Kankakee County Board, IL Finance Committee Meetings, 8 Nov 2017

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From YouTube: Special Finance Committee Meeting 11/8/2017

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Special Finance Committee Meeting 11/8/2017 9:00 AM

A

Want to call them: oh I got to stay here. The second time I said we want to call a special Finance Committee meeting of Wednesday November 8th order at 9 a.m. roll call. Please.

B

Mr. Lucas present mr. Vickery mr. Washington mr. Stauffenberg mr. has mr. Mulcahy mr. Skerritt mr. C Roy brother mr. Hildebrandt's mr. Enfield Road, miss Weber.

A

B

A

B

Dunbar mr. Ritter present.

A

B

A

B

Wheeler, mr. leer, we have a quorum.

A

I have no public comment. Is there any public comment this morning?

A

Ok, we'll get right into it. We're first on the agenda is the 2018 health insurance renewal, mr. Lynch and mr. Dave.

A

Okay, you're on very.

C

Good I think we're going to kind of go in reverse order here from the bottom up, rather than the top and I'll. Let my partner here, Dave under carrefour, give you some of the easier items first and then we'll get to the medical last all.

D

Right well, I guess I'll start with our vision or let me start with dental. First, the dental plan, which we have we've looked at the rate, the claims experience and all the data last year that one had a 2% increase and we're looking at that saying, a recommendation is not to increase the dental at all.

D

The next thing we have is the Vision Plan we did get a slight increase from VSP was a six point: three percent increase. We checked the marketplace for that. That seems still to be the most competitive, Vision Plan out there. So our recommendation on that is to keep that in place.

D

The next thing was the flexible spending account. There was an increase in the cost of the flexible spending across a flexible spending, account it's up 11 cents, so it was 375 employee. Now it's 386 and we are changing the benefit. The IRS is allowing that benefit to go up a little bit, so we are suggesting that we change that benefit from up to two thousand six hundred fifty dollars this year.

D

The next thing is the life insurance received a small increase in the basic life insurance we didn't receive. Any increase in the supplemental life of employees want to buy that those rates are still staying the same, but on the basic life, the ten thousand dollars that the county pays for there was a two cents. Two cent raise per thousand, so the county currently pays a dollar 20 per employee that is going to a dollar 45, that's the same rate as it was three years ago, and with this dollar 45 we got a two-year rate guarantee.

D

On that rate, we did send that out to other carriers, we had four major carriers that we sent it out to nobody had better rates and one carrier actually matched the rate it all has to do with the experience we've had some claims and that so currently, the life insurance is running about 211 percent of claims claims to premium. So that looks like that was actually justified rate increase, and so our suggestion is to just renew with Dearborn national for the life insurance.

D

Supplemental life also is running at a negative, but they didn't raise those rates, so those are staying the same for the employees, and so that brings me to the health insurance. So I talked for the Finance Committee last time said. Well, we were looking at it started with a twenty eight percent rate increase. We got that down to about nineteen percent through unitedhealthcare we had quotes from Blue Cross Blue Shield as well.

D

We looked at different plans available through unitedhealthcare. We looked at different funding mechanisms. Does it make sense to go self-insured? We looked at you're, not healthcare, for that we looked at actually got another self-insured quote from another company, and then we got Blue Cross Blue Shield came back and we presented four different scenarios and based on the four different scenarios, the one that we're recommending is that the county dropped, the the HRA, the health reimbursement account and offer four different plans and I.

D

Think everybody has the four different plans they're available with these four different plans. We looked at the benefits that are available to the employees and we think they're keeping them fairly close to what they have. We were able to get the rate increase down what the what the board can expect to pay and still offer the employees options.

D

So what you have there in front of you we're calling option one option: two option three and option four, and if I just skip to option to an option, three, those two plans are currently offered to the employees. So we're not changing those two plans at all and we have 23 employees enrolled in option two and option three. We have 28 employees option. Two is a qualified high, deductible health plan, so employees that choose that offering can have a health savings account and the county currently funds, part of that health savings account for the individual.

D

They, if you're a single person covered the county, puts in $500 and they put in thousand dollars if you have more than one person covered, so any kind of family coverage to get $1,000. That plan is a $5,000 deductible and then hundred percent plan after you've hit the five thousand dollar deductible. That did receive a rate increase from last year, but still looks like a pretty viable plan. Has our core network, which seems to be pretty good for everybody, I?

D

Think for, let me say, 95 percent of the the folks at least have that network, and that seems to be working out just fine, both hospitals here in town or in the core network. So we didn't change that option at all option. 3 is our HMO plan again.

D

Our HMO here offers both hospitals in that network because you can choose which hospital you want to sign up for with an HMO you sign up for a primary care physician and that primary care physician coordinates all your care, so basically say: I like the Riverside system or I like the st. Mary's system. We have 28 people in that. That looks to be, since we have both hospitals, basically, all the Doc's. You know in town on one side or the other.

D

That seems to be a very good option and one that I think we need to really educate the the staff and employees about, because that's a really really solid option for them and that kind of is our base rate. What we're looking at there! That's our base plan now, because that gives them some like type benefits that they're used to a thousand dollar deductible, a drug card and office visit copay all those things that they've had available.

D

We've had this plan in place for a year, but to offer a plan with those type of benefits and basically freedom over access for any Hospital any doctor, whatever it's just getting very, very costly at this point, so well what we did. We have option one now and option two: we kept option one option: one has the choice plus network. We know that there are a few people that want to use certain hospitals in Chicago, and so we kept that plan with that network. Now, when that plan came out this year.

D

Currently that plan is a twenty six hundred dollar deductible. We had to change that to 27 because of IRS rules to make it a qualified, high, deductible health plan. Now, in order to get the price down on that, however, we could no longer have it a $2,700 one hundred percent plan. That rate was a 28% increase, that's just too costly for anybody for employees and certainly for the county.

D

So we took that plan and made it a twenty seven hundred dollar deductible than 80/20 after that, with a total out-of-pocket out of sixty the six thousand three hundred and fifty dollars. So we think that that's probably targeting those few individuals who need the most broad network or want the most broad network that United Healthcare offers and then option. Four is very similar to a plan that we have now.

D

Currently we have that six thousand dollar deductible, but we have a health reimbursement, account that we throw five thousand dollars a true, so basically netting that down to a thousand dollar deductible. Our recommendation is, we can't afford to do that any longer, with these kind of rate increases that we have. So we looked at offering a plan that still offers a office visit. Copay still has a prescription card, but keeps the premium down so that as our option for it's a five thousand dollar deductible.

D

Eighty percent- after that total out-of-pocket is seven thousand one hundred and fifty dollars. That's what we had to do the plan to get the rates down under five hundred dollars. Our target for the single rate was similar between five hundred and five hundred and ten dollars to come in where what we looked at for budget. But again, if you took that plan option for at least in if you're someone who just used go to the doctor a few times, you have your doctor's office visit and you have a drug card with that plan.

D

So we look at the four plans that we're offering now, as opposed to the five plans or four plans, were an offer in January. Our recommendation, as opposed to the five plans now and basically it just with a 28 percent rate increase, even getting it down to 19 percent. We had to make some changes. We thought in order to make this palatable budget-wise for both county and for the employees.

D

So what we're looking at, or the employee portion, for example, is they'll be able to find a plan if they're in the least expensive plan, they may pay another $10 for a plan but they're. If they're in a more expensive plan, they're actually going to see more money in their pocket take-home so depending on which plan that they choose our target plan, we think should be the HMO plan again that HMO plan you're, offering both hospitals here in town and depending on which you know if you're signed up for the Riverside piece or the st.

D

Mary's piece. You should be find your primary care in your Hospital in network I.

D

Think when I was here last time, I said well the what we were looking at for 2017, the total, what the employees pay plus what the county pays in to the health insurance was about. Four point: six million dollars figure that the board paying about three and a half million in employees paying about 1.1 million. With this new scenario, we're projecting right now that the border pace just over three million dollars and the employees about a million dollars.

D

So the total be about four million forty three thousand dollars, so that's using a 507, 510 $510 individual rate across the board for everybody. Of course, if they chose option one, the board pays 75% the employees pay twenty five percent. That can't is it changing, can't change by a contract. So if they chose option one the board to pay a little bit more, if they chose option for the board to pay less than that, but we figured the average abuse somewhere about 507 508 per employee.

D

If that's the single rate again, the 75% paid the board I.

C

Wanted to stress a couple things they has gone over. Why is this rate increase? To begin? Was so high and at some points some points some points we had some good rate experience on a month-to-month basis and it turned bad about four or the fourth fifth month of the year as they did the renewal. The county was sitting on an average of about a hundred and six point: seven percent loss ratio, which is about six percent work.

C

You know they paid out six percent more money than they took in so after the radiant or after the rate increase. Then we went to the marketplace. We had Blue Cross and we had these self-funded plans that we we were looking at. United quickly came off that twenty seven point eight or twenty-eight percent down to twenty or I guess it was nineteen point just a little under twenty percent. So then we had the revisions to do and the only choice you've got at that point because you've got this 7525 scenario is altering benefit designs.

C

You can't do anything else because contribution strategies don't come into play.

C

You can't do spousal waivers as an example which we heartily suggest that's a big deal in the marketplace, because when the Affordable Care Act came in, you know everybody expected that they would move spousal coverage back to the spouse's workplace and in many cases that's happened and it's helped immensely certain accounts who had high concentrations of either double covered spouses or just spouses you know covered when they had access to other coverage and the other coverage I'm talking about is the new marketplace that was supposedly existing out there.

C

So you know you know, that's that it's very difficult, because the only choice you have here is to create a new benefit plan that meets also certain standards that were in the scope of the contracts. So, besides the hundred and six point, seven percent you've also got this other issue of high claimants, and of that we had eight high claimants above $50,000 this year. The bad news is, they took up a lot of room. You know 20% of the people on the on the group.

C

You know cause 80% of the claims, it's an old statistic in the marketplace, but it's the truth.

C

The good news is that two of the $50,000 folks, one of which very high in the 400 or 500 thousand range- we don't know who that is by the way it's a HIPAA privacy, but we know that it was a very high claim. Amount has gone off and has become primary under Medicare because they had a qualifying disease to go on to Medicare. So that's good news. One other person went off the plan, so I presume that person might have been 65 and you know took advantage of different options in the marketplace.

C

So the sad part about you know this rate experience is that we had several several months of good experience. Then we get to this and- and we see the hundred and six percent, but the month that they did. The experience run the experience we actually ran at two hundred and twenty percent of total, and so every time you think you're getting a step ahead.

C

You take a step back and, and that's the sad part about it, but it's not a cut to anybody in the sense that you know what exists exists, and this is what we have to deal with, and so you know I wish. We had some other options relative to contribution strategies and some of these other things, but that that's that's down the road, so I think people are going to be satisfied. If they looked at the thousand dollar deductible is still there.

C

You know we were able to manufacture a plan in such a way that it can be kept and the other three plans. As dave said, you know two of them them are very similar and others we've altered to get the prices down so just another perspective, and you know, hopefully, as we go into this next year, you know we can get some better experience, because that's what dictates the total.

D

Open it up a question question is anything: anybody has plan, designs or costs, or our thought process going through this.

A

E

Scott Berg Thank You chairman, not a question as much because I was on the committee, but I think you made the comment in committee that that 33 percent of our claims are coming from the spousal.

C

Absolutely I: don't like the reporting mechanisms we get in fully funded accounts because you've got this HIPAA privacy scenario that can maybe lead someone to conclude who you know a person might be as an example we're in self-funded plans. You get all the data, so you know that, but the one piece of data that they do have that's pretty good. Is that that you know how much the employees cost the plan? How much the dispossess cost the plan?

C

How much the dependents cost the plan and the two numbers I remember- were the 33 percent Jim just spoke about that. That was part of the the total claim amount in the previous 12 months and 17.9% for the dependents, meaning mostly children, things of that nature or I. Guess it's the only part of the nature, but the the point of reference is the dependent child scenarios.

C

Don't generally cost you as much as some of the spousal claims and when you look at the demographics demographics of the case, it's kind of a little bit over the 35 and up into the 40s, so the populations ages aging, is where I'm going.

C

And everybody knows that you know many times: we've got an aging population, you have some higher claims, but that's that's where I was saying earlier, the spousal waiver scenario one account that I'm very familiar with they used it and it dramatically plunged the next year of the claims for the spousal issue and and got many people who had been some of the highest claimants off-the-plan and those are the kinds of things that we're talking about. It's not to penalize somebody if you can't get coverage one place or another.

C

Certainly you're welcome to put your spouse on a case. But the problem is that you know there's many people that have coverage elsewhere. That could go there and all they have to do is just take advantage of it and we'd like to see that and in that scenario developed in the negotiations that come about. So.

E

That was my comment is that we need to be thinking about that and uh negotiations.

F

E

The future- and you know I, don't even know if the people realize, when you're double covered, like that they're gonna coordinate, benefits so you're, not getting the full force of what you're paying for anyways. Somebody.

C

Is you know took said to me the other day? Well, I thought it was double coverage, meaning you know you get paid twice and I go.

E

Ahead and hardly hit that you.

C

Don't get paid twice you get paid once and then you turn around and turn what didn't get paid into the second area and you gotta pay your deductible again. You got to pay your coinsurance again, and so it's of no value you know it is so it's more trouble than it's worth to be honest with you, but you're right. These are things that are being done in the marketplace every day that we see, and unfortunately you just can't take advantage of them. So it is an issue that has to be addressed. It should be addressed.

C

A

Else Andy we.

G

And we had we're kind of talking about encouraging, not encouraging just making people aware and then the in the county, the employees that migrating from the HRA, which is where a majority of people are into the HMO, may be sufficient for them. As far as the network goes just quickly, I, don't we were talking about it? Is that her family? It's roughly uh you know, hundred bucks upon savings or I think it was. Ninety four dollar savings. Well.

C

I did the calculations and the effort I forgot to include them, so the comments I made, but had we done nothing, I love things the way they were and accepted the rate increase. You know it was going to cost the single approximately five hundred twenty six dollars a year more than they were paying. You know on their portion of the contribution the sing or the employing spouse is about eleven hundred and three dollars.

C

Employee children was nine hundred and three dollars in the family would have been fifteen hundred and eighty four, so even for the twenty five percent that they're going to be paying significantly more money. So it's not just because of them. It's because of the Spence in in total that we have to control this. But you know, as we ended up seeing here. You know it's about a four hundred and twenty five or fifty thousand dollar savings.

C

By going this direction as it opposed you know to staying with what we had- and you know gutting it through so to speak, so yeah.

D

And even even comparing it to curve just doing some math here if someone is currently in that HRA plan and they have family coverage, they're paying two hundred thirty six dollars every paycheck to be in that plan in the HMO, with our new rates, it'll drop down to one ninety one for the full or full family coverage, one ninety one sixty one per paycheck, so that's 80 bucks a month. You know nine hundred and some dollars a year in their pocket and.

D

And I go back and I know I keep saying this, but it's I think it's we're stating that with education, when people realize that they have up both hospitals in town where they have all the docs in town through the HMO I think that that with education, I would I would be surprised if we don't have at least two hundred employees choose that option once they realize it. But you know my hospital is in there. My doctors in and.

C

Facing the question directly on people say: HMO versus PPO, there's a different point: there's a different stepping method. You have to in HMOs that you don't in PP o--'s, you just take whoever's in the network and you go to them the HMO. It's a little bit different. Only in the sense that you've got to pick a primary care doctor which, in the PPO you don't have to formally do it. But you do the same thing. Necessarily you go to your primary care.

C

Doctor primary care doctor sends you out from there with a referral and in the positive about this and the federal government. Even looked at this at you know at a portion of the akka planning process and was thinking about mandating some of these HMOs developed in there. Is that there's a stronger you know, control mechanism and meaning that you know the primary care doctor has a great incentive to make sure that you're being treated in not only a medically proper way but a medically cost-effective way.

C

So we we think, there's there's a couple of positives there and when we do the education meetings, those are the things that we're going to be trying to explain and want people to realize it. It's not really a hindrance. I talked to a girl yesterday, who called about a separate question and she says: I've had no problems. She goes as long as people understand what the mechanisms are, meaning you know getting a referral if you're going to go, see a specialist as an example and there's some real positives in this point.

C

The drug cards the same the office. Co-Pays are the same. You just don't have to go through now the HRA process, which, by the way it was a great mechanism yeah.

E

C

Think it it it outlasted its purpose, meaning that we strung along as far as we could, but when the experience hits the fan so to speak, you know, then you have to look at something different. You can't just keep doing the same thing over and over so again, I I think it when they see it and they're educated they're going to you know, feel a lot better about it and.

D

My touchdown a big point there because we actually looked at well. Last year we took the HRA plan and we took it from five thousand dollars up to six thousand dollars and said: hey, let's just bump up the HRA, so basically push more risk on to the county. Well, we've pushed that about. As far as we can push it, we said: hey, can we do a ten thousand dollar deductible? But we can't do that because I know it's a fully funded.

D

You know. So it's a fully funded plan and you have to stay within a kadai lines for the Affordable Care Act guidelines, so insurance company wanting to give us like a ten thousand dollar deductible so to push up the deductible to get savings in our premium and say: well, maybe the county could take even more risk. Just we weren't able to do it. We're almost up to the to the limit on that anyway, in.

C

The last comment I want to make. You know we mentioned that we got some self-funded quote: no I'm. Sorry, you.

H

Structure, the education on meetings that you have with.

C

We have Lin comes up with a calendar of meeting times and events, so.

F

C

Go to different places, Sheriff's Department, Circuit Clerk and each one of those meetings run somewhere between 45 and 60 minutes, pearl good and then, after the fact, you know we're there for questions and answers and if anybody's got any questions during the meetings, if they're all very informal, but we try to stick to a script so to speak, and here's this here's. This part that you ought to realize. That's different and- and you know, do the education at that point in time. We're bringing someone down from.

D

United Healthcare to help explain, unfortunately, they're all voluntary meetings, so we can't no love for we'd love for everybody to come, but it is what it is. That's what we try to spread it around have different locations at different times, but.

C

I wanted to make a last comment about self funding, and you know all of the people on the prior committee knew. We were looking at self funding every time that we got to a point where we thought that something might be workable. It's all involved about cash flow and when you've got costs down for awhile and they're below, where you're at right.

C

Now, that's great but I guarantee you they're going to go up, there's going to be a strong bell curve at some point, and we know that the experience is not running absolutely well, so there are going to be some highs and we Andy called the your finance director in we sat down. We talked about it and there's just no way that the county at this point in time could afford to go that route and I've heard it said. Well, why don't you go self fund it? Well.

C

The reason we can't right now is because you know we don't have that ability to suffer these bells and curves, or these high highs, so to speak now down the road I think Andy would make the point I. Think I heard him say that you know in two or three years that might be very possible and then you've got some options on the table that you don't have right and there's a variety of things that can be done positively and I think to affect the place.

C

So just in case that comes up I I'm, just giving you. You know perspective on that to something mr.

G

Chairman yeah, to that point you know the the self-funding. It's not like a six thousand dollar deductible, the stop-loss would be around fifty thousand dollars, and so, if we have two of those hit in January February, when we don't have much cash, that's the problem. If it were to come after July, we might be able to deal with it a little bit better, but unfortunately, the year is structured. The way it is. So that's why we have to wait until we have more of a cash reserve to enter the the self funding mechanism.

G

It's just in three years is hopeful. I would say it's probably gonna be more like five or six, but we'll start looking every time this comes around so.

A

Anybody else having questions on medical.

A

Thank you. Okay, we're gonna, have a roll call vote on each component separately, so the first one will be to renew their dental with Delta Dental. At the same as last year, we need a motion and a second mr. Washington mr. Vickery, with a second any discussion. I didn't see it on here. I.

A

Kept trying to find it I didn't see it either.

A

No, we were looking on the agenda at list vision, life FSA and the medical HH HSA.

C

A

Next Tuesday, oh.

D

A

We don't need to vote.

D

On it as I host you, okay.

A

So the next one it would be the VSP vision and that stays the same. Also so need emotion. Most of our ministers skirt second by mr. Payton roll call roll call vote. Mr.

B

A

B

Vickery mr. Washington mr. Stauffenberg mr. has mr. Mulcahy mr. Scott mr. cui mr. Hildebrandt's mr. Enfield, miss Weber aye.

F

B

Peyton miss Dunbar mr. Ritter all right. Mr. Kinzinger mr. wheeler motion carries okay.

A

The next one would be the renewal with the Dearborn life that went up slightly 24 cents raised per thousand, we'll need a motion in a second also mr. Scott, mr. Vickery, with a second roll call vote. This is on life, Dearborne life.

B

A

A

Sorry about that yep mr.

B

A

B

Vickery mr. Washington mr. Stauffenberg mr. has mr. Mulcahy mr. Scott mr. CY mr. Hildebrand mr. Enfield miss Weber yep. That's it.

E

B

Peyton mr. Dunbar mr. Ritter all right mr. Kinzinger mr. wheeler motion carries.

A

Okay, then they'll believe the latter, while the second-last would be the FSA, the flexible spending account. We need a motion in a second mr. Washington with a motion. Mr. Steinberg, with a second roll call vote. Mr.

B

Lowe job hi mr. Vickery mr. Washington mr. Stauffenberg mr. has mr. Mulcahy mr. Scott mr. C Roy mr. Hildebrandt's mr. is out miss Weber mr. Peyton, miss Dunbar mr. Ritter hi mr. Kinzinger mr. wheeler. What's.

A

B

A

Now we have I, don't know how you want to put that in the motion you just the floor plan. Does anybody want to put it? Okay next will be the medical. The four plans options, one two three and four, only a motion by mr. Stauffenberg second by miss Dunbar roll call vote. Mr.

B

Leer Jets all.

A

B

Vickery mr. Washington, mr. Spartanburg mister has mr. Mulcahy mr. Scott all right mr. C Roy mr. Hildebrandt's mr. Enfield miss Weber mr. Peyton Dunbar mr. Ritter. All.

I

B

Mr. Kinzinger mr. wheeler.

A

Okay, okay, so that's the four we needed to vote on next up is approval of the 2018 tentative budget. That's.

B

G

We have done that in the past. We have voted on as a separate line on the budget. So, okay.

G

Only that one it's option to five hundred and thousand just like we did last year, not the second HSA option. Just for that one so motion, sorry, okay,.

A

We'll need a motion in a second for the HSA mr. Steinberg and mr. Vickery, with a motion and second I.

A

B

Mr. Washington mr. Rothenberg mr. has okay mr. Scott all right mr. C Roy all right mr. Hildebrandt's mr. Infeld Miss Webber mr. Payton, miss Dunbar mr. Ritter. All.

A

B

Kinzinger mr. wheeler motion carries.

A

Okay, we'll be approval of the 2018 tentative budget, Steve you ready or what we doing yeah.

J

I just like to say thanks to Dave and Mike on their hard work along with the committee. This is a tedious, tedious job going through all the oxes and they've sure taken the county's interest at art and we appreciate their work. Thank you guys.

A

K

Passed out a sales tax update that showed up this morning and when you receive a number that shows up in the state website, you haven't seen in three years: I thought it'd be noteworthy so and an unexpected increase, though it will, it will positively impact. You know some of the revenue projection, that's in there, and so you know we still have some time left with. You know other things that a process, obviously that you know you can see, there's still three more months on the accrual basis that will be part of FY 17.

K

So let me take the best picture we can at the time- and you know, but there are things like this, that that can show up. Unfortunately, this is a positive one, so I just wanted to share with the committee this morning. So those good news.

L

Thank You mr. chairman Stephen, we've seen this jump-starting, you know early and you know I guess would be made June and it's kind of climbed. What do you know the trigger for that?

L

It's it's new industry in town, the.

K

The biggest jump for this, this last payment was in the not 1%. So was the county wide. You know in the unincorporated area, where we get the 1%.

K

That was usually the averages in the 80,000 and it jumped at 200,000 for this particular one. So when I drilled down to try to find the category of what that, is, it's a it's about three and a four page document of categories that it could possibly fall underneath when the retailer's sent it to the state so that it we're, unfortunately not able to get down to exactly what that? What.

L

Is that I just like to send him a fruit basket or.

A

Actually, mr. leer Thank.

I

You mr. Gerron, at the economic Alliance yesterday, it was reported that the month-to-month increase in number of jobs in Kankakee County was 1,000 people. The most recent month reported compared to a year ago, so the increased number of people employed in the county might be one factor.

K

The quarter percent amount went up as well at the biggest jump for this particular amount. You know came from the unincorporated unincorporated 1%.

M

You're doing it, you got a question: Steve excuse me and I, don't even know who to directed to it did with the employment figures still be based on the unemployment figures.

A

Yes, really: what.

I

Was being reported, the economic Alliance was the number of people that were employed and it was a a month-to-month comparison one year a previous year to current year. So there were a thousand more people employed in the county in the most recent month. Reported that clarify it for you, I.

M

Believe so I believe so. Thank you.

A

G

Looking at the budget for this year, I just wanted to recap a little bit about what our goal is as the Finance Committee and then the board is all together. We, we have shown department heads this yesterday, so they're well aware where we're at, but it needs to be reiterated just to make sure we have some new members and people that you know are contribute to this committee. Quite a bit and I appreciate that, but the TA WCS at the end of FY 19, that's us! We!

G

We have a partners in locally with our local banks, the big banks outside of the area. They will not do business with us until we have a zero fund balance and that's between all three of our funds we'll get into that in a minute.

G

So our we've been fortunate to have local lenders step up and help us out. While we work out this situation and it is a bad situation, we all know that, and that might be an understatement, but we must have a zero negative, combined fund balance by 12 1:19. That's the end of the FY 19 budget year. We don't get any loans, as stated after that point which keeps us going from January to July. Until we get tax revenue win.

G

Remember our bond rating is based on all factors, including the audit, so any rating upgrade that outside banks will find sufficient to provide tws must come from the FY 19 budget year, which means they'll do that rating in early 2020. So really we need to get it together, because they'll look at that number in 2020 and say: yes, you've done what you said you were gonna, do you're, not worthy.

G

So at that point we're going out for the FY 2008 looking for tax anticipation warrants, so just I don't want that lost on everybody 20 that early part of 2020 will be a challenge for us as well. So this is a best-case scenario and we, if things were we're better we'd, be able to have this done by the end of FY 18. You know which is 12 112 119, so we there is no guarantee that the the ice program will continue. We all know that there and that could stop tomorrow.

G

It could stop if there is a change in the president. It's we have to make take advantage of whatever opportunities we have to offset current costs, which is by revenue, increase and cost controls for that to meet to manifest in getting us out of that hole. We have no other sources of revenue and that and without I'm, not going to place blame, but the public said no twice to sales tax increases. So this is what we have to rely on nothing else.

G

We always, and we always have to pay for our own prisoners and that we shouldn't lose sight of that, because we have people in this we're at historic, I, don't say historic, because I'm talking perspective of maybe five years, we're at a very high level. I think we're at about 280 right now and the sheriff a comment on that and a little bit sorry 283 to be more precise and usually we're in around 220. That's our like normal number that we're looking at so that there is a cost associated with that. We can't forget that.

G

That's not just three, because that totally that's not reimbursed that comes right to us in food and you know cost a house. You know that extra sixty people, so the height and the highway department must be able to operate, and we are for all intensive their bank right now and they're looking at about a year out and though they need their money back or else they can't do road projects and bridge projects, that's more than than just to want to it's a half two so moving forward.

G

What are the consequences? We don't get our TA double use, we don't meet payroll and we fail to meet our pension obligations. If we don't do this, can't keep county bond rating Falls or fails to get a bluffs above speculative, which is a threshold 48w, is from outside lenders.

G

We have to get the bond rating up our credit rating in order to be worthy of outside lenders and means the bigger banks from outside the area, and if we don't get there, there will be layoffs in all departments across everything, and the public services will absolutely suffer. I mean that's. This is not a joke: it's not a warning: it's not a empty threat, it will happen if we don't get there at the end of FY nineteen so and you can't change in October of nineteen, you have to change and do things now.

G

So, as we look at this- and this is, this is the way that Steve and I and and other people on the Finance Committee. When we talk about these things and we meet we're. Looking at our three fund balances we're looking at when the outside lenders look at us, you have to be at zero across the general, the tort and the pension fund at the end of FY. Nineteen, so I've highlighted that in yellow, though, what you're going to see in the budget now reflects that kind of a positive number in FY.

G

Nineteen I do want to draw attention that, at the end of our estimated year-end, we will have made a five hundred thousand dollar improvement on that debt. Okay, so we did something very well this year we're moving in the right direction.

G

We just wanted it to be faster and- and sometimes it's hard to make up, for you know about eight years of a slide in two or three years, but we're moving in the right direction. I would have preferred it to be faster. Everybody else, I think in this committee would have been a larger chunk, but we are doing better you'll see at FY, twenty-fifth inks continue on the same Road we're at it jumps up even further.

G

So again that 2.6, we still have a negative in our general fund, but our other funds allow us to have operating capital. So just want to make sure everybody's on understands that if there's any questions, please let me know because the next numbers are based on. This is what we have to have. This is what we have to do. It's not even a light. We absolutely have to get to this. Mr. Scott.

N

Highway funds- the money wheeled highways, is that, within the general fund deficit.

G

That is within the general fund office. That's what we have to pay back so.

N

That research, reflecting paying back the highway fund, exactly continue to operate as well yeah. It's.

G

Not all at once, it's built into the first line item on inter fund debt reduction. We intend to pay them when what we not intend. We have to pay them when we get taxes in so that'll come at the end of the year, so they're able to operate for that following year. That makes sense so it says we're not gonna can't pay it back right now or else food.

G

That's just one less month we're able to operate throughout the cash desert, as we talked about which is January basically to July, so any others before I move on alright and Steve. Stop me if I say something crazy. Please.

K

While we're on cash, you know, as you see even a negative number with the giraffe 18. An improvement in those numbers means an improvement in cash as well. So as we lose the TW, so we have to be able to gain on our own in order to be able to continue to pay bills, make payroll. So just the the disconnecting that correlation to Jen. You know to day-to-day operations, especially in the springtime.

K

G

So, as you look there's a couple of things that I want to draw attention to on this, the first thing is: is that redline and I will say so: let's skip ahead, one page I want you to see the bottom line first.

G

That may make more sense at the end of at the end of FY 17 we're projecting right now. It's an eighteen thousand dollar surplus now you'll see because of that sales tax. That number might have gone up, what 60 70 grand a month. So you know, if we have another month like that, it may go in sales tax. It may go up a little bit more if other things change where we have increased revenues and decreased expenses over the last quarter, it'll go up even more, but I'll stress to you.

G

It cannot under any circumstance, go down. Okay, because there will be no red numbers at the end of this year. We can't have it so there's too much at stake.

G

So when we, when we look at that at the end of this year, we there is a zero as far as it's a balanced budget, what we're gonna propose to you now: that's zero in the far right corner: okay, that's a balanced budget, but if you go back to the previous page, we got rid of the contingency fund or the contingency light item, because there is no more contingency. Okay, the budget is what it is and there is no oops there's no more or over by ten twenty fifty percent or even dollars.

G

I mean it I understand dollars. Okay, we're not going to go that micro, but we moved everything up into inter fund debt reduction. Okay, because that sends a clear message at first of all: the budget is the budget. We are holding this budget firm, absolutely as a board. Now, okay, the contingency I, think, sends a message that well things happen. Well, things can't happen on a monthly and a quarterly basis. We're gonna be monitoring this as a committee here, because it too much is at stake.

G

If we, if we don't take a active role in keeping track of this, there can be no things out of the blue. It has to be documented all the way through for the next two years, so it further frankly, but we'll just talk about that. So the the numbers are the numbers all the way down, but the 1.53 four million manifests in debt-reduction next year again, we can't dig out of the hole all at once, but we need to take two big chunks, the next two years.

G

We have no choice, so is there now in within this?

G

It's already built in because and I want to take a second to step back I want to thank the laborers Union for actually ratifying the contracts that we had on there for the recorder, treasurer auditor and also coroner's. We didn't get them back in time for this meeting to approve it, but we do have other labor agreements that are agreed on that they're gonna be voting on as far as labor units we've built in those agreements into this budget.

G

So you're not we've already got those numbers in and we're estimating for ones that aren't agreed upon at 2%, maybe cuz. That's you see how close we are, and so that's kind of what you know, while I'm not going to negotiate for those other departments right now, I'm just saying we had to account for something in these budgets and that's a were counting for. So if you moving forward, you know, that's just for the labor part, it's not for the overall department expenses in case some of the department heads were wondering about that.

G

So I guess any questions about any particular line item anything here, anything that they want to talk about this year or next year.

G

And I'll give you some time because there's a lot of numbers here, I know we emailed this out, but.

G

N

Thanks Central Services line item that has a decrease of about 25%, what's included in Central Services Steve.

G

Give me the full breakdown, then they'll talk about why the reduction.

K

You master document, there is a breakdown of capital, development and Central Services.

K

It's it covers maintenance contracts, primarily the audit and the postage machine are the the three main items in that area, and the reason I went down is that some of the there was some paper and some specialty things that evolved to be in charge there. That was my saying that that's no longer gonna happen in Central Services in.

A

K

Correct way exactly.

N

Thank you again. In the original and fiscal year, 17 budget we put aside a half a million dollars for inter fund debt reduction, which unfortunately has not been realized because budgets have been blown past correct. So nnnn you mentioned earlier that as a board, we have to hold to our budget.

N

How are we gonna? Do that moving forward to make sure that we can get on track for not only this the employees of the county, but frankly the citizens of the county in the future of the county to make sure we are in ok, decent shape in two to three years. Sure.

G

I can tell you that, from from my perspective, in this committee's perspective, this will be ongoing monitoring of real-time data. Ok, this is not something where we can check mid-year and then because if any changes need to be made, those are months after until those changes manifest and then they're larger changes. Because of that, so as we go through, you know, I'm still going to be tracking overtime on a paycheck to paycheck basis, we're going to be tracking all of the invoices.

G

We are proud because we don't have a purchase order system per se, we're not like a business, we're a POS entered, then it's cut, and so I can get a snapshot of what's out there as far as receivables. That's that's just we. We don't have that and those are very expensive. So it's it's one of those things where we don't have the money to to save money.

G

If that makes sense, because I'm thinking about that, where we don't control that kind of spending, but we have to account for it to your point, so the the connection that we're gonna have with all departments and all departments, even even the ones that are larger parts of the budget, is going to be closer than ever. We there's too much at stake not to have that happen, and so much of what our committee structure will be are are things that it won't?

G

The last slide here will be talk a little bit more about this, but there won't be any hiring okay there. There will not be any more vehicles that are ordered. There won't be any more. You know anything if a new like something hits that we didn't foresee coming a new expense, then that is gonna have to be accounted for. Within this framework, we taking control is not the correct term, I guess, but it's really.

G

We have to take control of the budget and as much as the the statutes allow us to do something so I hope that is sufficient. But with this, this is a working committee for the next two years in this aspect and I apologize for the link that the meetings will go as we go through this stuff. We're not lying item by any means, but we're gonna have a lot to work on.

N

Thank you from a department heads standpoint. This is obviously public information. What interactions that the department has had in this the SE of this budget and has there been any major objections to date by any department heads in regarding their allocation of funds.

G

N

There's not anybody out there who would like you know who wouldn't like more money. Obviously I understand how that works, but I guess.

N

My question is you know, historically, in the past, sometimes sometimes budgets have been put together without a total agreement by department heads and what they may not agree with what, but they need to understand because yeah we're not control we're just going to start holding accountable sure, so I just want to make sure that there isn't any huge misalignment by a department head, and they fully understand that this is their number, not because we want it to be about frankly, because it has to be to.

G

Your point we we met yesterday and, and while it was there was a cordial conversation and we all do enjoy each other's company that it's a difficult conversation to have within the guidelines that we have and the things that we're able to control. We will control and those elected department heads within their guidelines of what they have to control. They were going to continue control, but word on that. Fy 19, rode together and the impact will be felt by everybody.

G

Now there's some small discrepancies like hey, it should be a couple of grand more you've got this wrong because my agreements will cost me this we're gonna, we're talking over. We had a month to work through just those little little movements, but to you know to to your point like well: I, don't know if sheriff Donna has any comment on this. We did talk about this stuff and- and you know you I- don't know if now's the time for you to address that kind of talks about the question that we were talking about earlier.

G

You do all right. Well, there's a microphone right over there. Okay.

B

K

O

You can help me if I say something out of line.

O

Good morning, I'm sure- and the chairman mentioned it briefly- I don't want to say in passing because it's an important issue, but he talked about the overtime and I.

O

Have a I, don't want to say lengthy, but I'll move through it pretty quickly, because I think it's important that you hear directly from the department head as to what's going on with our number, because, obviously, if you look through those numbers, I think overall, as a County I think all the the department heads should be commended for doing what they have to do, providing the services they provide and staying where they're, where they need to be and I think that's important.

O

Obviously, if you look at ours and and I'm certainly not going to back away from it, but because there is some explanation that I think when you guys walk in the room and look at this number rather than you walking out the door going what the sheriff's doing I'd. Rather you hear the explanation. So when somebody questions you and says, hey, what's going on, you know and and you've heard it here and you've heard the future of where we're going with that number and why it's where it's at so.

O

I'm sure you're wondering about the projection of ten point: six million on the corrections side.

O

We still feel, as the chairman mentioned earlier, that those numbers are probably projected a little high and those are projected high for a reason, because we'd rather project high and come in low rather than project low and come in high. So we did project. We did project that number a little higher than what it was to give you a little history. Our 2016 actuals were eight point. Eight million and I'm just used rough numbers.

O

The original 2017 budget that we were given was eight point, five million and in June of 2017, that number was brought up to 9.2 million because we knew that we had ice and we knew that we had some things going on now. One thing to remember- or one thing to consider, is by June by the time that number was bumped in 9.2.

O

Our budget was already at 6.6, so that was a number that that 9.2 number was a number that we probably weren't gonna make anyway and so, based on the projections in April of where we were at and where we thought we'd be, was gonna, be about 10.2, with the additional revenue coming in the Chairman felt. That was a pretty good number that we could shoot for and where we hoped that we would end up based on our projections today. Obviously the 10.6, that is, a four percent increase over the 10.2 number.

O

Well, that doesn't sound four percent, doesn't sound like a whole lot, but when you're talking about ten point, two million dollars, four percent adds up pretty quick. So the question is why and I will hopefully answer that to the best of my ability today, as I've said about every criminal justice committee meeting, every finance committee meeting with revenue comes expenses, we all know that I realize that there may be some who want to reap all the revenue without the expense I want that too.

O

But we all know that that's unrealistic I'll give you figures for the benefit of this program at the end, so you have some idea where we're at and we compare locals to out of County so back to why dating back to October 5th 2016 is when I received a call from the Chicago field office director asking us if we had beds available to house ice detainees at that time, our staffing had been decimated by layoffs from 2014 attrition from other Corrections staff resignations and not replacing them to save money, because if you recall back in 2014-2015, we were looking at every nickel that we could potentially save and by not replacing when our when 8285 to almost 90% of our cost is personnel.

O

That's really the only place that we had to save. So we did what we could to not replace people without putting our staff in jeopardy. Obviously, that's obviously that's important rule number one is officer safety, so those numbers put us behind the eight-ball. Immediately, three days later, on October 8th, we received 75 ice detainees, jail administration, Corrections staff, jail, medical staff worked tirelessly to get ice off the ground. I think I've said that in a number of meetings, the work that they've done that that I don't think anybody in this room.

O

Besides those involved know what they did to get this program moving forward. They didn't work tirelessly for their own satisfaction. They worked tirelessly for the benefit of the county for those with short memories. Last October there were not any other revenue streams coming into the county's general fund.

O

Corrections staff worked overtime daily in all three shifts, so much overtime and man Dacian that the Union filed a grievance. It was literally becoming an officer safety issue. Jail administration began testing for CEOs immediately. However, the hiring process takes time we reached out to former CEOs we reached out to former part-time CEOs.

O

We work constantly with Kankakee Community College Olivet Nazarene University, who both have exceptional criminal justice departments in a number of students in there that are close to becoming into the real working world of adult life.

O

Over the first five months, we increased our staff to the point that the Union withdrew their grievance, so we got some numbers in, but that did not reduce the overtime it reduced. A lot of the man Dacian.

O

Since last October we've tested over 30 times we tested over 400 prospective correctional officers, we've hired 40 correctional officers out of those 400, that's one out of every ten. That tested is the number that we were able to hire.

O

We were not going to hire just a hire a body we were going to hire people who we knew would do the job who are a good fit for the job they weren't friends, they weren't family, they weren't anybody other than those that applied, and we wanted qualified people, because these out of county details are important to this County.

O

In addition to those 40, we hired 13 of our original correctional officers, resigned, retired or by mutual agreement. We parted ways. I could talk about the overtime for another hour, but I don't want to bore you I know that you've got more important things to do.

O

I just want to provide board members with the information that that you need to know as to why that number is four percent over that ten point, two number we were short-staffed before and after we booked in our first ice detainee along with the hiring and the overtime there were the uniforms. There were the FTO training that the staff has to go through before they're even allowed to work by themselves in the jail they attend.

O

Five weeks, they're mandated to attend Corrections basic training in Springfield for five straight weeks of which we pay them five straight weeks. We then have to pay to backfill their position at time and a half so in a sense for every correctional officer, the gun that has gone to training. We were back filling every one of those positions at double time and a half.

O

We had increase in food costs that we knew we were gonna have obviously with more inmates and detainees, medical, both staff and treatment. To give you an idea- and you know, while we don't pay for any out of, we- don't pay for any out of county medical other than our medical staff that are in our building and- and this just happened last night to give you some idea- and it's happened more than more than once this year we had a fight in the jail last night or yeah.

O

Yesterday, guy got hit in the face hit me I did some damage to his eye. He was a Riverside Hospital Riverside moved him up to Loyola. This is a local inmate. This is not a nice detainee. This is not a US Marshal, so we have our staff going to Loyola three shifts a day which takes them out of our building, we're responsible for that medical care. So those are you know when we talk about costs that aren't accounted for and we can't budget for those are. Those are the things that that the chairman mentioned.

O

Sometimes those things happen and we have to work around it as best we can to still meet our budget number, which we obviously intend to do. And, lastly, our increase in local population that Andy or our Chairman already stole my thunder in December 2016, our average was local average was 203 in October of 2017. Our local population was 269 so far in November, our average is 283 that affects our bottom line on that side of the budget.

O

So why is our local population up?

O

We have a state's attorney who was doing exactly what he said. He'd do he's, locking up bad guys.

O

He's locking those up that need to be locked up to make our community safer and that's all that's that's exactly what he said he would do.

O

That was something that, while somewhat anticipated I, don't think we realized the volume that we would be at with locals bonds are higher, people aren't buying it out, because the offenses they're committing or serious.

O

That was higher bonds, keep those that are locked up locked up and keep our community a lot safer.

O

So after all of that, what is the benefit of our bed rental program two years ago, when our numbers were down, questions were being asked. Is the program worth keeping I think the chairman? It wasn't the Chairman at the time, but the guy sitting to my left literally said. What's the tipping point? Did you use that term?

O

At that time we didn't know, but I know that we, as as a department, went through and we we calculated out the cost, because it's hard it's a difficult number to come to. But when you calculate everything, including jail, operating costs, utilities IMR F benefits. What portion goes to the local side? What portion goes to the out of County side back then, in a bad year the county was saving local taxpayers, two million dollars from housing their own prisoners.

O

That's quite a benefit that I, don't think, and you don't realize it, because it's not it's not an exchange of cash that you see it's what we would have spent had. We not have the program so this year with ice with our four percent increase in our budget.

O

The cost savings of the taxpayers right now is three point: six million dollars that this county would have had to come up with to house our own inmates and I think that's an important number that everybody needs to keep in mind.

O

Question I have, for you is without a point, four million in revenue. Where would the county come up with three point? Six million dollars in looking at the numbers you just saw.

O

A lot of credit goes to chairman wheeler in this board. You've allowed us to do what we do as I mentioned already. The department heads have all of us have worked our tails off to to get where we're at, and it's not where we want to end, but we are heading in the right direction. We will continue to work together from our office to the county board to move this in the right direction. You see where the number is for 2018 in Corrections.

O

We feel like our our overtime number has dwindled significantly.

O

We are still in the process. In fact, we have tests going on today for Corrections, so there are I mean we are continuing to work, continue to move continuing to get to that number. So you know you're talking about 800 the reducing our cost 800,000 and still trying to maintain the ice standards, the County Jail standards and everything else. So just a quick that wasn't quick, but just a update on where we were at and why, when you look at that number going what the heck and some of you may not say what that happen.

O

So if you have any question, have you ever the answer them? If not mister,.

A

L

You mr. chairman Thank You sheriff for your presentation being on criminal justice committee and I, hear this a lot so I, but I appreciate for these members right to be able to hear that. But I just want to clarify one thing that you said in your presentation and I. Don't know if you misspoke or something, but you said time and a half and then double time and a half. What's your overtime rate? Is it time and a half or is it done.

O

Overtime rate is time and a half okay, but remember the ones that are at school you're getting paid straight time and we get no benefit on them, other than them being trained right.

L

But so in a sense.

E

L

O

Time and a half okay to fill.

L

That spot, thank you for clarifying that, for me,.

A

N

Thank You mr. chairman um Sheriff. Thank you again for everything you guys do your old team you're right, it's a great revenue source for the county. It's brought us through some. You know pretty bad times the question. How do you feel about your by nine point? Eight number for next year your budget number I mean. Obviously you cannot predict the future. You cannot predict who is gonna come knocking tomorrow. But what are your thoughts on that eight point: nine budget figure well.

O

I'm smiling him smiling because that's the number we gave to them. Okay,.

N

E

N

What I want to.

O

N

And that's I think it's important.

O

Yes, that's the number we gave to them good, and so we feel comfortable. That's good, because case scenario, you.

N

O

And again, we're looking at some possible increase in revenue and some other things, but yeah. We we gave them that number. So that's not something they came up with it. They that's something the chairman and the finance director came up with that's a number that we came up with and presented to them.

G

We we did not come up with it. We agreed to it so I, that's important, because none of this works without those numbers being there, along with revenue numbers, so I hope that's important. It wasn't just like okay sure it was like this works with that, and it doesn't work without that and the only wildcards are if unforeseen expenses come in from any direction or unforeseen revenues come in from other directions, but I think you've seen that the hole still needs to get filled, so we couldn't spend excess revenues on more expenses.

G

Does that make sense? That's why it's month-to-month week to week quarter to quarter monitoring that'll get us through this together and it I look at it like a partnership and all we all do, because we can't do this without each other. That's that's the entire gist of all of this conversation. So what Thank.

H

You mr. chairman I'm new to this committee, so I might ask a simple question but I'm somewhat concerned when I hear that the sheriff agreed to the nine point, eight million- were you involved in the nine point three million dollar budget number? And did you approve that and I'm just trying to get my hands around the discrepancy?

H

O

We did with the but with the added expense when knowing where we were at at six point six already I mean we could have certainly asked for more. But you know at that point yeah we yeah. We definitely agreed it at nine point two, but then knowing the additional revenue that was coming in that there would be additional expenses. Both the chairman of myself agreed that we'd be around ten point two. So.

H

Is the difference between then and now we're going to.

G

Leave it I may be wrong with most of the the overtime was consistently. You know up there throughout the entire year, but the most of the sunk cost at any infrastructure changes we needed to make or any of the other things that wasn't the first part of the year. I believe- and you may correct me on that, but I think I think we're there on that situation.

G

As far as any changes at the facility that needed to be made upgrades, if you will, there may be a an outdoor rec area that comes down the pike here you know and but that's that's minimal, that's not much at all. We're not talking. Even you know, six numbers I mean that's much less so.

O

Yeah, the majority of that overtime was all pretty much up front as, as I explained, about the trying to get people hired as we have gone further throughout the year. That number has dwindled significantly and that's kind of where we're at now. Knowing that we've still got a couple that we've got some opening still and once those people get started, you know the overtime is gonna, be continued to drop, so that's kind of where that 928 number came up with it. Where we came up with that.

A

L

You, mr. chairman, again, uh so how many more SEOs are you gonna need to hire to get to where you're gonna be fully staffed to handle eyeball and minimize the overtime? It's a lot easier to predict straight hours than it is to predict.

O

Overtime hours, I believe we're at 1:19 chin that the number right now and back in our well. But you didn't.

L

O

Baby, we did not have ice, but we had more marshals, so the otter County number was similar. So.

F

O

It's all based on housing. You know how many your housing here, how many your housing downtown so so.

L

O

I, don't know that we'd go that high, but I would say it's right be less than that probably be 8 and 10. Maybe the.

G

Number that we always looked at was about 125 was about the number to.

L

Be able to staff both jails handle just historic right.

O

Yeah we were, we were probably just because and see, I think and I guess the one thing that I didn't didn't mention just because every department deals with that, although we probably deal in a bigger scale, because we have more people that 119 number and any number that we started with and any number that we had during that time. Whether we went up from you know, 70 to 75 80 to wherever we're at doesn't include. You know, we may say: we've got a hundred 19 now, but that doesn't include you know too often.

O

Fmla too often work um others off on injury, for whatever reason, maybe they got injured away from the job, so you're always dealing with five to six people less than what the number is were telling you, because of those things.

A

Okay, anybody else knows that mr. Mogae.

P

Thank You mr. chairman, oh sure, pop. What is the capacity for ice detainees now and do you think that what it I guess just what's the capacity and how close are we to meeting that? We.

O

Are at our capacities 200 we averaged last month, I believe we were at approximately 140 by the time it was all averaged out, so our high was 192 I, think our low is 115 or so so we're you know. It depends on the numbers that they're moving around sure you.

P

Know we don't know if you don't have a feeling for.

O

I, don't see it going down. Well, that's good! So.

P

Hope you see it going up. I can't predict ahead of you, sir.

O

But remember when we started getting nice and everybody know we're talking about presidents and we're talking about who the president is, and you know we started getting ice in October when for all intent and purposes everybody thought Hillary was gonna, be the president. So we were, they were coming here before there was a change in in the Oval Office, so I don't know what it's going to mean in the future four years or three years from now now, we'll just have to play it by ear and keep doing what we do to make ourselves attractive.

J

E

O

O

Appreciate your time, I apologize for taking some of the meeting. That is.

K

Not the sheriff is done. I'll fill in I believe part of mr. Scott's additional question. Part of the communication chairman Wheeler, asked me to communicate to the department heads that the FY 17 amended budget would be the starting point going forward and if there were any changes to please let us know the detail of what those changes would be. So all the department heads you know had the chance a lot of them. You know accepted that number.

K

There might have been at some small changes here and there, but everybody had the chance to input and go through what's in there as well as in all the special funds we created, spreadsheets, interactive spreadsheets for them with the fund balances and everything and send those out and for their interaction, and they sent back, which is, you know, also included in the main document for those departments that have special funds and that you're interacting them. So there is a lot of detail behind the scenes that takes place a lot of communication.

K

It comes to the you know, the the summary in the and the budget document that you have before you I did.

G

I did think it's probably also good that we've mentioned to this committee and I'm sure some department heads are gonna like that and haven't liked it, but there was a lot of budget asked that didn't get fulfilled based on what our reality is. So we had substantial amounts of asks in some cases that that just are not possible under the realm of things and for the most part, I think I'm waiting hear back from one department head, but for the most part of my I think people get it they understand.

G

What's going on so but again, the communication was there. So with that I'll just move on here. In summary, the county board is going to enforce the budget by every legal means necessary in order to ensure the adherence to the budget allocations. That's where we're at now. We have to do what we have to do if, at any time during the year becomes evident that there's an over budget trend or new expenses are incurred by the economy. The bar would take immediate and decisive action or to correct the overage. That's what our job is.

G

Now you know it's it's. It's just necessary: there are there's no contingency budget anymore, as I mentioned, every dollar is critical, there's gonna be no hiring, no new vehicles, no unnecessary travel conferences, very limited overtime expenses and expenditure controls and all departments will be implemented and monitored by the board, and specifically this committee. So I just wanted to reaffirm that it's we're the heavy-lifting committee and we need to communicate with the other people who are not part of it, encourage them to come. If they want to be part of this, we're not gonna over.

G

You know we're not gonna, I'm gonna say dominate over departments. Well, we're just gonna, be the accountability place. So that being said, any questions for me mr. mohei.

P

Mr. chairman, this goes into effect our new budget, your December 1st, because from what I understand there are some, the hiring process is being looked at by a department, Nutter too so and and I know, they're, critical, hires and I know. You know that, but right.

G

And yes, this and we can't have anything impact this year or next year, so the budget year-end budget numbers are for those departments are what they are and I'll talk. Splake specifically mr. Regas, with the chief judge coming and telling us that we're starting to fall behind on some things that we need to make sure we don't fall behind on.

G

There is a mandate there that this board needs to pay attention to, because there's very few people that can tell us exactly what to do, and the chief judge is one of them, especially where it comes to money. So in the way the courts operate for good reason by the way. So in that case, yes, that is going to happen, there may be a little bit of overestimation in that department because somebody is going to retire and this other replacement has been hired to lower the office.

G

So, but there were some other asks that will not happen. Thank you, yeah, and that's one of the reasons. Actually, we said wait until the budget is done before you actually hire anybody because go through your interviews find identify people, but with so much of the health insurance and the other things that were still out a major portion of our budget was still out when those asked salmond that make sense. Yes, okay, so.

A

F

Question that we've by week by week before people, ask us we need a, we need people. We need to hire some people, you did, we did say, put it in the budget. That was my question. Is it in? Are they in they're not there? So that was the question. We've heard three people, two people, one people tell people right.

G

The the the only we, let me think here we did, the ones that we approved are there, does that make sense, the ones that we voted on and approved the ones that we said hold off are not there, because we at the time we were like, we don't know, what's happening here, because we had so much fun. It's still out health insurance.

G

Worst, we saved four hundred and some thousand dollars by the changes that we made and not saved is it we were gonna have to pay it, and instead we went a little bit the other direction. It allows us to be solvent if you will, but those ones we specifically said hold off that there's not this nautical there's no way to including you see the numbers.

G

Vital is probably subjective and, and while I I get it, the numbers of the numbers I can't make something up. That doesn't is not real. You know if it's vital. Thank you, sir I knew you were here for a reason. Mr. all talk he's my microphone guy.

G

Now the vital is subjective and I, while I understand that we have to do what we have to do and I know that many departments would like one or two more people and see that as vital, there's nothing that this board can do about it.

A

F

Thought that when we were talking about insurance, it was that it was going to be the employer. We we, the a county, pays three million dollars and the employee pays 1 million, making it four million. Why does the budget have health insurance at 1.8 million? There.

K

Are other special funds that pay their own way in that so in the in the three million yeah? So the way it gets broke out, that's the general fund portion that.

F

E

Mr. Kauffman Thank You chairman Andy, is there any anything in here for what might happen with the Will County Detention Center, either pro or con expenses versus nothing? No.

G

No there's I made sure that we made a mistake a couple of times where we put wind farms in there. That didn't show.

E

D

G

So there is possibilities that we will see. We have interest.

E

In solar farms.

G

We have some things to work out with wolfe county on the detention center. There are possibilities and we're gonna keep going with those I can't count on it.

E

Yeah I know that yeah yeah we.

G

A

Anybody else, okay, so we need to take a vote to recommend this to the full board. Yes to.

G

K

Goes on file ten days, so they'll have to be a special meeting at the end of the bond. Okay.

A

I need a motion to approve and adopt the FY 2018 tentative budget, mr. Vickery and mr. mr. Vickery, with the motion and mr. Scott with a second that would be two gems and the third Jim almost got it.

A

B

Mr. mr. mr. Scott mr. C Roy aye.

A

Okay, Andy is done, he's done, I guess Oh.

A

Gotta sign this before you leave so I'm, not gonna, entertain a motion we're adjourned. All everybody sign. This I have I'm wielding powers. What I'm doing.

B

A

Yielding Broadway.

A

Mister all talk left, I was gonna, give him the privilege of a journey.

B

A

B

A

Then I wasn't but I have trained in individual very well.

A

Yeah and he can now adjourn with either.

E

A

Okay, I'll take a motion to adjourn the meeting. Mr. Mulcahy in a second miss Dunbar, just to show you that I'm, not a chauvinistic pigment, oxk I, suppose.