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HomeMy WebLinkAboutCOMMITTEE OF THE WHOLE - 11/17/1987 - H.E.L.P. COMMITTEE OF THE WHOLE MINUTES Elk Grove Village November 17, 1987 8:00 P.M. MEMBERS PRESENT: Charles Zettek, Village President Edward Hauser, Village Trustee James Petri, Village Trustee Michael Tosto, Village Trustee Ronald Chernick, Village Trustee Joseph Bosslet, Village Trustee Dennis Gallitano, Village Trustee MEMBERS ABSENT: None STAFF PRESENT: Charles Willis, Village Manager Gary Parrin, Assistant Village Manager George Coney, Director of Finance Hilda Ingebrigtsen, Assistant Director of Finance John Bantner, Commander Police Department Jack Romme, Police Officer OTHERS PRESENT: John Peterson, John Nuveen & Co. Debra Schwartz, John Nuveen & Co. Owen McGovern, Advance Computer Management Karl Will, Advance Computer Management Ed May, Advance Computer Management John Peterson briefly discussed the financing structure of the High-Level Excess Liability Pool(H.E.L.P. ) and asked the Village Board if they were still willing to act as Host Municipality for issuing $5 million of General Obligation Bonds, the proceeds of which to be used by H.E.L.P. to initially fund the joint self-insurance reserve fund of the Pool. Mr. Peterson insured the Board Members that each participating member of the Pool would be legally responsible for their pro-rata share of the debt service for the life of the bond issue and would be bound through an Intergovernmental Agreement executed by each member. All costs of issuance of the bonds would be paid by the Pool. Mr. Peterson explained the timing of the issue and stated a preference for selling the bonds before December 31, 1987. The Board recommitted the Village to act as Host Municipality and directed Mr. Peterson to proceed with the bond issue. Mr. Peterson and Debra Schwartz then left the meeting. -2- The Facilities Management Service Contract for Data Processing was then discussed and Finance Director Coney's memo on the subject dated October 29, 1987 was the basis for questions by the Trustees. After lengthy discussion of possible alternatives for providing data processing services it was agreed to direct Advanced Computer Management to prepare a two year contract proposal to provide the current staffing at the current rate (no increase) for fiscal year 1988-89 and an increase of 6.25% for fiscal year 1989-90. The contract to include an-option to reduce the level of staff by one programmer/analyst, when the work load dictated, with 90 days written notice. The proposal will be presented to the Village Board for consideration at the December 8th Board Meeting. C: President and Board of Trustees Village Manager Assistant Village Manager Administrative Assistant Assistant Director of Finance Data Processing Manager All Department Heads `VOW 0� November 20, 1987 TO: Preside t nd Board of Trustees FROM: ar es A. iis, Village anager SUBJECT: DATA PROCESSING RVICES v1 During and after last Tuesday's Committee meeting, I found o0 myself trying to understand Trustee Gallitano' s concerns and how those might have been supported by the things he gained from talking with persons in Naperville, Schaumburg and perhaps other places. I know that he believes we are spending too much money to engage outside computer professionals. I understand that and r fully appreciate that view. That perception , that attitude, if you will , is what guides us in every decision we make, be it for paper clips , fire trucks or the entire Budget. It' s the centerline of decisions and recommendations made by the Director of Finance and every Department Head. Within that attitude, however, must be consideration for the value to be received, for the expense to be incurred. That aspect is also very much a part of our decision making process from my Office throughout the Village organization . 0 Trustee Gallitano 's discussion Tuesday night appeared to focus mostly on the cost of outside professional services. Both he and Mr. Coney attempted to deal with that dimension: neither were successful . Efforts put forth by Commander John Bantner, Karl Will , Owen McGowen and George Coney to articulate the value of service side of the issue appeared to have little meaning. The fact that the persons with whom Trustee Gallitano spoke in other cities spoke highly of their operations and their progress should be taken with caution. Those staff persons were not about to "hang out their wash" to a total stranger, much less to an elected official from another community. Human beings behave that way. Even a call from a fellow staffer or Manager will be responded to in rosy terms with but an occasional comment that reveals some difficulties. There is no -2- question in my mind, however, that the information he acquired rightfully reflected the basic attitudes in those cities. They believe in what they are doing and how they are doing it at the time they were asked. Next month or two years from now they will feel the same even though they may be doing things differently. No one likes to admit mistakes and few will discuss with an outsider, be he an elected or an appointed official , changes which are or may be under consideration. Most persons will speak highly of their community and about the way it conducts its affairs. It needs to be remembered that what and how a city does things is what and how they want to do them. Some communities engage volunteer firefighters: others hire full time firefighters . Some start with volunteers and later hire full time firefighters. A few have combined Police and Fire Departments but most have separate Departments . Each of those approaches has a different price tag and each produces a different level of service - but in all cases each city is satisfied with what and how it does it. And over some undefinable period of time, those cities will make changes for reasons they believe are in their best interests - - and that too is good. Elk Grove Village is not much different when its people talk about what we do. We're very proud of that and proud of how we do it. To some it perhaps could be done better or at least differently. When there is agreement that change is necessary that change will occur. While we have always taken pride in what and how we do things , we have always been humble enough to search for better ways and more economical ways of doing things. Others admire our leadership even though we may have borrowed one of their ideas and made some small improvements to it. Nothing is beyond change or improvement in Elk Grove Village. Hardly a day goes by when someone takes a hard look at what or how we're doing things. Annually we question those things during the Budget cycle, both at the staff level and at the Board level . If change for the better is warranted and justifiable, a change is made. In my opinion last Tuesday' s discussion went astray. It focused on cost and became clouded with references to how other cities conduct their business. Little time was spent in exploring what we're doing and how we're doing it. It is that to which I wish to direct the succeeding remarks. -3- In the mid-1960's, Elk Grove was not in the electronic data processing business. We had second-hand accounting and billing machines. In the late 60's we began to search out better ways and better machines. We looked at commercial enterprises that specialized in accounting, billing, and payroll services. We considered purchasing our own data equipment and hiring our own specialists. We opted for the latter because of three things: costs were less; quality was achievable, and future needs could be better met. All of those things materialized and materialized quite well . Yet we were not fully satisfied. Quality technicians and professionals were hard to find and next to impossible to keep. The pent-up demands for computer applications could not be satisfied with the people we employed. The market place was attracting the best people with salaries and opportunities we could not match. The cost to retain outside professional enterprises to perform all of the diverse data services we needed was prohibitive. The coordination and control of several private service bureaus working simultaneously on various projects would have been difficult as well as costly. We opted for better control , for better services and for accountability and engaged Advance Computer Management, Incorporated. We have achieved those goals and more. We have successfully incorporated a high grade data system in the mainstream of our daily services. We have transformed statistical data gathering into sophisticated managerial control and reporting systems. The using departments have had and are having their primary data functions computerized. They have gained both confidence and expertise in using electronic processing equipment and have extended that knowledge into other areas to improve upon and extend their performance. Our programs have been studied, copied and purchased by other jurisdictions. As far as we have come in computerizing our activities , we have but scratched the surface. So much more could be done and will need to be done in the future that it is difficult to forecast how it will be accomplished. An in-house staff may be desirable and cost effective. An outside firm might be the answer. Or, perhaps, some combination of the two may be better. Or, may be some presently unknown technique will appear on the scene which will better meet our requirements. The course we are on now serves two functions which will keep us in a position to make future adjustments without missing a step. First, with a professional outside firm, we are able to evaluate the need for data system applications without prejudice -4- or bias or favoritism. The application that is at the highest level of need is serviced. The needs for equipment and supporting software are being met based on need, utility and cost. Finally, this approach requires the active and continuing participation of the user Departments. They have a stake in determining priorities, and implementing them and in maintaining the resulting programs. The buck can not be passed. Second, with the direct involvement of personnel from the using Departments, we are able to develop a level of knowledge and skill in data systems that can not be purchased nor imposed on a Department. Those people are expanding their value to the Village and returning it to us . They are insiders in whom others in the Department respect, trust and understand. In their hands lie the future of our organizational ability to keep pace with future applications and advances in the data processing field. From those two techniques we are, I believe, in a strong and unique position to use everything we've done to date to cope with the future. Our on-staff but outside consultants are performing a vital and important role beyond producing data programs. They are serving as independent detached professionals who, whether asked or not, tell us when proposed programs or equipment are not necessary. An in-house staff is not likely to enjoy such freedom. On-staff personnel in the using Departments are capable of recognizing the needs for and opportunities of computer applications. They can articulate their requirements accurately and they can contribute immeasurably to the development, implementation and maintenance of programs. They are the backbone of our future electronic systems. When the time for change comes we will be ready. And if we don't advocate it someone else will . We have a long history of being a leader: balanced community, street repair techniques , paramedic services , youth services , fire and crime prevention, fiscal controls , budgeting techniques , joint purchasing, joint legislative actions , joint emergency dispatching, joint water supply, joint waste disposal , joint insurance pool , and the finest and most responsive public services offered by a municipality. The best part, however, is that our leadership is a shared venture: both elected officials and appointed staff have contributed unselfishly for the benefit of Elk Grove Village. Together we can keep that tradition alive. CAW:rh