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
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- 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
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