HomeMy WebLinkAbout3141_001MINUTES
COMMITTEE OF THE WHOLE
OCTOBER 28, 1997
I. CALL TO ORDER
The meeting was called to order at 6:09 p.m. by Mayor Farley. Present at the
meeting were: Trustees George Clowes, Timothy Corcoran, Paul Hoefert, Richard
Lohrstorfer, Daniel Nocchi and Irvana Wilks. Staff present included: Village
Manager Michael Janonis, Assistant Village Manager David Strahl, Finance
Director Brian Caputo, Assistant Finance Director Carol Widmer and Human
Services Director Nancy Morgan.
II. MINUTES
Acceptance of Minutes of October 14, 1997. Motion made by Trustee Hoefert and
Seconded by Trustee Corcoran to approve the Minutes. Minutes were approved
unanimously.
III. CITIZENS TO BE HEARD
None.
IV. 1998 BUDGET DISCUSSION
Mayor Farley opened the discussion by providing a general overview of the Budget
process. He stated there will be two additional Committee of the Whole meetings
to discuss the proposed Budget for input from citizens.
Village Manager Janonis provided a general overview outlining the 1998 Budget
process. He also suggested that the Board consider discussing the 1999 forecast
at the last Committee of the Whole meeting on November 25. He felt it would be
easier to address the 1999 items at the end of the process because it may take
additional time to discuss the 1999 proposals. He also outlined some of the
changes in the business conditions within the community with the change in major
revenue producers.
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Staff has reviewed their respective Budgets and has been able to balance the
Budget for 1999 with numerous cuts. He stated the proposed cuts from staff
maintain core services and civic funding and the projected impact is outlined in
correspondence from the various Departments and is available for discussion at the
end of the 1998 Budget discussion so the Board is familiar with what the impacts
of such cuts would have.
Finance Director Brian Caputo provided a general overview as to the proposed
Revenues expected for 1998. He stated that cost centers are used wherever
possible to provide an accurate illustration as to the cost of a specific service. He
provided an overview of the Revenue history for 1997 and projected for 1998. He
stated that the Village has experienced good health insurance history over the last
two years and highlighted the ten-year Budget Forecast which illustrates projected
deficits. He stated that the Budget reserve of the 15% target remains in place for
this coming Budget. He stated that there is a preliminary projection of $700,000
surplus in the General Fund for 1998 and would recommend using a portion of that
funding for Capital Improvement funding with $300,000 reserved for disaster
response needs.
.RM
Assistant Village Manager David Strahl provided a general overview of the Public
Representation, Village Manager's office, Village Clerk, Cable TV and the MIS
Budgets. He stated that there has been some reordering of line items into other
Divisions to accurately illustrate the cost of services. For example, there has been
an additional shift of personnel costs into the Public Representation Budget to
represent the clerical assistance provided to the Mayor and Village Board in addition
to the various special projects which are undertaken by the Manager's office clerical
staff. There is also a shift in line items from the personnel cost center into the
general Village Manager's Office cost center to accurately reflect costs associated
with general operation and not necessarily personnel -related expenses. The MIS
Division funding was primarily taken from the Cable TV Division and the costs
associated with the Cable Production Coordinator have generally been reordered
into the MIS Division. Therefore, there is a limited impact showing in the general
Manager's office Budget since these costs were previously allocated in the Cable
TV Division. The Village Clerk's Budget is generally unremarkable.
Village Manager Janonis highlighted the fact that the Village is experiencing a
large number of retirements due to a generational turnover. He stated that some
of the need of management training is to instill a general management philosophy
due to this generational change. He also highlighted the fact that he is proposing
to shift a currently vacant part-time position from Public Works into the Village
Manager's office to assist in citizen communication efforts including Newsletter
preparation. He also provided an overview of personnel staffing comparison in the
Manager's office compared to other comparable communities.
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VI. ADJOURNMENT
There being no further business, the meeting was adjourned at 9:00 p.m.
DS/rcc
Respectfully submitted,
DAVID STRAHL
Assistant Village Manager
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VILLAGE OF MOUNT PROSPECT
FINANCE DEPARTMENT
INTEROFFICE MEMORANDUM
TO: VILLAGE MANAGER MICHAEL E. JANONIS
FROM: DIRECTOR OF FINANCE
DATE: NOVEMBER 6, 1997
SUBJECT: EMERGENCY MEDICAL SERVICE (EMS) CALL COST MODEL
PURPOSE:
To provide information on the cost to the Village of responding to a call for EMS.
BACKGROUND:
During the Village Board's consideration earlier this year of various revenue mix alternatives to
support the Street Improvement Program after 1997, an increase in the Village's EMS
(ambulance) fee was considered. Ultimately, the Board decided not to make any change in the
fee. However, the Board asked that the staff present information on the cost of an EMS call
during the review of the proposed 1998 Village Budget.
Currently, the Village's charge to nonresidents for an EMS call is $125. There is no charge to
residents for an EMS call. We only charge nonresidents if they are transported to a medical care
facility. Each year, the Village bills approximately 450 nonresidents for EMS calls. About 40 of
these are Medicare -eligible.
DISCUSSION:
The Fire Department has established three classifications of EMS calls. Those classifications and
the number of calls expected for each classification in 1998 are as follows.
Advanced Life Support (ALS) Calls 1,280
Basic Life Support (BLS) Calls 1,720
Service -Provided Calls 3,000
No -Service -Provided Calls 200
Total EMS Calls 3200
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'8661 `1 Annuer JO ss paloafotd asogl on soueies
iIV 'oipawend/talg8gatg t,.ioj alsi Aieies tunwtxsw aql si snis •pasn si aotA.tas Jo SMA S fano
,Iter oTom-md palgSgaig Tajo Anes mp Ism alou of muodwt si II •Z Itgnixg ut paluasaid irelap
all Aq palioddns on pue paleiai-iauuouad an; sisoo all jo XuvW • 1 Itgtqxg se paloelle iapow
aqi ut ileo SW2[ poptnoid-mLuas B 3o sisoo Iue U!a!s oql jo its ainldeo of poldwal;e aneg aA4,
'AW SIM s uo luods lvgl wog iii S -IV us uo luads aunt
oql uaaeelaq muoiapp oql almupsa of aigtssod lou st It `spi000i Iuou4ndaQ ani aigsitsAs uanuj
auaos Aou08.taw0 all le saotAias Hall paiapuai aneq Amp raUg uotlels aig all of umlai aut8ua
all uo iauuosiad aq,I, 3iloecuaded pamibai alaidwoo Pus `Atitoe� mp le iauuosiod isotpaw all
lstss8 `ktlioej ono isotpaw all of lugged oql :podsne tl Wm Aagl asnsoaq Aeo all qluA aural wow
puads Apioua8 aousingm all uo iauuosmd aql •mol jisq-auo puods aut8uo all uo iauuosiod
all pue ileo SW3 pap!Aoid-npuas ieotdf4 a horn moq auo Alammoiddu puods ooueingws all
uo iauuosiod aql `IuawlndaQ ani all of 8utpi000d •ou!Suo all um otpawsnd/lusuolnaq aig e
pus soq)o=jsd/iall Uaj om4 `ooueingwe all um soq)oummd/ 1ti8UajU ons •aui8ua poddmba
-Swg uv puv aousingws us gltm os op Miall `ileo Sna uv of spuodsai IuatuWdaQ ani all uogM
•llodsm.4
s amtbai siieo S'Ig ile lou `taaAae of ti?os3 aim ieotpaw a oI Iuatwd aql :podsuerl of pannbai
aq liter sotpawgnd mo `ileo SIV Aus ut `asmoo 30 po S -IV us 8uunp ainpaooid Bunn
mns
-anti jo adVI awos wiopad sotpawend legl ut sM S'Ig wog palsiluaia p oq Am siieo S'I�'
RECOMMENDATION:
The above information is provided for discussion purposes only.
BRIAN W. CAPUTO
c: Ea Finance Commissioner
David Strahl, Assistant Village Manager
Michael J. Figolah, Fire Chief
Carol L. Widmer, Assistant Director of Finance
x:%j s \caput&%udgd98\ambulanc
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VMLAGE OF MOUNT PROSPECT
EMS Call Cost Model
All Components
Com orient CatSLoj
hNor Component
Personnel Costs-
Firefighter/Paramedic $
Ambulance Crew
Firefighter/Paramedic
(1 hour)
Single
Personnel Costs-
Fire Lieutenant/Paramedic
Engine Crew
Firefighter/Paramedic
(1/2 hour)
Firefighter/Paramedic
Personnel Costs -
Fire Administration Training Captain
Ambulance Costs Lease Payment
(1 vehicle) Equipment Depreciation
Auto Insurance
Supplies
Gasoline & Maintenance
Dispatching Costs NWCDS Charges
Personnel Costs -
Billing & Collection Clerk
Total
See notes on page 6.
4
Exhibit 1
Annual
Amount
;dor
for
Component
Single
Amount
Call
Notes
70,402.46
$ 27.08
70,402.46
27.08
54.16
82,663.93
15.90
70,402.46
13.54
70,402.46
13.54
42.98
44,491.02
13.90
a
13,000.00
12.18
b
2,000.00
2.00
c,d
1,500.00
1.41
b,e
2,800.00
2.80
c
20.00
f
38.39
89,200.00
17.15
g
6,881.00 14.96 h
$ 181.54
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EMS Call Cost Model
Notes
a) Allocated over the total of 3,200 EMS calls estimated to be handled by the Fire
Department in 1998.
b) Allocated over the total of 1,067 EMS calls estimated to be handled by a single ambulance
in 1998.
C) Allocated over 1,000 service -provided EMS calls estimated to be handled by a single
ambulance in 1998.
d) Major items of equipment:
1) Telemetry radio at a cost of $10,000 with a useful life of 10 years.
2) Life pack at a cost of $12,000 with a useful life of 12 years.
e) Under the V'illage's self-insurance program, many of the costs related to auto insurance
are commingled; it is not possible to isolate the cost of auto insurance for one ambulance.
As a proxy, Johnson & Higgins, the Village's auto insurance broker, provided an estimate
of the annual premium for insuring one ambulance. This estimate is included in the model.
f) Estimate provided by the Fire Department.
g) Allocated over the total of 5,200 fire and EMS calls estimated to be handled by the Fire
Department in 1998.
h) Allocated over 460 nonresident, billable EMS calls estimated for 1998.
i) Salary information is projected as of January 1, 1998.
j) Under the Village's self-insurance program, many of the costs related to workers'
compensation for various classes of employees are commingled; it is not possible to isolate
the cost of workers' compensation for a firefighter/paramedic or administrative personnel.
As a proxy, "advisory rates" published by the Illinois Department of Insurance were the
basis for the workers' compensation costs indicated in the model. The advisory rates are
used by insurance companies to formulate premiums for commercial workers'
compensation insurance. According to Bill Leinheiser of Risk Resources, the Village's
insurance consultant, the Village would pay about twice as much for commercial workers'
compensation insurance as we do now for self insurance. Therefore, in the cost model,
the advisory rates have been divided in half. The unadjusted advisory rates for firefighters
and administrative personnel per $100 of payroll are $9.02 and $.31, respectively.
0
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MOLL , OM al(13N1"aNW)
Mount Prospect
ce,p Police
Department pae
Chief Paviock's Presentation
+ Budget Overview
Hiring & Training Costs
Re -accreditation Costs
Computer Lease Payment Costs
• N.W.C.D.S. Costs
New Equipment Cost
a Cars
In -Car Laptop Computers
a Trunked Radio System
s Programs & Performance Measures
. Community Policing Program
School Resource program
# Peer Jury Program
• Performance Measures
s Comments & Questions
1997 Accom shm�
Auxiliary Service Unit
Divided into two separate functions.
Problem Solving Unit
"Cops Ahead" grant.
Community and problem solving policing strategies
implemented.
School Resource Officer (SRO)
River Trails Junior High School.
Northwest Suburban Special Education Organization
School.
Promotional Processes
Police Commander.
Police Sergeant.
♦ Peer Jury Program
+ Police Recruit Officer Eligibility List
+ Expand the Role of Community Policing Strategies
+ Improve Department Efficiency & Productivity
Use of Computer Technology.
* Digital Imaging Equipment
♦ Traffic Law Enforcement Programs
Implementation of specific programs & activities.
Police Department
1996 Performance Measures
COMPARABLE COMMUNITIES
MOUNT
SAMPLE
SERVICE
MEASURE PROSPECT
SIZE
LOW
HIGH
AVERAGE
RESPONSE TIME
AVERAGE TIME:
3.9
(5)
3.0
13.2
5.9
DISPATCHED TO
ARRIVED ON SCENE
(IN MINUTES)
PART I (SERIOUS)
PERCENT
43.2
(5)
18.6
29.2
23.5
CRIME
CRIMES SOLVED/
CLEARANCE
CLEARED
PART II (PROPERTY)
SAME AS ABOVE
44.3
(5)
32.9
69.9
51.5
CRIME CLEARANCE
TRAFFIC LAW
CITATIONS
133
(6)
115
170
133
ENFORCEMENT
PER OFFICER
FALSE ALARM
PERCENT
+4.2
(6)
+.3
-22.1
-7.3
RESPONSE
CHANGE
PER YEAR
SWORN
OFFICERS PER
1.50
(6)
1.40
2.90
2.15
STRENGTH
1,000 RESIDENTS
DEPARTMENT
Full Time Employees Per
1.96
(6)
1.87
3.65
2.59
STAFFING
1,000 RESIDENTS
VILLAGE OF MOUNT PROSPECT
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VILLAGE OF MOUNT PROSPECT
COMMUNITY DEVELOPMENT DEPARTMENT
ig
Village Manager
Community Development
Director
Eavizaamental
Health C*otd"
The Community Development Department consists of three divisions: Building Inspections, Environmental Health
and Plannin& The Community Development Department consists of IS Ml1 time employees, 1 part-time and 4
seasonal employees.
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Community Development Department
1997 Accomplishments
* Implemented the Multi -Family Interior Inspection Program
* Initiated Education Program for Multi -Family Housing Owners and Tenants
* Aggressively Pursued Dilapidated Apartment Complexes
* Adopted Uniformed Streetscape Program for Downtown and Implemented
Phase I Improvements
* Assisted the Economic Development Commission's Efforts at Retaining
and Attracting Businesses and Marketing the Village
1998 Objectives
* Implement Computerized Permit Tracking System
* Further Corridor Planning Program to Include Downtown and Other Sub -
Area Plans
* Research and Secure Federal and/or State Grants to Promote Efforts
* Establish Program with Local School Districts to Educate Students About
Planning and Development
* Update Food Program and Obtain Cook County Certification
* Continue Interior Inspection Program with the Assistance of Ad Hoc
Committee and Property Owners
* Achieved Increased Compliance with the Property Maintenance Code
Throughout the Village.
* Enhance Productivity and Quality Control Implementation of Customer
Service Techniques
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