for extended periods. Therefore, limitations will be imposed on how many times service will be extended to care for non-ill children on an emergency basis. It is planned that the in-home emergency program will coordinate with the information and referral resources of the Contra Costa County Child Care Council to assist parents who are having serious problems with finding regular child care services. This is particularly important in light of any subsidy that may be provided to the parent by the Board for the use of the service. The effect of this may be abuse of the service if the fee paid for the service is less than the fees of a regular child care provider. Payment of Salary to the Aide: The County will pay the aide directly and deduct the fee from the employee's pay check. The reason for this is that there may be times when the parent will need the service and not have money immediately available to pay the required fee. This could result in the parent not using the service. Also, there may be instances where the parent issues a check to the aide which is non-negotiable due to reasons such as lack of funds or stop payment. VI. MARKETING In order to insure that employees are aware of this program, a two stage marketing program is planned. ' The first marketing stage will begin before implementation. In this phase, , ,we will visit various work locations to introduce the program. This will serve three purposes. First, as stated above it will make employees aware of the program. Second, since a survey has not been performed to determine if employees would use such a service, it would provide an opportunity to conduct a survey to determine potential usage levels. Finally, it will provide an opportunity to invite participation in the development of the program by inviting suggestions relative to program operations. The second marketing phase will be . on-going and will be accomplished by advertising in the County newsletter, payroll stuffers and posting flyers in employee break rooms as well as receptions to further explain the program to potential users. Internal Operations Committee Page 9 June 22, 1989 VII. USAGE LEVELS Potential usage levels are difficult to predict at this time. Employers utilizing the Tucson model are realizing a 1-1/2 to 2% usage rate among the total employee population. The employees using the service were typically repeat users. For Contra Costa County this equates to approximately 96 to 128 employees using the service on a regular basis. This estimate does not reflect service to care for non-ill children on an emergency basis. On the other hand, if a generalization were made from the survey conducted in July 1986 which attempted to assess County employee's need for child care services and the survey conducted in July 1987 in which employees indicated whether they would utilize a County-sponsored sick child care facility, there is a 50% probability that- 15% (969) of the total employee population (6,463) would utilize this service approximately two to ten times a year for sick child care. VIII . AIDES SALARY Personnel staff has further investigated the salary for the child care aide and have found that an hourly wage between $5.50 and $6.00 is comparable to salaries being paid by child care organizations in Contra Costa County. We contacted the organizations listed below to determine the salary of Teacher Assistants. A. Greater Richmond Social Service Corporation is a non-profit organization that operates three child care centers in the Richmond area. They employ Teacher Assistants on an on-call basis at an hourly wage of $4.25. Also, they employ permanent Teacher Assistants at a monthly salary of $700.00 and extend to them health benefits. The Teacher Assistants in this group work 30 hours per week. This is an hourly salary of approximately $5.83. B. Seven Hills is a private school located in Walnut Creek. They operate a preschool for children three to five years and an elementary school . Teacher Assistants in the preschool earn an hourly wage of $5.00 to $6.00 with no health benefits. C. Contra Costa County Head Start Teacher Assistants monthly salary range is $837.00 to $1018.00. This is. an hourly wage of approximately $4.84 to $5.88. D. Wheezles and Sneezles is a child care organization located in Berkeley. They operate regular child care facilities in addition to employing in-home sick child care aides. The sick child care aides earn a monthly salary of $950 without any health benefits. The sick child care aides are required to work 30 hours per month either in an in-home sick child care provider capacity or in the role of a Teacher's Aide in one of the child care facilities. The monthly salary is equivalent to an hourly wage of $7.92. E. Railroad Junction is a child care organization. located in Pittsburg. The hourly wage of a Teacher Assistant ranges from $5.00 to $6.00 depending on experience. The salary does not include health benefits. Internal Operations. Committee Page 10 June 22, 1989 Based on these findings, it appears that an hourly wage between $5.50 and $6.00 including health benefits is appropriate. IX. COST TO PARENTS The fee that the parent must pay to use the service will affect usage levels. The more it costs for the parent to use the service, the less likely it will be used. This is important for in most instances the parent is responsible for paying the regular child care provider although the child cannot be cared for due to illness. This scenario, coupled with the employee being able to use any portion of accumulated sick leave to care for an ill child, means that the parent is more likely to stay at home than pay a high cost to come to work. It can be expected that a full-time employee would need the use of the service for at .least ten hours in a day. With a proposed hourly wage of $5.50 to $6.00, the daily costs for the use of the service would be between $56.00 and $60.00. The employees of the organizations utilizing the Tucson program are paying $1.00 to $1.25 of the $8.25 charged to the employer. This means that the employees are paying $10.00 to $11.25 for utilizing the service for ten hours. If the Board is considering subsidizing any of the hourly costs to the parent- user, we recommend that the County also pay the $2.00 per day travel fee that we originally proposed being paid by the parent-user. As a basis for costs comparison, the chart in Appendix B can be used as a guide. X. THE INVOLVEMENT OF OTHER EMPLOYERS At this point, other employers have not been contacted for involvement in the development of the in-home emergency child care program. Developing insight into how we would operate such a program is a prerequisite to our knowing how to approach and consider other employers in this stage. I.n the on-going evaluation of the pilot program, the feasibility of extending the services of this program to other employers will be assessed. XI. COST ANALYSIS The following are the proposed initial start-up costs and annual on-going costs of the in-home emergency program. "'. The detailed costs extensions are based on employing fifteen child care aides, with references being made to the costs of employing ten and five child care aides. Regardless of the number of child care aides that the program employs, most of the fixed costs will remain constant. The only exception is the salary costs of the Program Administrator and clerical support under the annual on-going costs. These salaries are highly dependent upon usage levels. Now, we anticipate that if fifteen child care aides are utilized on a daily'.basis, the level of staffing indicated will be sufficient. Any increase in upage levels will affect these costs and adjustments will be made accordingly. Internal Operations Committee Page 11 June 22, 1989 To further illustrate the costs associated with the operation of this program, the Annual On-going Costs can be used in conjunction with the County subsidy of the Aides Hourly Wage in Appendix B. In using these two resources, we can estimate the costs of the program in conjunction with the County subsidizing the proposed $2.00 travel expense fee and the hourly wage at various levels. Example: The estimated total Annual On-going Costs in employing fifteen child care aides is $62,210. Based on the chart, it would cost the County $43,200 if fifteen child care aides were utilized daily for 240 days with the County paying the $2.00 per day travel expense fee and subsidizing the hourly wage by $1.00. In order to determine how much the annual costs are in this scenario, we would add the estimated total Annual On-going Costs ($62,210) and the Annual County Expense ($43,200) at $1.00 subsidy level . $ 62,210 + 43,200 $105,410 INITIAL START-UP COST Fixed Costs Estimated Cost of Training Manuals $ 80 Estimated Cost of Telephone Equipment 352 Estimated Marketing Cost Phase I 750 $ 1,169 ESTIMATED COST OF EMPLOYING 15 AIDES Tote bag for Supplies @ $ 7.00 ea. $ 105 Supplies for kit @ $ 75.00 ea. 1,125 Uniforms @ $ 20:00`.ea. 300 Picture I .D. 's @ $, 2.50 ea. 38 Manual of Protocols @ $ ,`. 1.00 ea. 15 Physical Examination approx. @ $ 60.00 ea. 900 Aide's Salaries during training @ $ '' 5.50 per hour 2-1/2 weeks $ 7,920 $ 10,403 TOTAL: $ 11,372 Internal Operations Committee Page 12 June 22, 1989 Estimated Total Initial Start-up Cost Employing 10 aides $ 1,169 6,932 $ 8,101 Estimated Total Initial Start-up Cost Employing 5 aides $ 1,169 3,467 $ 4,636 Value of In-Kind Donation of Staff Time from Impacted Departments Estimated Salaries of Trainers $ 1,856 Background investigations $ 5,250 $ 7,106 ANNUAL ON-GOING COSTS Fixed Costs Program Administrator 25% time $ 15,215 Clerical support (20/40) $ 13,645 Dispatcher $ 4,800 Marketing $ 513 $ 34,173 Costs of Employing 15 Aides Restocking Kits 15 (10% per month) $ 1,350 Replace Uniforms (7) 140 Picture I.D. 's 15 @ $ 2.50 38 Health Examination 15 @ $60. 900 Aides Salaries during Training`` @ 3.50 per hour 2-1/2 weeks 7,920 Contra Costa Health Plan for 15 @ $87.05 152669 Operating Supplies (forms, etc. ) 580 Telephone bill 1,440 $ 28,037 TOTAL: $ 62,210 1 Internal Operations Committee Page 13 June 22, 1989 Estimated Total Annual On-going Costs Employing 10 Aides $ 34,173 18,041 $ 52,214 Estimated Total Annual On-going Costs Employing 5 Aides $ 34,173 9,253 $ 43,426 Value of In-Kind Donation of Staff time from Impacted Departments Trainer's Salaries two times a year $ 3,712 Background Investigations 5,250 $ 8,962 0 .0 ro y a IX •� U ro x w G] U O Lu ul z u+ tl ?r N < 04 )-t N O +� w m � F+ E w O w U V] C m a) ro o 0 �+ a ti sa IT k 4 In 4J o >, o r- r, In N O W W b W U U O a 34 4J O O U O m 0 ) co m a rl ww tr)ar 0 I' 01 " mm -,1 O k >r C a) T ` N M � w •H l.L W rZ4 100H � � O � >a •••i � N r% P ,qa) >+ P4 o C ro rntr+ a) ro 3 IA 4J •� N N E11 N sc� •a a v H •.i a) v N m v a E ro H +r T I LW N t1+ 3 a) C) 'V C U) 13 O Q) u � 0) Q > U q H o W o m w W u) AAN r2HN h V10 z w fu Qh QQ ~' `" II II II II II II II v m kD I, 111 G7 r-r ^ N C s ca ro I G O + r4 -P a) a) P+ y 0 xs m a $4 Ero W f0i •0 uai ro W baa v 4J Sa H s "s cuii H H O tw C U) U U z w0 LW roa a > +1W a a •rl w ma' N J pf+ � 4rl Ufu •rl N w N 0 O -G o U O a 1) m ro ro $4 a) 0 O � c a) E C 04 (UN N Q U0) a N U) r•I U H •ri E •.i S +.) pq -P C. fa4-1U A a 04 m rU D W •rl O r7 "" G N 4 -ri >1 a) W d a) N C H S N V) a:4j, w 4J4J aux -P -rl ocna m am - x a) 4- (a O i'X U ro O a) a) "1 > x4 X O r-{ Q) N > U 41 a) rl •r{ 4 U ,a) •...1" N r-( rt a) '� ) )-1S4 a) rl •,7 rl Q) W > a) +) a) rO Aa a) R),s 3+ a) ?x a) m al a) W 3 C ro II II a) •rl > "r'i 3 > r. 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