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2-1-1 Expense ModelCentral Illiniois--Peoria Area

A template for understanding and projecting the cost oftransitioning to and maintaining a 2-1-1 system

2013

PREPARED BY:

VERSION/DATE:

Counties Included: Marshall, Peoria, Putnam, Stark, Tazwell, and Woodford

DRAFT Version 1.0 / November 2003

Assumptions List for Research Discussion

211 Budgeting TemplatePrepared by: Venture Architects of 23 Date: 05/08/2023

Mgmt and users:1 - Before getting started, you need to know that this workbook does not represent best practices. Rather, it represents a starting point for

analyzing the cost of implementation and maintenance of a 2-1-1 system. The inevitable uniqueness of each local business environmentrequires users of this model to review it for appropriateness. This workbook uses data pulled from the experiences of other 211's, but this datacan only be used as a guide. It is not absolutely true and should not replace localized decision-making.The value that this template provides is one of consistency - it provides a common cost structure from which reasonable projections can be made.

3 - In addition to call volumes and population sizes, this workbook will require you to input various assumptions regarding expenses. The workbook will provides ranges as a starting point, but each range must be validated on a case-by-case basis.

4 - In order to facilitate the research of these assumptions, each major assumption is presented below, along with an explanation and benchmark (where possible). We recommend you use this worksheet to research and determine your assumptions beforecompleting the model.

5 - Please note that in some cases, to avoid an overly complicated worksheet, we have grouped assumptions by category (e.g. Personnel Salaries) in order to make you aware that you'll need to research these. In cases where an assumption is particularly critical or complex, it will be presented by itself.

6 - The last column in this worksheet, "Mgmt's Decision", is meant to be a placeholder for you to input what decision management has made, if possible. This placeholder is only for convenience and is not linked to the rest of the model/workbook in any way.You will still need to enter the assumptions in each tab - this table is only an organizational aid.

Tab (& Category) Assumption Description of Assumption Benchmark Cost Mgmt's DecisionCall Volume Projections Population by Region The populations of each distinct region served Variable

Actual # Calls Made Variable

% of Population Calling 211 6%, but can vary w/ demographics

Growth Beyond Yr 3 5% annually

Specialist Staffing Average Service Call Time 5 - 7.5 minutes per call

Hourly Wages of Specialist This may varie by shift (e.g. night or weekend) $8 - 16/hrNbr of Specialists Staffed Variable

Personnel Projections Personnel Variable

One-Time Transition Costs Training 211-related training for Specialists $1,500/FTE Certification 211 certification for Specialists $500/FTE Accreditation 211 accreditation for each call center $20,000/ctr every 3 years Construction/Build Out $100/sf

Furniture New furniture for each FTE in need $6,000/FTE

2 - Important note: this template was designed to cover only one (1) I&R (call center). If multiple I&R's are involved, each needs its own model.

If a call center existed in the previous year, type in the number of calls it receivedEstimated % of the population that will call 211 after the population is fully aware of itBased on historical data, it takes up to 3 years for populations to fully utilize 211. Beyond Year 3, however, annual call volume growth can still be expected due to population changes, etc. This variable accounts for that.The length of the average call, including any time that Specialists need to enter data. Do not include time that the caller is on hold.

The model provides a recommendation for staffing levels based on the anticipated call volume. This must be estimated for each year, as call volume will increase.Staff positions, # of FTEs, and salaries. The Specialists are filled in automatically based on the assumptions made in the "Specialist Staffing" tab, but the rest are management's decision.

Cost of improving the facility to meet demands of 211, projected on a per SF basis

Assumptions List for Research Discussion

211 Budgeting TemplatePrepared by: Venture Architects of 23 Date: 05/08/2023

ACD Purchase

211 Transition Setup Fee for matching 211 against a local 7-digit # $200/line Routing Table Setup $10,000 setup

Web Development $60,000, but varies greatly

Server(s) Purchase $15,000/center

Software Upgrade $1,000 per workstation (Specialist)

Travel Cost per trip and # of trips for Capacity Planning $1,000/trip Outside Consulting 15 hrs/wk for 3mths at $150/hr

Database Conversion Varies from $50,000 to $150,000

Branding Development Developing marketing material, collateral, logo, etc. $15,000, but highly variable

Expense Model (ongoing) Benefits 28% of base

PSTN Lines Phone lines $50/line/mth800/Long Distance Incoming and outgoing calls $0.08/minuteACD Maintenance Annual cost, fairly standard 20% (of cost) annual fee211 Transition Maintenance Maintenance of switch $20/switch/mthBandwidth Access to internet $1,000/mthVPN Security for network $500/mth, but variableRouting Tables Maintenance of tables Unknown211 Public Campaign Cost of educating public on the use of 211. $50,000, but variesOutreach Events Marketing events to educate service providers $2,500/event @ 4/yrCollateral Materials mailed to service providers and partners $5/provider/yrTravel - Marketing related Monthly expense $2,000-$4,000/mthSubscriptions & Dues Monthly expense $1,500/mthOffice lease $14/sf/yr @ 110 sf/FTE

Non-marketing Travel Employee travel that is subsidized/paid for $160/mth/FTELegal Annual cost, fairly standard $5,000 Insurance Annual cost, fairly standard $3,000 Audit Annual cost, fairly standard $3,500 Office Supplies Cost/mth/FTE for standard supplies $15/mth/FTEUtilities Driven by number of FTEs in the building $10/mth/FTERepairs & Maintenance Estimated as a % of the lease amount 2% of leaseContingency Estimated as a % of the total budget Varies from 0% - 5%

Funding Sources Source of funding Variable

Automatic Call Distribution equipment that will be needed to route call inside the center.

$50,000 for a smaller system to $100,000+ for larger ones.

Routing tables are basically databases that enable the phone system to route call across multiple centers. May not be necessary in any case.Highly variable one-time expense to establish a web presence for the 211 centerServers to host the website and/or service the local call centerSoftware that allows the Specialist to work with databases, website, and/or take advantage of call management programs

Consulting on Capacity Planning and operational issuesThe cost of converting provider data to a standardized (and possibly web-based) format

Employee benefits beyond their base salary, including FICA and other taxes, as well

Determined on a cost/sq ft/yr basis, with total sq ft driven by number of FTEs

A list of all funding sources by type: Grant, Directory Sales, etc.

Navigation and Use

211 Budgeting TemplatePrepared by: Venture Architects of 23 05/08/2023

How to use this workbook:

4 - On each tab in this workbook, you'll see colored numbers. The color code is as follows:

6 - Review all assumptions in BLUE and change them as appropriate. The outputs of the model (e.g. the Budget) will update automatically.

1 - The flow of the model is shown above. The boxes in BLUE (below) represent the "funding" side of the model. The RED boxes below represent the "expense" side of the model.2 - Read the PowerPoint presentation, contained in the file 211_ExpenseModel_Guide.ppt, in order to gain a detailed overview of the model, its purpose, and its components. NOTE: each I&R needs a separate financial model. This template is designed to handle only one (1) I&R.3 - Review the layout of the model, as shown above, and familiarize yourself with the flow of the worksheets (tabs) and logic. Please keep in mind that assumptions in one tab will likely "link" to the next (or subsequent) tab(s).

Blue = inputs that you can change. These assumptions drive the financial results.Black = a formula, whose result is based on the inputs. You should not alter formulas. Rather, alter the inputs (in Blue) to change assumptions. In this way, the integrity of the model is maintained.Grey = one of two things. They are either the results of formulas that are used as a reference in other formulas, or they are assumptions based on other 211 findings and should not be changed. Please ignore (and do not change).

5 - As this model is a projection and not a historical record, you should assume that Year 1 coincides with the year that you will begin implementing 211. If you have already incurred expenses, those should be noted on the appropriate tabs (One-Time and Budget Summary) in footnotes, or appear as separate worksheets. Funders will want to know what expenses have already been incurred and what funds paid for them, but this model is not designed to accommodate that type of historical view.

Funding Sources

Expense Model

Financial Statements for Stakeholders

Annual BudgetCall Volume Projections

Personnel Projections

Budget Summary

SpecialistStaffing

Copy to State

Layout of financial model:

One-Time Transition Costs

Navigation and Use


8 - Read the footnotes on each tab. They explain certain line items and assumptions in detail and aim to provide context for making decisions.

7 - Please remember that this model is designed to guide the budgeting process using a macro-level view. As such, it is meant to provide a basis for budgeting the most common line items by logically connecting them to call volume (demand), which drives a real world cost. The model must be adjusted for each unique, local environment. It does not account for the specific service architecture of every 211 (e.g. 4 call centers versus 2), and cannot know in advance how expense rates vary from region to region. Therefore, the value of the model comes from seeing the logic applied to the numbers and extending it to fit a specific situation.

Call Volume Projections

211 Budgeting TemplatePrepared by: Venture Architects of 23 document.xls

05/08/2023

Current Year ACTUALS When will the I&R Growth Regions Covered Population 2013 2014 2015 2016 2017 MARSHALL 13,180 264 Year 1 3.0% 395 5.0% 78% 89% 100% 105% 110% PEORIA 183,433 3,669 Year 1 3.0% 5,503 5.0% 78% 89% 100% 105% 110% PUTNAM 6,086 122 Year 1 3.0% 183 5.0% 78% 89% 100% 105% 110% STARK 6,332 127 Year 1 3.0% 190 5.0% 78% 89% 100% 105% 110% TAZEWELL 128,485 2,570 Year 1 3.0% 3,855 5.0% 78% 89% 100% 105% 110% WOODFORD 35,469 709 Year 1 3.0% 1,064 5.0% 78% 89% 100% 105% 110%

Totals 372,985 7,460 3.0% 11,190 5.0% 78% 89% 100% 105% 110%

2013 2014 2015 2016 2017Call Volume Projections 8,703 9,946 11,190 11,749 12,336

NOTES: 2.33% 2.67% 3.00% 3.15% 3.31%1 - Actual number of calls received in the past year.2 - Much of this table is based on historical data from 211s across the U.S., including CT, TX, ID, NY, and MD.3 - Historical call volume for 211 centers averages 1 call per year for every 16 people in a covered population (6%).

However, each region of the U.S. has unique demographics that may result in a much different usage rate. Further, projections shouldconsider current call rates, marketing efforts, and service offerings. Rural areas with no services currently in place may expect1 - 3% by Year 3. With good marketing this number could rise to 5%. Urban areas have seen rates as high as 10% with little marketing. Generallyspeaking, areas can expect 3-5% by Year 3 if starting from the ground up. If services already exist, they may see a 2-3% rise over current levels.

4 - The maximum call volume is determined by multiplying the size of the population times the % that will be calling 211.Note that this is a Year 3 estimate. Due to population growth and 211 branding, historical data shows a 5% annual growth thereafter.In some cases, the Year 3 estimate may be reached earlier, particularly if public education and awareness are already high.In these cases, we still project annual growth at a rate indicated in the next column.

5 - This is the annual growth in call volume that can be expected as a result of demographicchanges from Years 3 to 5 (the last year in the model).6 - Based on historical data from other 211s, a 40% increase in call volume can be expected in Year 1 of implementation.

That is, 40% above the baseline number of calls prior to 211.We expect to reach the maximum call volume within 2-3 years of implementation.In Years 4 and 5 (that is, 4-5 years following implementation), as stated above, we expect an annual increase in call volume by 5%.

7 - Some I&Rs may need a year or two to prepare before taking any 211 calls. If so, indicate this delay here. Note that if an I&R is already taking calls, but a delay in going to 2-1-1 is input, the calls will not be used in determining budget needs during the delay period. The rationale is that thismodel covers the 'incremental' cost of going to 211. Presumably, calls handled prior to 211 are covered by the I&R's existing budget.

Estimated Volume at 3rd Year2 Call Volume Projections6

# Calls 1 receive 2-1-1 calls?7 % of Pop'n Calling 2113 Y3 Max Call Volume4 Y4 & Y55

Specialist Staffing Estimates


05/08/2023

I&R Specialist Staffing2013

Annual Call Volume (2013) 8,703 7.5

M - F Shift: WK1 Shift: WK2 Shift: WK3 Shift: SS1

8am - 11 11 - 2 2 - 5 5 - 8 8 - 11pm 11pm - 8am 8am - 417.2% 22.6% 20.3% 11.3% 7.1% 9.1% 4.1%

Projected Call Volume (#) 1,494 1,967 1,769 983 618 793 360 Arrival Rate (calls/min) 0.03 0.04 0.04 0.02 0.01 0.01 0.01

0.24 0.32 0.28 0.16 0.10 0.04 0.05 1.86 2.01 1.95 1.70 1.59 1.47 1.50 1.27 1.38 1.33 1.15 1.07 0.98 1.00 $ 12.00 $ 12.00 $ 12.00 $ 12.00 $ 13.00 $ 14.00 $ 12.00 1.6 1.7 1.6 1.4 1.3 - -

Salary Equivalent (for use in Personnel tab) $ 24,960 $ 26,000 $ 29,120 $ 24,960 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ - $ - - - - - - 793 360 $ - $ - $ - $ - $ - $ - $ -

2014Annual Call Volume (2014) 9,946 Avg Call Service Time (min) 7.5


8am - 11 11 - 2 2 - 5 5 - 8 8 - 11pm 11pm - 8am 8am - 417.2% 22.6% 20.3% 11.3% 7.1% 9.1% 4.1%

Projected Call Volume (#) 1,708 2,248 2,021 1,124 706 906 411 Arrival Rate (calls/min) 0.04 0.05 0.04 0.02 0.02 0.01 0.01

0.27 0.36 0.32 0.18 0.11 0.05 0.06 1.93 2.09 2.02 1.75 1.61 1.48 1.51

Avg Call Service Time (min)1

SAT & SUN9

Projected Call Volume Distribution (%)2

Traffic (Erlang)3

Recommended Nbr of Specialists (95%)4


Hourly wage of internal specialist5

Nbr of Specialists to be Staffed5

Cost/call of outsourcing calls6

Estimated overflow (# of calls)7

Cost of outsourcing overflow calls8

SAT & SUN


Traffic (Erlang)3




05/08/2023

1.32 1.44 1.39 1.18 1.09 0.99 1.01 1.6 1.8 1.7 1.5 1.4 1.2 1.3 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 - - - - - - - $ - $ - $ - $ - $ - $ - $ -



8am - 11 11 - 2 2 - 5 5 - 8 8 - 11pm 11pm - 8am 8am - 417.2% 22.6% 20.3% 11.3% 7.1% 9.1% 4.1%

Projected Call Volume (#) 1,921 2,529 2,274 1,264 794 1,019 463 Arrival Rate (calls/min) 0.04 0.05 0.05 0.03 0.02 0.01 0.01

0.31 0.41 0.36 0.20 0.13 0.05 0.07 1.99 2.18 2.10 1.79 1.64 1.50 1.53 1.37 1.50 1.45 1.22 1.11 1.00 1.02 1.7 1.8 1.8 1.5 1.4 1.2 1.3 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 - - - - - - - $ - $ - $ - $ - $ - $ - $ -



8am - 11 11 - 2 2 - 5 5 - 8 8 - 11pm 11pm - 8am 8am - 417.2% 22.6% 20.3% 11.3% 7.1% 9.1% 4.1%


0.32 0.43 0.38 0.21 0.13 0.06 0.07






SAT & SUN


Traffic (Erlang)3







SAT & SUN


Traffic (Erlang)3



05/08/2023

2.02 2.22 2.14 1.81 1.65 1.50 1.53 1.39 1.53 1.47 1.23 1.12 1.01 1.03 1.7 1.9 1.8 1.5 1.4 1.3 1.3 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 - - - - - - - $ - $ - $ - $ - $ - $ - $ -



8am - 11 11 - 2 2 - 5 5 - 8 8 - 11pm 11pm - 8am 8am - 417.2% 22.6% 20.3% 11.3% 7.1% 9.1% 4.1%


0.38 0.51 0.46 0.25 0.16 0.07 0.09 2.14 2.37 2.27 1.89 1.70 1.52 1.56 1.47 1.64 1.57 1.29 1.15 1.02 1.05 1.8 2.0 1.9 1.6 1.4 1.3 1.3 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 $ 7.00 - - - - - - - $ - $ - $ - $ - $ - $ - $ -

Notes:1 - The average time per call is based on local historical knowledge, when available. Otherwise, a national average of 7.5 minutes is used.2 - The distribution of calls is taken from historical studies of 211 Centers in ID, CT, NY, TX, and MD. Distribution is fairly consistent in most cases.3 - Staffing levels determined by using the Erlang formula (see Erlang Projections tab). The Erlang Formula is a widely accepted formula within the

telecommunications industry. Key assumptions required are service times and availability.Service times = time per call, which should include data entry time if these staff will be responsible for that function. Talk times average 5.0 minutes.Data entry can consume another 2.5 minutes per call.Availability = the percentage of time that a staff person (and phone line) will be available. 95% is a considered outstanding service.Note: the results can vary significantly by changing the Availability (e.g. decreasing it to 85% could decrease staff by 15-40% depending on volume).







SAT & SUN


Traffic (Erlang)3









05/08/2023

See the Erlang Projections tab for a detailed explanation of the assumptions built into these projections.4 - The "recommended" number is the result of Erlang projections.5 - This is an assumption left to management's discretion, based on what the Erlang formula suggests as a guide.

The average of the 95% and 85% levels is used until mgmt inputs its own staffing levels.6 - Some 211 centers outsource the "overflow" of call to 3rd parties who provide I&R service on a fee-per-call basis. To adjust this model to include

a fee for overflow services, users should make sure there are zero FTEs in those shifts where calls would be outsourced.The second step is to make sure that the cost-per-call is filled in.

7 - If the FTE's for a given shift are set equal to zero (0), then the # of overflow calls will appear. This number is only approximate. Beyond the complexities of the non-linear projection, it is difficult to predict what % of callers will call back at a later time (and get a specialist). Therefore, this is a conservative number (representing a maximum number of calls for the shift).

8 - If calculated in this model, the cost of outsourcing assumes that 100% of all calls will be handled. In the Expense Model, the actual cost can be adjusted/capped.

9 - 12.4% of calls occur on Saturday and Sunday. The exact distribution of calls across shifts, however, is not known.This model evenly divides the % of calls on the weekends across the 3 shifts. As data is collected, the % should be updated to reflect reality.



05/08/2023


Yearly Staffing Levels Yearly Salary Levels13 14 15 16 17 13 14 15 16 17 13 14 15 16 17

2-1-1 Center Director 50,000 0% 3% 3% 3% 3% - 0.5 0.5 0.5 0.5 0.5 25,000 25,750 26,523 27,318 28,138 Assistant 2-1-1 Director 40,000 0% 3% 3% 3% 3% - 0.5 0.5 0.5 0.5 0.5 20,000 20,600 21,218 21,855 22,510 Hotline Director 35,000 0% 3% 3% 3% 3% - - - - - - - - - - - I&R Manager 35,000 0% 3% 3% 3% 3% - 1.0 1.0 1.0 1.0 1.0 35,000 36,050 37,132 38,245 39,393 Line Supervisor 30,000 0% 3% 3% 3% 3% - 0.5 0.5 0.5 0.5 0.5 15,000 15,450 15,914 16,391 16,883

30,000 0% 3% 3% 3% 3% 1,500 1.0 1.0 1.0 1.0 1.0 29,839 30,734 31,656 32,606 33,584 I&R Specialist - WK1 Shift 24,960 0% 3% 3% 3% 3% - 1.6 1.7 1.8 1.8 1.9 40,737 43,673 46,740 48,953 53,733 I&R Specialist - WK2 Shift 26,000 0% 3% 3% 3% 3% - 1.4 1.4 1.4 1.5 1.5 35,786 37,696 39,687 41,276 44,145 I&R Specialist - WK3 Shift 29,120 0% 3% 3% 3% 3% - - 1.2 1.2 1.3 1.3 - 37,168 38,606 39,914 41,725 I&R Specialist - SS1 Shift 24,960 0% 3% 3% 3% 3% - - 0.5 0.5 0.5 0.5 - 12,981 13,511 13,981 14,669 I&R Specialist - SS2 Shift 24,960 0% 3% 3% 3% 3% - - 0.5 0.5 0.5 0.5 - 12,981 13,511 13,981 14,669 I&R Specialist - SS3 Shift 24,960 0% 3% 3% 3% 3% - - 0.5 0.5 0.5 0.5 - 12,981 13,511 13,981 14,669 Follow-up Specialist 25,000 0% 3% 3% 3% 3% - 0.5 0.5 0.5 0.5 0.5 12,500 12,875 13,261 13,659 14,069 Business Manager 30,000 0% 3% 3% 3% 3% - 0.2 0.2 0.2 0.2 0.2 6,000 6,180 6,365 6,556 6,753 Fiscal Assistant 25,000 0% 3% 3% 3% 3% - 0.2 0.2 0.2 0.2 0.2 5,000 5,150 5,305 5,464 5,628 Training Coordinator 25,000 0% 3% 3% 3% 3% - 0.2 0.2 0.2 0.2 0.2 5,000 5,150 5,305 5,464 5,628 Coordinator of Volunteers 25,000 0% 3% 3% 3% 3% - 0.2 0.2 0.2 0.2 0.2 5,000 5,150 5,305 5,464 5,628 Technical Systems Manager 30,000 0% 3% 3% 3% 3% - 0.2 0.2 0.2 0.2 0.2 6,000 6,180 6,365 6,556 6,753 Marketing Coordinator 30,000 0% 3% 3% 3% 3% - 0.2 0.2 0.2 0.2 0.2 6,000 6,180 6,365 6,556 6,753 Fund Development Coordinator 30,000 0% 3% 3% 3% 3% - 0.2 0.2 0.2 0.2 0.2 6,000 6,180 6,365 6,556 6,753

18,000 0% 3% 3% 3% 3% 25.0 - - - - - - - - - - I&R Staffing and Salary Totals 8.4 11.3 11.4 11.4 11.7 252,862 339,109 352,644 364,777 382,081

TOTAL STAFF 8.4 11.3 11.4 11.4 11.7 252,862 339,109 352,644 364,777 382,081

Notes:1 - Base salaries and raises do NOT include benefits. Benefits are calculated in the Expense Model. Also, these numbers are only average

amounts. Some personnel with the same title may be higher or lower than the average - that is why an average is used.2 - When necessary, a "factor" (or ratio) is used to determine staffing levels. The factor can be the ratio of staff to management,

or staff to call volume, etc. Each ratio is explained in more detail as it is used to project particular positions.3 - Staff titles can (and should be) changed as necessary. The titles here are described as follows:

2-1-1 Center Director: Executive Director of Agency; or I&R Center Director (e.g., within the United Way or larger organization)Assistant 2-1-1 Director: aka Director of Management/Information ProgramsHotline Director: aka Call Center Manager; responsible for quality assurance (e.g. supervision/monitoring)Business Manager: aka Finance Director; Office ManagerFiscal Assistant: assist Business Manager with accounting and business office functionsAdministrative Assistant: assists with reports, file management, receptionist duties, special projectsI&R Manager: aka I&R Coordinator; Supervisor of Resource Specialists Line Supervisor: aka Hotline SupervisorResource Specialist: update resource databases and other information resourcesI&R Specialist: aka Hotline CounselorFollow-up Specialist: makes follow up calls; provides advocacyTraining Coordinator: aka Training ManagerCoordinator of Volunteers: recruits volunteers and manages volunteer/ staff retention programTechnical Systems Manager: manages computer system and/or telephone systemMarketing Coordinator: marketing, advertising, promotions, outreach, educationFund Development Coordinator: raises funds; writes grants; special events coord.

one (1) Resource Specialist can cover. Note that a provider or program may require multiple records in a database.A 750 would mean that 1 full-time Resource Specialist would be needed for every 750 records covered.750 is the ratio that AIRS recommends. Note that the number of records in a database per Specialist is estimated based on the population covered. It is assumed that every 250 people in the population will generate a level of providers/programs that results in 1 database record. Therefore, a population of 100,000 would require 400 providers, which could be maintained by 0.5 Specialists (400/750).

5 - "Factor" here represents the ratio of Assitants to Total Staff members. That is, a 25 would mean that for every25 Staff members, 1 Assistant would be hired.

Raise1

Base1 Factor2

I&R Staff3

Resource Specialist4

Administrative Assistant 5

4 - The "factor" in this case represents the number of records in a database (that represent programs and/or providers) that

One-Time Conversion Cost Assumptions


05/08/2023

One-Time Investment Needs to Transition to 211 Service at the Local LevelService & Support Areas Times Total Cost 2013 2014 2015 2016 2017Training & Certification Training (211-related) X $ 1,500 2 $ 3,000 1 1 3,000 - - - -

Certification X $ 500 2 $ 1,000 1 1 1,000 - - - - Accreditation (per center) X $ 10,000 1 $ 10,000 1 3 3,333 3,333 3,333 - -

$ 14,000 7,333 3,333 3,333 - -

Office Expansion $ 100 - $ - 1 1 - - - - - X $ 6,000 2 $ 12,000 2 3 - 6,000 6,000 - -

$ 12,000 - 6,000 6,000 - -

Telecommunications X $ 40,000 1 $ 40,000 1 1 40,000 - - - - X $ - 2 $ - 1 1 - - - - -

$ 10,000 1 $ - 1 1 - - - - - $ 40,000 40,000 - - - -

Software & Technology Web Development X $ 10,000 1 $ 10,000 2 2 - 10,000 - - - Server(s) Purchase X $ 15,000 1 $ 15,000 3 3 - - 15,000 - -

X $ 1,000 2 $ 2,000 3 3 - - 2,000 - - $ 27,000 - 10,000 17,000 - -

Capacity Planning Travel X $ 1,000 10 $ 10,000 1 1 10,000 - - - - Outside Consulting X $ 5,000 1 $ 5,000 1 1 5,000 - - - -

$ 15,000 15,000 - - - -

Referral Database X $ 8 1,492 $ 11,936 1 2 5,968 5,968 - - - $ 11,936 5,968 5,968 - - -

Marketing X $ 5,000 1 $ 5,000 1 1 5,000 - - - - $ 5,000 5,000 - - - -

Total Transition Investments Over the 5 Year Period: $ 124,936 $ 73,301 $ 25,301 $ 26,333 $ - $ -

NOTES:1 - The one-time investments listed on this tab are meant to be a comprehensive list, based on the historical needs of other 211s.

The list was created by reviewing the startup budgets of 211 centers in CT, ID, MD, NY, and TX. While there was some variation in theamount of line item costs (particularly telecommunications), the line items themselves were fairly consistent.

2 - "Needed" indicates whether or not the transition cost has already been incurred. If an "X" is present, the model WILL include the cost.If there is no "X", then the model will NOT include the cost.

3 - Input a "start" and "end" year in order to control when the one-time expense is incurred. This affects cash flow.4 - As a rule of thumb, estimate 110 sq ft for each work station in the new floor plan.5 - Furniture costs are for new and replaced work stations, and may include new PCs.6 - The cost of an ACD has ranged from $100,000 to $30,000 at the local level. It is difficult to the great variation in cost without knowing what

additional services might have been included. An average cost of $200,000 is suitable as a benchmark starting point.7 - This is the fee for matching a 7-digit or 800-number to 211 so that when users dial 211, calls can be routed appropriately. See TIPI report.

The fee is charged on a per switch basis and needs to be researched because it varies considerably (ex: $0 to $1,600 per switch).8 - Routing tables are necessary ONLY if there are multiple centers across which the phone system must route calls.

This cost also varies depending on the technology involved. VoIP could cost $10,000. An "advanced intelligence networking 800

Component 1 Needed? 2 Cost 12 Start Yr 3 End Yr 3

Build Out (cost/sf; sf)4

Furniture & Equipment 5

ACD Purchase6

211 Translation Setup7

Routing Table Setup 8

Software Upgrade 9

Database conversion 10

Branding Development 11

B15

Mac Walker: If calls come into a central center and are then re-routed to multiple centers, then this is needed.

One-Time Conversion Cost Assumptions


05/08/2023

One-Time Investment Needs to Transition to 211 Service at the Local Levelservice" could cost less than $1,000.

9 - Software upgrades are usually necessary for each Specialist if they are going to utilize the Internet or access a common database.10 - This cost is the labor associated with converting the referral database to a standard database that meets 211 standards. It

is difficult to predict because there are no consistent rules of thumb from other 211s that can provide a useful benchmark.It has been suggested that the drivers of this cost are the number of fields of data collected on each provider. In this case, themodel assumes that it takes 30 minutes of a staff member's time to verify, cleanse, and convert a given program (provider) record.If the fully loaded cost of the staff member is $35,000 per year, then 30 minutes costs approximately $8. The conversion cost then,would be $8 times the number of records (programs/providers) in the database.Note that the number of programs to be covered is estimated based on the population covered (1 program for every 250 people).

11 - The cost of developing branding (marketing) material (e.g. collateral), can vary widely.12 - Leave the cost amount in place, even if the item is not needed, because this figure is linked to the annual maintenance fees required.

Annual maintenance fees are 15-20% of the equipment/software cost.Typically, conversion takes 4-5 FTEs a full year to convert and clean data (at $35,000 per FTE).

Expense Model


05/08/2023

EXPENSES BY SERVICE & SUPPORT AREA Cost Factor 2013 2014 2015 2016 2017

Personnel Salaries 252,862 339,109 352,644 364,777 382,081 28% 70,801 94,950 98,740 102,138 106,983

$ 500 4,202 5,627 5,689 5,717 5,828 327,864 439,687 457,073 472,632 494,891

Outsourced Call Center Service (Overflow) $ - 0 0 0 0 0

0 0 0 0 0 Telecommunications

$ 50 6,022 6,280 6,537 6,652 7,108 $ 0.08 15% 783 895 1,007 1,057 1,110 $ 1.60 1% 2,089 2,387 2,685 2,820 2,961

20% 8,000 8,000 8,000 8,000 8,000 $ - 0 0 0 0 0

Bandwidth (e.g. T1; cost/mth) $ 200 2,400 2,400 2,400 2,400 2,400 $ - 0 0 0 0 0

Routing Tables (if needed; cost/mth) $ - 0 0 0 0 0 19,294 19,962 20,630 20,929 21,579

Software & TechnologyWeb Hosting (cost/mth) $ 50 600 600 600 600 600 Database Hosting - IRIS ($3500/yr for DBs on web) $ 3,500 3,500 3,500 3,500 3,500 3,500 Other Database/Software Support ($/yr) $ 1,500 1,500 1,500 1,500 1,500 1,500 Software Licensing (% of software costs) 15% 300 300 300 300 300

5,900 5,900 5,900 5,900 5,900 Marketing

$ 5,000 18,649 18,649 18,649 18,649 18,649 Outreach Events (cost/event; #/yr) $ 1,000 8 8,000 8,000 8,000 8,000 8,000

$ 5 1,492 7,460 7,460 7,460 7,460 7,460 34,109 34,109 34,109 34,109 34,109

Administrative Costs $ 14 1,800 25,200 25,956 26,735 27,537 28,363

Travel: Local ($/100,000 of population) $ 500 1,865 1,865 1,865 1,865 1,865 Travel: Prof Dev & Out of County ($/FTE/yr) $ 200 1,681 2,251 2,276 2,287 2,331 Legal (cost/yr) $ 5,000 5,000 5,000 5,000 5,000 5,000 Insurance-Prof, Liability, General, and D&O (cost/yr) $ 3,100 3,100 3,100 3,100 3,100 3,100 Audit (cost/yr) $ 3,500 3,500 3,500 3,500 3,500 3,500 Office Supplies (cost/month/staff) $ 15 1,513 2,026 2,048 2,058 2,098

Personnel1

Benefits (% of salary)2

Training & Certification (cost/FTE/yr) 3

Outsourced Service (max allowance, if applicable) 4

PSTN Lines (cost/line/mth)5

800/Long Distance (cost per minute; % of calls)6

Translation Services (cost per minute; % of calls)7

ACD Maintenance8

211 Translation Maintenance (cost/switch/mth)9

VPN (cost/mth)10

211 Public Educ Campaign (cost/yr/100k population)11

Newsletters (cost/program; # records in database)12, 13

Office lease (cost/sq ft/yr; total sq ft)14

Expense Model


05/08/2023

Utilities (cost/staff/month) $ 10 1,008 1,351 1,365 1,372 1,399 Printing & Postage ($/100,000 of population) $ 2,000 7,460 7,460 7,460 7,460 7,460 Directory Printing (cost/yr) $ 18,000 18,000 18,000 18,000 18,000 18,000 Memberships, Dues & Subscriptions (cost/yr) $ 200 200 200 200 200 200 Repairs & Maintenance (% of lease) 2% 504 519 535 551 567

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Contingency (% of budget) 1% 3,872 4,997 5,177 5,336 5,565 72,902 76,224 77,261 78,265 79,447

Total Expenses 460,069 575,882 594,973 611,835 635,926 $1.23 $1.54 $1.60 $1.64 $1.70

TRANSITION COSTS Factor 2003 2004 2005 2006 2007Total one-time investments 73,301 25,301 26,333 - -

Notes:1 - All line items on this tab are either calculated here or pulled from other tabs.

Calculations on this sheet are indicated by the variables in blue, with the variable names in parentheses.2 - The full carrying cost of employees is 28% above base salaries to account for taxes and benefits.3 - This is non-211 training that is a necessary and ongoing part of operations. Accounts for employee turnover, as well.4 - Calls that cannot be handled (overflow) may be routed to a 3rd party I&R service. These costs are calculated on the Specialist Staffing tab.

If desired, users can cap the amount of overflow services they would pay by typing it in.5 - PSTN lines are simply the phone lines that come into the center. The number of lines equals 5 times the number of Specialists.6 - Historical data from 211s shows that 15-20% of calls are either in-bound 800-number callers, or outbound long distance.7 - Translation services via the phone take twice as long as normal calls.8 - The annual cost of maintaining the ACD can range from 10-20% of the original cost of the equipment.9 - Phone companies charge a recurring fee to maintain the routing of "211" numbers to a local, 7-digit number.10 - VPN's add security to data and calls crossing over the Internet. Typically only needed at larger call centers.11 - Where appropriate, costs are estimated based on the size of the population served.12 - The number of database records is determined by dividing the population to be covered by 250. That is, this assumes that 1 record

exists for every 250 people in the population. Therefore, a population of 100,000 would require 400 database records (of providers/programs).If the exact number of programs is known, it should be typed in the cell (replacing the formula).

13 - Newsletters to all licensed providers (health, social) in the community, plus non-profit health and human services organizations.14 - Year 2 and beyond increase with inflation at a rate of 3% per year.15 - If there are other budget line item expenses not listed here, use these rows to accommodate them by simply typing over the word "Other"

Other (read footnote for using these rows)15




Expense Model


05/08/2023

with the appropriate expense item description. The expense may then be typed in by year, or if you are able, create a formula. These expensesautomatically tie-in to the Budget Summary tab and are all grouped under "Other". If you have no use for these rows, you can "hide" themby selecting the rows, then right-clicking on them, and selecting "Hide" from the pop-up menu.

Funding Sources


05/08/2023

2013 2014 2015 2016 2017Federal: Government Grants $ - $ - $ - $ - $ -

- - - - - State: Government Grants - - - - - County/City/Local: Government Grants - - - - - Project-Based Grants - - - - -

- - - - - Other/Specific Project-Based Grants - - - - - Other/Specific Project-Based Grants - - - - - Other/Specific Project-Based Grants - - - - - Other/Specific Project-Based Grants - - - - - Other/Specific Project-Based Grants - - - - - Other/Specific Project-Based Grants - - - - - Other/Specific Project-Based Grants - - - - - Fund Raising, Contributions & Sponsorships - - - - - United Way (Local and National) - - - - - Fees for Service, Contracted Services - - - - - Sales-Print & Elec Directories, Resrce Lists - - - - -

Total $ - $ - $ - $ - $ -

Notes:1 - The funds input here will be measured against the funding needs in order to show the overall net funds required to implement 211.

Therefore, only include revenue for which there is a high degree of confidence.2 - Be sure to include funding from the statewide system in the "211 Funding from State System" line above. This type of funding will be

passed on to the state model and identified as separate from all other types of funding. In this way, at the state level, everyone can see how much funding is passed through the state, to the locals.

3 - Some funders and boards require specific grants to be itemized. These rows may be used for this purpose. If you have no use forthese rows, you can "hide" them by selecting the rows, then right-clicking on them, and selecting "Hide" from the pop-up menu.

Funding Sources1

211 Funding from State System2

Other/Specific Project-Based Grants3

Annual Budget Projections


05/08/2023

For year ending ($) 2013 2014 2015 2016 2017FUNDING

Federal: Government Grants $ - 0% $ - 0% $ - 0% $ - 0% $ - 0%211 Funding from State System - 0% - 0% - 0% - 0% - 0%State: Government Grants - 0% - 0% - 0% - 0% - 0%County/City/Local: Government Grants - 0% - 0% - 0% - 0% - 0%Project-Based Grants - 0% - 0% - 0% - 0% - 0%Fund Raising, Contributions & Sponsorships - 0% - 0% - 0% - 0% - 0%United Way (Local and National) - 0% - 0% - 0% - 0% - 0%Fees for Service, Contracted Services - 0% - 0% - 0% - 0% - 0%Sales-Print & Elec Directories, Resrce Lists - 0% - 0% - 0% - 0% - 0%

Total Funding $ - 0% $ - 0% $ - 0% $ - 0% $ - 0%

COST OF SERVICES211 Service

Salaries & Benefits 323,663 0% 434,059 0% 451,384 0% 466,915 0% 489,063 0%Training & Certification 4,202 0% 5,627 0% 5,689 0% 5,717 0% 5,828 0%3rd Party Call Overflow - 0% - 0% - 0% - 0% - 0%

Telecommunications & TechnologyTelephone Service 6,805 0% 7,175 0% 7,544 0% 7,710 0% 8,218 0%Networking/Internet 2,400 0% 2,400 0% 2,400 0% 2,400 0% 2,400 0%Web Hosting 600 0% 600 0% 600 0% 600 0% 600 0%Software Upgrades 300 0% 300 0% 300 0% 300 0% 300 0%211 Translation - 0% - 0% - 0% - 0% - 0%Client Translation Services 2,089 0% 2,387 0% 2,685 0% 2,820 0% 2,961 0%Routing Tables - 0% - 0% - 0% - 0% - 0%Database Hosting (IRIS) 3,500 0% 3,500 0% 3,500 0% 3,500 0% 3,500 0%ACD Technology 8,000 0% 8,000 0% 8,000 0% 8,000 0% 8,000 0%

Total Cost of Services 351,558 0% 464,049 0% 482,103 0% 497,961 0% 520,870 0%

GENERAL & ADMINISTRATIVEMarketing

Public Education Campaign 18,649 0% 18,649 0% 18,649 0% 18,649 0% 18,649 0%Outreach Events 8,000 0% 8,000 0% 8,000 0% 8,000 0% 8,000 0%Collateral 7,460 0% 7,460 0% 7,460 0% 7,460 0% 7,460 0%

General & AdministrativeOffice Lease 25,200 0% 25,956 0% 26,735 0% 27,537 0% 28,363 0%Travel 3,546 0% 4,116 0% 4,141 0% 4,152 0% 4,196 0%Legal 5,000 0% 5,000 0% 5,000 0% 5,000 0% 5,000 0%Insurance 3,100 0% 3,100 0% 3,100 0% 3,100 0% 3,100 0%Audit 3,500 0% 3,500 0% 3,500 0% 3,500 0% 3,500 0%Supplies 1,513 0% 2,026 0% 2,048 0% 2,058 0% 2,098 0%Utilities 1,008 0% 1,351 0% 1,365 0% 1,372 0% 1,399 0%Printing & Postage 7,460 0% 7,460 0% 7,460 0% 7,460 0% 7,460 0%Directory Printing 18,000 0% 18,000 0% 18,000 0% 18,000 0% 18,000 0%Memberships, Dues & Subscriptions 200 0% 200 0% 200 0% 200 0% 200 0%Repairs & Maintenance 504 0% 519 0% 535 0% 551 0% 567 0%



05/08/2023

Other - 0% - 0% - 0% - 0% - 0%Contingency 3,872 0% 4,997 0% 5,177 0% 5,336 0% 5,565 0%

Total General & Administrative 107,011 0% 110,333 0% 111,370 0% 112,374 0% 113,556 0%

ONE-TIME TRANSITION COSTSTraining & Certification 7,333 0% 3,333 0% 3,333 0% - 0% - 0%Office Expansion - 0% 6,000 0% 6,000 0% - 0% - 0%Telecommunications 40,000 0% - 0% - 0% - 0% - 0%Software & Technology - 0% 10,000 0% 17,000 0% - 0% - 0%Capacity Planning 15,000 0% - 0% - 0% - 0% - 0%Referral Database 5,968 0% 5,968 0% - 0% - 0% - 0%Marketing 5,000 0% - 0% - 0% - 0% - 0%

Total Transition 73,301 0% 25,301 0% 26,333 0% - 0% - 0%

NET FUNDING NEED $ 531,870 0% $ 599,684 0% $ 619,806 0% $ 610,336 0% $ 634,426 0%



05/08/2023

For year ending ($) 2013 2014 2015 2016 2017FUNDING

Federal: Government Grants $ - 0% $ - 0% $ - 0% $ - 0% $ - 0%211 Funding from State System2 - 0% - 0% - 0% - 0% - 0%County/City/Local: Government Grants - 0% - 0% - 0% - 0% - 0%Project-Based Grants - 0% - 0% - 0% - 0% - 0%Fund Raising, Contributions & Sponsorships - 0% - 0% - 0% - 0% - 0%United Way (Local and National) - 0% - 0% - 0% - 0% - 0%Other - 0% - 0% - 0% - 0% - 0%

Total Funding $ - 0% $ - 0% $ - 0% $ - 0% $ - 0%

COST OF SERVICES211 Service 327,864 0% 439,687 0% 457,073 0% 472,632 0% 494,891 0%Telecommunications & Technology 23,694 0% 24,362 0% 25,030 0% 25,329 0% 25,979 0%

Total Cost of Services 351,558 0% 464,049 0% 482,103 0% 497,961 0% 520,870 0%

GENERAL & ADMINISTRATIVEMarketing 34,109 0% 34,109 0% 34,109 0% 34,109 0% 34,109 0%General & Administrative 72,902 0% 76,224 0% 77,261 0% 78,265 0% 79,447 0%

Total General & Administrative 107,011 0% 110,333 0% 111,370 0% 112,374 0% 113,556 0%

ONE-TIME TRANSITION COSTSTotal Transition 73,301 0% 25,301 0% 26,333 0% - 0% - 0%

NET FUNDING NEED $ 531,870 0% $ 599,684 0% $ 619,806 0% $ 610,336 0% $ 634,426 0%

Template for Copying Data to State Models


INSTRUCTIONS:If there is a State expense model being created, it will require inputs from each Local model such as this.To ensure that these Local projections are accounted for in the State model, please do the following:1 - Since you will be working with State model, make sure that others who have access to it are

aware that you are making changes. Only one person at a time should update the State model.2 - Go to the "Local Cost Projections" tab of the State expense model and choose one of the 15 County/Regions

areas in which to paste this data. Type over "County/Region #" with your area's name before pastingdata in order to keep track of your work.

3 - Return to this tab and copy only the boxed and shaded area below by selecting the area and then choosing"Copy" from under the "Edit" menu.

4 - In the State model, in the space where you typed your area's name, you will "paste" this data by doing the following:

Select the cell that contains "Call Volume" for Year 1 by clicking on it (e.g. cell D3 if it is not already filled in).Select "Edit" from the menu bar, then "Paste Special".A window will appear with several options on it. At the top, in the "Paste" section, choose "Values"and click OK. This should paste all of the values (not formulas) from the Local model into the State model.That's it. Save your work and return the model to whoever is maintaining the master copy so thatother Local managers can update the model with their projections.

HIGH-LEVEL SUMMARY: COPY TO STATE TEMPLATE (IF NECESSARY)2013 2014 2015 2016 2017

Call Volume 8,703 9,946 11,190 11,749 12,336 Local Funding from State $ - $ - $ - $ - $ - Local Funding from Other $ - $ - $ - $ - $ - 211 Service $ 327,864 $ 439,687 $ 457,073 $ 472,632 $ 494,891 Telecommunications & Technology $ 23,694 $ 24,362 $ 25,030 $ 25,329 $ 25,979 Marketing $ 34,109 $ 34,109 $ 34,109 $ 34,109 $ 34,109 General & Administrative $ 72,902 $ 76,224 $ 77,261 $ 78,265 $ 79,447 One-Time Transition Costs $ 73,301 $ 25,301 $ 26,333 $ - $ -

Budget Analysis

Prepared by: Venture Architects of 23 document.xls05/08/2023

FOR INTERNAL USE ONLY

The analysis presented here is a generic framework that may not be appropriate for each local 211. Users shouldreview this analysis and modify it as appropriate. As it stands, it is not intended for outside distribution. This isonly meant to serve as a tool for management to perform a 'reasonableness' check.

2013 2014 2015 2016 2017Direct Cost per Call $ 40.40 $ 46.66 $ 43.09 $ 42.38 $ 42.22 Indirect Cost per Call $ 12.30 $ 11.09 $ 9.95 $ 9.56 $ 9.20

Total Cost per Call $ 52.69 $ 57.75 $ 53.04 $ 51.95 $ 51.43

Notes:1 - Direct Costs exclude one-time costs, but include all other direct costs associated with providing 211 service.2 - Indirect Costs include items such as marketing, professional services, and supplies.

2013 2014 2015 2016 2017One-Time Cost per Calls $ 8.42 $ 2.54 $ 2.35 $ - $ - Direct Cost per Call $ 40.40 $ 46.66 $ 43.09 $ 42.38 $ 42.22 Indirect Cost per Call $ 12.30 $ 11.09 $ 9.95 $ 9.56 $ 9.20

Total Cost per Call $ 52.69 $ 57.75 $ 53.04 $ 51.95 $ 51.43

Notes:* - One-time expenses (transition costs) are included in this analysis and shown separately.1 - Direct Costs exclude one-time costs, but include all other direct costs associated with providing 211 service.2 - Indirect Costs include items such as marketing, professional services, and supplies.

Operating Cost per Call Analysis 1, 2

Budget Cost per Call Analysis 1, 2, *

2013 2014 2015 2016 2017 $-

$10.00

$20.00

$30.00

$40.00

$50.00

$60.00

$70.00

Operating Cost per Call Analysis

Indirect Cost per CallDirect Cost per Call

2013 2014 2015 2016 2017 $-

$10.00

$20.00

$30.00

$40.00

$50.00

$60.00

$70.00

Buget Cost per Call Analysis*

One-Time Cost per Calls

Indirect Cost per Call

Direct Cost per Call

Erlang Formula Projections and Background


Erlang FormulasAVAILABILITY

95% 85%

Long Range (Erlang >= 3.5)

Short Range (Erlang < 3.5)

NOTES:The telecommunications industry uses a mathematical formula called the "Erlang Formula" to determine how many staff (or phone lines) are needed

to service a given call volume. The formula requires assumptions for service levels (how often the service is available) and service times.Although the Erlang formula is a complex algorithm, we can represent it as a set of algebraic equations within a narrow range of call volumes.

We can then use the algebraic equations to calculate how many specialists (or phone lines) are needed to answer the calls.The equations listed above can be explained as follows:

of call volume. Call volume is represented in Erlang, a non-dimenisional unit represented by "x" in the equations.

We assume a service time of 7.5 minutes and we know the arrival rate based on the historical distribution of calls.Once Erlang is calculated, the appropriate formula must be chosen based on whether or not Erlang is greater than 3.5.

Further, we use two different formulas for the "95%" and "85%" assumptions about the availability of phone lines."95% availability" assumes that 95% of callers will not get a busy signal, and so forth.Therefore, if Erlang is less than 3.5 and availability needs to be 95%, we would use the formula in the lower-left quadrant.

For more detail, please visit a website that performs Erlang calculations: http://mmc.et.tudelft.nl/~frits/Erlang.htm

y = -0.0011x2 + 1.2464x + 2.2239;R2=0.9998

y = -0.0006x2 + 1.0356x + 1.4059;R2=0.9999

y = -0.1384x2 + 2.0077x + 1.3881;R2=0.9993

y = -0.0835x2 + 1.468x + 0.9226;R2=0.9978

y = The projected number of staff (or phone lines) needed to answer 95% or 85% of calls given a certain amount

x = Traffic in Erlang, which is determined by multiplying the 'arrival rate' times the 'service time'.

R2 represents how accurately the formula's result matches the Erlang algorithm. A 0.9993 = 99.93% accuracy.

updated master model for local i&rs - illinois department of …€¦ · xls file · web...

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