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What we did What we learned What we recommend

What we did What we learned What we recommend. www.emergencyservices.com. Three Sub-Committees. Structure Connie Wilson, Chair Dewey Woody, Chuck Atchley, Danny Lawson, George Poe Finance Flavis Casson, Chair Gary Davis, Ed Elkins, Janice Casteel, Julian Sullivan, Legal

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What we did What we learned What we recommend

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  1. What we didWhat we learnedWhat we recommend www.emergencyservices.com

  2. Three Sub-Committees Structure Connie Wilson, Chair Dewey Woody, Chuck Atchley, Danny Lawson, George Poe Finance Flavis Casson, Chair Gary Davis, Ed Elkins, Janice Casteel, Julian Sullivan, Legal Jim Logan, Chair John Kimball, Richard Banks, Joe Byrd This committee was tasked with the duty to make a recommendation on the legal issues concerning merger, the structure of the department and how to finance the department.

  3. StructureEmergency Services Board • City Manager • County Mayor • 911 Director • Medical Director • Manager of Water Division, Cleveland Utilities • Insurance Representative- Appt. by County Commission • Business & Industry Representative- Appt. by City Council (Five members serve by virtue of their positions, two are appointed by the governing bodies with three year terms)

  4. Emergency Services BoardDuties • Hire an Emergency Services Director. • Develop a long range plan for emergency services for the entire community. • Develop the budget and recommend to the governing bodies on an annual basis. • Adopt Policies and Procedures to provide for the highest level of protection in the most cost effective manner. • Establish the organization of the merged department.

  5. Suggested Organization .

  6. Finance • Reviewed salaries and benefits of the three departments. • Calculated the cost of equalizing salaries and benefits. • Reviewed operational costs of the three departments. • Reviewed 15 year capital replacement schedules for each department. • Analyzed and used CTAS Report recommendations to develop future cost estimates.

  7. Finance Recurring Cost Avoidance Salaries & Benefits New Stations County (2) 1,523,801 * City Station (Westland) 728,208 Annual Debt Service County 93,920 ** Other Expenses (County) 105,920 Total Recurring 2,451,849 New Costs Salary Equalization (BCF&R, EMS) 386,053 Annual Recurring Savings 2,065,796 *Based on CTAS recommendation for staffing at Taylor & Prospect ** Debt service based on these non recurring/ capital expenditures Building 674,000 Land 50,000 Equipment (1 Engine) 450,000 1,174,000 **

  8. Finance Other considerations: • Less command structure going forward • Improved purchasing power • Less turnover in EMS with salary equalization • Annexation has less influence on station location • Loss of geographic boundary • Salary equalization includes adjustments to existing rank

  9. Legal • Governments would enter into a 15 year interlocal agreement with merged services beginning July 1, 2010. • Emergency Services Board to be appointed no later than August of 2009. • Each of the governing bodies will approve emergency services budget. • Fire districts will be established based on level of protection according to state law.

  10. Conclusions Unified planning and provision of emergency services results in: • Increased efficiency • Improved effectiveness • Enhanced or expanded services • Reduced costs (future years) • Cost avoidance • Reduction of duplication • Elimination of artificial boundaries • Standardization of services and programs • Potentially reduce Insurance Service Office (ISO) rating

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