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��i�' <br /> =� / —_ - - - —'--__-___ --_ . <br /> /�� "�� ���� <br /> `: -'`�� �- -'' - ' �'`r~ ' ' ��� • �� <br /> ' - - ` - ' • <br /> !� ` - 7 - ''�`^ `^ : ��� <br /> - _ .' -`.—~ <br /> Personnel <br /> $ 1,537 Transportation Board (members , 2 hrs , per month, in-kind) <br /> $ 1 ,080 Coordinator's Salary (DoA Director, 8 hrs . per Month , in-kin <br /> $ 79,582 Drivers' Salaries (1n-kind) <br /> � 4,500 Secretary (50% DoA Senior Worker, in-kind) <br /> $ 86,699 Subtotal Personnel <br /> • <br /> Other Administrative Costs <br /> $ 2,000 Purchase of service (Bus tickets, etc.) <br /> -- $ <br /> 0 - .Office Equipment _ <br /> � <br /> 130 Supplies/Duplicating <br /> $ I,100 Rent/Space <br /> � 372 Telephone <br /> � 700 Travel <br /> $ 4,302 Subtotal Other Administrative Costs <br /> $ l8l ,127 Total Expenditures <br /> I983-l985 <br /> Due to expected budget cutbacks in overall human service funding levels <br /> L. <br /> --- of block grant funding at the state level <br /> as well as the unknown effects u o gra c level , we <br /> do not project much more than a 15% increase in passenger trips delivered in <br /> the 1984-85 period as compared to initial 1981-82 levels . This degree of growt <br /> is primarily feasible through- ridesharing and cutting back on the double routes <br /> through the use of the 22-25 passenger mini-buses which, according to our re- <br /> placement schedule, should be coming on line to a significant degree in 1984 <br /> and 1985. Operating savings derived from stabilizing or reducing vehicle <br /> mileage, fuel use and drivers hours through ridesharing can be translated to <br /> ^ <br /> an increased ability of the system to better serve previously underserved <br /> geographical areas and/or client groups within the county. Thus , savings on <br /> one side of the ledger may translate to higher or better levels of service n <br /> --_- _-__- -- __- __-_ - - - <br />