HomeMy WebLinkAboutMINUTES - 05011990 - FC.2 To support our recommendations, this report is organized into two parts.
Part I reports the findings of the Personnel staff ' s research to assess
the feasibility of implementing the Sick and Emergency Child Care
Program on a pilot basis in the departments that produce revenue. Part
II provides viable recommendations to enhance existing child care
benefits and promote alternate programs to further expand the child care
benefits available to County employees.
Part I. Research on the Feasibility of Implementing the Sick and
Emergency Child Care Program on a Pilot Basis.
In assessing the feasibility of implementing the Sick and Emergency
Child Care Program on a pilot basis, Personnel staff focused their
attention in four major areas: identifying the revenue producing
departments ; determining the availability of funds; establishing the
minimum level of funding required to implement a pilot program; and
exploring the employee relations concerns.
Identifying The Revenue Producing Departments
Fifteen County departments charge fees for services. However, as
reflected in the 1989-1990 County budget, Building Inspection is the
only department that did not rely on County General Funds for its
operation. During the fiscal year 1989-1990, two revenue generating
departments , Health Services and Probation, were forced to layoff staff.
The remaining twelve revenue producing departments were; confronted with
eliminating vacant positions, abandoning intended improvements and
raising fees to offset required expenditures. In summary, Building
Inspection may be the only department that potentially; could afford to
fund the Sick and Emergency Child Care Program.
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Availability of Funds i
The County Administrator' s Office reports that the fees charged by a
department are generally regulated by state and/or federal mandates,
thus restricting the use of this income. Based on discussions with the
County Administrator ' s Office, it may not be possible to implement the
Sick and Emergency Child Care Program in a department that is primarily
dependent on the revenue it generates to fund the program.
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Minimum Level of Funding Required
The initial estimate to implement the Sick and Emergency Child Care
Program county-wide for twelve months was $73 ,782 . j Operating this
program on a pilot basis for twelve months in one department would
require a minimum staffing level of five child-care aides, one part-time
clerk, one part-time telephone dispatcher and one part-time program
administrator. To implement the program at this level would cost a
minimum of $50 , 000 plus an additional sum, not yet; determined, to
supplement the salaries of the child-care aides.
Employee Relations Concerns
Equally important to consider in attempting to implement the Sick and
Emergency Child Care Program are the employee relations issues arising
from the perceived inequity in benefits provided to employees working
within the same job classification. For example, when employees do not
have access to the Sick and Emergency Child Care Program operating in
another department, they may approach their immediate supervisors and
department heads, inquiring about why the program is not available to
them. ' Expectations are that some employees will go directly to their
employee organizations demanding the same benefits as other employees in
their same job classification. Clearly, serious consideration must be
given to the potential problems which may develop as a result of
implementing a pilot program for an isolated group of employees.
Part II. Recommendations to Enhance Existing Child Care Benefits and
Expand Alternate Child Care Programs
The County' s child care efforts can be greatly enhanced by promoting
existing child care resources and expanding our efforts to develop
alternate child care programs. To accomplish our goals in these areas,
we recommend focusing on specific objectives and proceeding in three
phases. This part of the report provides the highlights of our
recommendations.
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Develop Communication Materials to Promote Existing Programs
The first phase in enhancing our child care benefits involves
consolidating existing resources and promoting the child care benefits
currently available as a unified program. Presently, the County
administers seven child care-related benefit programs (see Appendix A) .
However, many employees are not aware of these programs particularly as
they relate to child care. To better educate employees about the
existing benefits, we propose developing an ongoing communications
program. This would involve preparing and disseminating communication
materials through various medias such as brochures , flyers, newsletter
articles and brown bag lunch seminars. Ultimately, our goal is to
incorporate all child care-related benefits and market them as various
components of the County' s "Child Care Program" .
In summary, we believe developing employee communication materials is a
very important first step. Bringing some continuity to the resources
which are readily available to our employees will clearly enhance future
program development and, most important, demonstrate the County' s
responsiveness to addressing the child care needs of its work force.
Prepare an Informational Brochure on Sick Child Care to Assist Parents
The second phase in enhancing the County' s child care benefits is to
develop an informational brochure on sick child care. While we clearly
recognize the value in providing sick and emergency child care, we also
understand the current financial constraints which preclude the County
from successfully implementing a formalized Sick and Emergency Child
Care Program. However, as an alternative, we are very interestedin
exploring the feasibility of assisting employees through the development
of a sick child care brochure. This brochure would consist of
information regarding available community resources as well as
health-related information on what to do when your child is sick.
Again, we would like to provide employees with a resource brochure that,
as an initial attempt, demonstrates the County' s inter'est in providing
additional child care -assistance. !
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Identify Alternate After School and Vacation Child Care Programs to
Address Employees ' Needs
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In phase three we would like to begin identifying alternate after school
and summer vacation, child care programs. Our focus in; this area would
be to gather information regarding the availability of various community
programs and to disseminate this information to : employees. To
accomplish this, we propose working with city recreation departments,
school districts, The Contra Costa County Child Care Council, the YMCA
and other community resources.
Through research we have learned that many employers find employees use
more sick leave, are less productive and experience greater stress when
their children are home alone after school or during school vacations.
Being responsive to the most critical needs of our employees by
developing alternate programs will reap additional rewards as well as
enhance the value of the County' s child care program.
Conclusion
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In conclusion, based on the findings of our research, w..e do not believe
that implementing a Sick and Emergency Child Care Program in revenue
producing departments is a viable option. We do believe, however, that
enhancing our existing programs and expanding efforts to develop
alternate child care programs tailored to the needs of County employees
is a viable option and certainly the approach that will achieve the
greatest success in the near future.
At its meeting on April 23 , 1990 , the Finance Committee adopted the
above report and recommendations and added the following recommendation:
Request the Health Services Director to report on the feasibility of
developing a facility for the care of moderately ill children for
incorporation with the design of a new County Hospital.
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