HomeMy WebLinkAbout0992_001MINUTES "
COMMITTEE OF THE WHOLE
JULY 112, 1994
I. CALL TO ORDER
The meeting was called to order by Mayor Gerald Farley at 7:36 p.m. Present at
the meeting were: Trustees Timothy Corcoran, Richard Hendricks, Paul Hoefert,
Michaele, Skowron and Irvana Wilks. Trustee George Clowes arrived at 7:38 p.m.
Also present at the meeting were: Village Manager Michael Janonis, Assistant to
the Village Manager David Strahl, Police Chief Ronald Pavlock, Village Attorney
Everette Hill and Planning Director William Cooney.
Ila MINUTES
Motion was made by Trustee Wilks, and Seconded by Trustee Skowron to approve
the Minutes of June 28, 1994. Minutes were approved unanimously. Trustees
Corcoran and Hendricks abstained.
1118 CITIZENS TO BE HEARD
11,
IV.
mi -
IV. UPDATE OF CHAPTER 13 at U!gUQR 001DE, AND
PARENTAL RESPONSIBILITY ORDINANCE
Mayor Farley stated that the Village is reviewing various Codes and Ordinances
as part of its general review of all Codes. This is the first comprehensive review
of the Liquor Ordinance in some time. The Village has requested and received
extensive citizen input on the proposed draft which has resulted in a staff copy for
review for tonight's meeting.
Three sections of the Code which received extensive review include the live
entertainment section, the underage drinking section and the fighting provisions.
Village Attorney Hill provided a summary of all three areas which have been
changed and described what specifics within each area have been changed. The
live entertainment section provides a better definition of entertainment and it
removes the restriction on the type of entertainment relating to whether it was live
or disc jockey type of entertainment.
A
The underage drinking ing section has been revised to prohibit minors from sitting at
a bar or being seated in a lounge without a parent or guardian. The fight
provisions have been revised to remove the presumption that the individual was
over -served to cause the fight in the licensed establishment. The change requires
a "maintenance of order' standard placed on the licensee.
Chief Pavlock stated that he believes the fight regulations are much better than
before and would wholeheartedly support them.
Tod Curtis, owner of Ye Olde Town Inn, spoke. He stated he is speaking on
behalf of numerous license holders. He would request a change to Section
13.129.2 relating to minors seated in lounge areas. He questions the definition of
a lounge. He also would request a change in Section 13.108(c) whereby the
licensee automatically forfeits his liquor license if he is closed for four consecutive
days. He would request a Hearing by the Liquor Control Commissioner prior to
losing the license. He stated his group would provide additional comments by
July 14 for consideration by the Village.
General discussion followed where various Board members discussed the three
areas where there had been major changes and other miscellaneous parts of the
Ordinance. Attorney Hill stated he could revise the language concerning the
supervision of minors in the lounge areas to include non -parent or guardians
whereby minors could still use the lounge -type areas for consumption of food. He
also stated he could revisit the definition of a lounge, however, he felt that the
broad definition as described in the Ordinance probably covers the vast majority
of the types of lounges of licensees.
The general consensus of the Village Board was to address the definition of
lounge in order to allow minors to sit in lounge areas without a parent or guardian.
Also, they recommended that partnership definitions include a requirement that the
applicant must be a resident of the Village of Mount Prospect. They also
requested a revision of the automatic forfeiture of the license and requested the
burden be put on the licensee to show why the licensee was unable to operate
during the period described in the Ordinance which would require forfeiting the
license.
The meeting was recessed at 8:27 p.m. due to a power failure. The meeting
reconvened at 8:36 p.m., at the Mount Prospect Police and Fire Headquarters
training room.
Consensus of the Board was to review any forfeitures of licenses and reiterated
the fact that the number of license types are automatically reduced each time a
license is forfeited. Therefore, any new establishment must go before the Board
to add an additional license.
N
The Board members felt the language in Section 13.102 prohibits honor bars in
hotel rooms but does not prohibit room service to hotel rooms. The Board further
requested the Class definition be 'included with the type of letter of the license
which corresponds in the descriptions. The Class V definition should also include
the floor area limit and the service station prohibition for this license type. The
Village Board also requested the inclusion of the prohibition of alcohol
consumption on public property to be included,
Rick Russo, representative of El Sombrero Restaurant in Mount Prospect,
requested the Board consider live outdoor entertainment for non-profit purposes
be exempt from the limit on the number of events which can occur annually,
consider
The Village Board requested staff to addressing the point brought up
relating to the non-profit licensees or charitable events and to reconsider allowing
one or more outdoor activities per year. However, there should be inclusion on the
length of time such activities occur such as, limit the time of event to not more
than three days and within a specific linear footage of residential units.
Members of the Village Board requested the prohibition of employees or agents
of licensees consuming alcohol on the premises of the licensee,
John McDermott, Lions Club representative, asked if this prohibition is also a
restriction on consumption after someone works their shift at an event like the
July 4 celebration.
Harry Klingeman, representing the Illinois Restaurant Association, spoke. He felt
that certain portions of the Code violates the ADA provisions and also some civil
rights relating to the fighting provisions.
John McDermott also stated that the sign which must be displayed concerning
fighting felt was rather big and Attorney Hill stated the sign is only required to be
a summary and it is not that big.
Manager Janonis stated that based on the comments provided by the Board, he
would like to bring back the Liquor Ordinance for initial vote on August 2.
Members of the Board approved this time frame.
Mayor Farley brought up the draft of the Keg Ordinance for discussion.
Chief Pavlock stated that a regional law would be more helpful in enforcing the
Keg Ordinance. Based on his records, he has seen only three incidents of keg
purchases over the last three years. He feels it is not a significant problem at this
time, however, it would be helpful in tracking the point of purchase of kegs. He
said that there are nine establishments in Mount Prospect which could sell kegs.
He stated that kegs are not very popular anymore.
3
Members of the Village Board felt that the Keg Ordinance can be brought back
since it is written to define a keg as more than one and one-half gallons. Also,
they would consider charging additional fee for keg tagging but is concerned about
encouraging participation among licensees.
Trustee Clowes stated he is not comfortable with licensees having to provide a list
of keg purchases as required by the Liquor Ordinance. He felt it would be better
for the list to be available for inspection.
The consensus of the Village Board after much discussion was that the Police can
inspect the logs on a spot-check basis. Board members also felt there is general
support for the Keg Ordinance and would like to get the input of keg sellers prior
to the Keg Ordinance coming before the Board for initial vote. They also felt the
fee should be a minimum fee charge for the keg and the tap and it would be
considered a deposit for the tag. Chief Pavlock should survey area communities
which have a Keg Ordinance to determine appropriate fees. Finally, the Keg
Ordinance should be part of the Liquor Code. I
0 71 J01
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Manager Janonis introduced the Second Housekeeping Ordinance and the details
relating to it and stated that the Ordinance provides a mechanism for staff to
administer the regulations as outlined to eliminate two housekeeping units within
a residential unit in the Residential Zoned District.
Bill Cooney provided a general overview of the Ordinance and provided details of
the administration.
Mayor Farley stated that he has concerns relating to church -related buildings that
house teachers, sisters and/or pastoris. He requested sted that staff review and survey
area churches to determine what types of units they have because he felt
uncomfortable prohibiting church uses in residential areas.
William Reddy, 105 South Elm, spoke to the Board. He wants to encourage the
Board to do something to eliminate non -conforming residential use which this
Ordinance would address.
The consensus of the Village Board was to review and survey area churches and
community homes as necessary in order to include them in the Ordinance as to
not prohibit their use within a residential area.
None.
4
VII. ANY OTHER BUSINESS
Trustee Wilks, stated that there was a foul odor emitting from Weller Creek
recently. Manager Janonis stated that the heavy rain caused MWRD to allow
sewage to fill in with the Creek and it will take a couple of rains to wash out the
sewage that may be lingering in the Creek, however, the smell should be
eliminated within the next couple of days.
The Executive Session was cancelled due to the late hour by the Mayor,
VIII. ADJOURNMENT
DS/rcc
The Committee of the Whole meeting adjourned 11:27 p.m.
Respectfully submitted,
1
DAVID STRAHL
Assistant to the Village Manager
0
Village of Mount Prospect
Mount Prospect, Illinois
c
INTEROFFICE MEMORANDUM
To: 1Vlichael E. Janonis, Village Manager
From: Dave Strahl, Assistant to the Village Mar►ager�
Subject: Village Computer Project
Date: August 5, 1994
Attached is an outline of the overall village computer goals and .objectives and some general
examples of the departmental benefits which are to be realized. As part of the review of
computer software vendors the task force team (Dave Jepson, Carol Widmer, Kevin Criswell,
and myself) discussed an overall vision of what is possible and what is realistic based budget
limitations. It was decided to focus on the benefits of work process changes which will be
achieved through compon and not on the need to utilize computers for tasks alone.
The benefit for the village is detenni g how the service or work process can be altered by
the use of the computer for i chand sharing infomnation among the departments. The
availability of information and the ease of processing the information will allow for
department performance measures.
The computer program is designed to provide the general tools to the departments to address
management needs, but specific performance and work process review will be addressed
through oversight by the manager's office and outside assistance. As ccanvuterization goes on
line each department must review the process needs to ensure the process is as effective as
possible prior to receivnig commuter assistance. The vision of computer use throughout the
village must relate back to the general goals outlined:
1) Increase timeliness of service
2) Minimize or eliminate paper/hand processing
3) Eliminate duplicate work
4) Share information across different departments
5) Improve information accumulation without incumng additional staff time.
These objectives are broad enough for the flexibility necessary for each department.
However, when each departmenf s work process is reviewed the questions relating to
effectiveness will have to address the five general objectives above.
VILLAGE OF MOUNT PROSPECT
COMPtTFM PLAN
0,
Ag part of the reviewi of current sa was reahzed a
,ystei , c,apab;l*,I,,,,i,,,ti,,es,,, 1, chat M* bardware mid
software could, make a substantial di&rencei M* providipg sem"ce. The abilitytoimj?rovesemce
delivery through an investment m appropnate technology was a specific direction of the Village
Board. However, the solutions which other municipalities have chosen in the past bave a wide
cost variance. Also, some municipalities have approached a change in technology with an "open
checkbook." The overall goal of technology use in the Village focuses on specific needs and
levels of service. With unlimited fmds many exotic things can be acconiplished, however, with
limited funds goals must be prioritized and measured to detennine value. Therefore, we reviewed
the available technology and the benefit which the Village of Mount Prospect could realize on
A cost/bmefit basis.
9
The pn"nmy goals which must be achieved as part of the computer program include the
following:
1. Increase timeliness of services
2. Nfinin-fize or eliminate paper/hand processing
3. Ehminate duplicate work
4. Share information across different departments
5. hiVove information accunnAation without m*cumng additional staff time.
After these broad/pritnary goals were laid out the next step is to determine the fimsNlity of uc
c
tratedflie e�were p ossible., (7n,
goals., The of avai'lable hardware/�oftware"",Ilu�'s
we start down the road to a6Wevetlme goals there am nwiffous in�irn stV9 to, accomplish anji
the ability to exploit technology becomes the clifical element.
To
MA
Below is a general schedule of goals and a description of what each goal actually means in terms
of technology or intmmal work process.
Village of Mount Prospect Computer Plan
Page Na. 2
Short -Tenn Goals,
I'll
A Improve: access to infornmtion by citizens/staff/elected officials through shared computer
databases.
common For elle, comunon unique information re tiding zoning variances, requests for
services, code violations, liens, assessed valuation, etc. would be available to all
4
authorized uses through a shared database.
I
B.
V. infonnation accumulation.
incurring
Reduce or eliminate paper record keeping of services provided while not
additional staff time to maintain information.
Management of services through monitoring of performance measures.
I
C. IftiVove timeliness of responses to citizens.
Link infonnation together between departments so one call can provide all necessary
information to interested parties. Look-up/response time will be immediate as the
caller waits.
D. Reduce paper processifig/eriten*ng information single time.
Utilize computers for file cabinet/database fimctions where requested information is
printed instead of copied, Enter information, a single time and not enter information
from paper document, eliminate duplicated effect. ,
a 1% W . W a
E. Utilize bar coding and cash register to speed processing of citizen services.
A Utilize Geographic Infonnation System. (GIS) information for all departments.
The central nx- Tm/address, infornmtion will also have a graphic map showing the
address in question and all relevant infonnation, which will reduce look up time and
copy time of paper records. The GIS information Will be used as backbone for
infarnmtion related to each address.
Village of Mount Prospect Computer Plan
Page No. 3
B. Provide Mbility to access information and perform tasks from remote sites.
OW
Terminal available at library to request information or review information without
coming to Village Hall.
Employees in the field would have the sarne access to necessary infonnation as they
would while in the office.
"n Ferm Goals
A Continue funding conunitment for maintaining computer goals.
a
In order to maintain computer software and service goals a continuous annual funding
level which includes upgrades and training must bemaintained over the long term
B. Provide ability to wcess information through dedicated remote tertninals or personal
computers.
Citizens wifl be able to request infonnation or review information without coming to
ft
Village HaU or aer hours.
C. Nhxhnize utilization of tecImology by all departments to maintain other goals -where
benefit can be specifically identified
Com- plete short and midmrange goals and revise overall vision as necessary to f6low
�wcard direction
The use of the proposed softwiml-10�rdw= will allow the nmagernent staff to present and
review informafion to assist in providing services. As the infortnation is accumulated and
reviewed, performance reviews and perforrnmce goal's can be more easily rnewured for service
efficiency det, on.
V OF
VILLAGE OF MOUNT PROSPECT
FINANCE DEPARTMENT
INTEROFFICE MEMORANDUM
6
TO;, Michael E. Janonis, Village Manager
FROM: David C.. Jepson, Finance Director
DATE: August 2, 1994
SUBJECT: Computer Software and Hardware Proposals
One of the most dominant themes that was expressed during the 1994/95 budget work sessions was
the need to use new technology in the daily operations of Village government. Each Department
Director stated the need to be able to process information more efficiently and to be able to respond
to requests for information more accurately and more timely. Additionally, a majority of the Board
of Trustees voiced their strong support for this concept as a means of keeping pace with expanding
workloads and controlling future costs. Accordingly, appropriations were included for a variety of
specialized equipment including new computer software and hardware for the Finance Department and
Inspection Services Department,
The resources to replace the existing software and hardware were initially included in the 1992/93
budget, but the project was deferred because of financial limitations at that time. The existing
software for accounting, budgeting, accounts payable, payroll, various licenses and utility billing had
& 'D
been developed in the early 1980's and has become increasingly difficult to maintain. Additionally,
the operating system for the Village's IBM System 36 mini -computer is no longer being supported by
IBM. As a result, the only logical approach was to replace both the hardware and the software.
In the 1980's it was not uncommon to have custom software developed for a specific municipality
because of the differences in certain operations and because of municipal software packages were
unproven. However, now there are a number of fully integrated municipal software packages available
with additional applications being added on a continuing basis. The software packages are not as
"Village specific" as custom written software, but the software packages are versatile, integrated and
considerably less expensive than custom software. The result is that most municipal software
applications that are being installed currently are part of a total software package and are not custom
designed.
Because of the complexities of a fully integrated software package, it was understood that it would take
a significant commitment to evaluate the software that is currently available. To accomplish this end,
40
a project team made up of Dave Strahl, Carol Widmer, Kevin Criswell and myself, was established.
Discussions were held with Department Directors and a phased plan was formulated that would take
care of the immediate needs of the Finance and Inspection Services Departments and that would link
the computers of all departments within a two to three year period.
Michael E. Janonis
Page 2
Computer Software and Hardware Proposals
One of the initial findings of the project team was that based on the experience of other municipalities,
a consultant would not necessarily add to the quality of the evaluation process and could unnecessarily
delay the decision making process. It was also determined early in the process that the most important
%.e I&
decision would be the decision on the software package and not the hardware. We found that most
municipal software systems were developed to run on a unix operating system that could utilize PC's
or a variety of "client server" hardware.
One of the other points that became apparent was that there were significant differences in the cost
of various software packages. For example, Elmhurst recently approved a hardware and software
package of $750,000; Elgin paid approximately $380,000 for new software; Elk Grove paid in excess
of $300,000 for software; Palatine has committed $440,000 for hardware and software; and Hinsdale
paid $135,000 for hardware and software. Additionally, Arlington Heights has budgeted $350,000
in the current year to replace software that was acquired in 1990. The circumstances in the above
examples vary considerably depending on the number of applications and the level of implementation
support that was provided. Nevertheless, some packages were simply much more expensive than
others.
Based on the initial findings of the project team, we decided to concentrate our efforts on the more
modestly priced software packages and, more importantly, on packages that had been successfully
installed in area communities. The software vendors selected were: Municipal Software, Inc. (MSI),
Libertyville, IL; Information Development Consultants (IDC), Chicago, IL; Pentarnation, Bethlehem,
PA; and A. E. Klawitter & Co. (AEK), Rolling Meadows, IL. Over the last six months, the project
team has participated in four demonstrations at Village Hall; four demonstrations at neighboring
communities; and one visit to a municipality who had recently gone through the selection process.
Each of these visits were at least four hours in length.
After sufficient information was obtained by the project team, a detailed request for proposal (RFP)
was prepared. The RFP included information on the Village's current computer operations, our
expectations for the future and detailed specifications of the features to be included in the various
software applications, The RFP instructed the software vendor to recommend the hardware that would
be best -suited to operate their software along with a warranty that it would meet the Village's
expectations. The RFP also contained specific contract terms and in total was over 100 pages long.
The RFP's were distributed on June 3, 1994 to the above four vendors along with three other vendors
who had expressed an interest. In addition, a notice was published on June 10, 1994, and a
conference with vendors was held on June 20, 1994. The proposals were due on July 8, 1994.
During the conference with vendors on June 20, 1994, the vendors had the opportunity to ask for
clarification of specific applications and to get a better indication of the Village's long-term objectives.
In response to a question it was pointed out that overall cost would be an important factor in
evaluating the proposals but that it would not be the primary consideration. The most important
Michael E. Janonis
Page 3
Computer Software and Hardware Proposals
considerations would be the capability of the software, the stability of the vendor, and the
responsiveness of the vendor to the needs of the Village. Five proposals were subsequently received
by the Village.
A preliminary review of the proposals indicated that one of the proposals was limited to the accounting
applications and should not be given further consideration. The four remaining proposals were
reviewed in depth by the project team. Each of the four remaining ng proposals were complete and were
responsive to the Village's needs. There were some variations, but generally they covered each of
the areas and applications in the RFP.
In general, the project team thought that either one of the four vendors could satisfy the needs of the
Village. However, a more detailed review indicated that AEK and IDC offered the better features.
used on this evaluation and in the interest of efficiency, we concentrated our efforts on these two
vendors. Site visits at the two vendors' offices were arranged and thorough demonstrations were
observed. After these demonstrations and discussions with vendor personnel, it was the project team's
unanimous conclusion that the AEK software was the best overall solution for the Village.
The reasons for this decision were based upon the range of applications available, the training facilities
(located in Rolling Meadows), the flexibility of the software, their philosophy regarding responding
to problems, and the capability of their personnel. One of the most impressive facets of our
discussions with AEK personnel has been that they have come up with solutions to questions or
potential problems regarding both software and hardware rather than avoiding the issue. Additionally,
one of the unique advantages that came out was that they had user groups not only for client
administrators but also for clerical personnel. A number of their existing applications have been the
result of suggestions from these user groups.
While it would be difficult to evaluate any proposal without consideration of the cost element, we tried
to keep this factor out of the final decision. AEK did not have the lowest proposal of the four that
were considered, but they were significantly lower than the proposal from IDC. We are stiff
evaluating the hardware needs and some of the costs associated with training and conversion, but the
AEK proposal is in the range of $205,000 and the IDC proposal is in the range of $285,0000
Additionally, we are still working on the overall phasing of the various applications between the
1994/95 fiscal year and the May 95 - December 95 "short year." It appears that the $150,000
allocated in the 1994/95 budget will be adequate for this year with an estimated $50,000 to $75,000
needed for the short year. It should be mentioned that this will be an ongoing project with an
estimated $25,000 per year needed in future years for continual development. A summary of the four
proposals that were evaluated is attached as Exhibit 1 and a summary of the hardware requirements
is included in Exhibit 2.
Michael E. Janonis
Page 4
Computer Software and Hardware Proposals
Up to this point I have focused on an evaluation of the RFP's; now I would like to mention some of
0
the specific advantaes of the proposed software
g .
The primary advantage of the change to new General Ledger and Budgeting software is that financial
information will be "on-line" and will be updated daily. Many of the entries from accounts payable,
accounts receivable, payroll, and utility billing will be entered automatically rather than manually.
This will greatly facilitate month-end and year-end closings and will make financial *information
available on a more timely basis. Specific information on particular accounts will make efforts to
control overspending more effective. When the system is fully implemented, the same information
will be available to each Department Director, and it is expected that budget preparation will be done
on-line at the originating department.
There will be a number of advantages to this software. The most significant is that once a purchase
order has been entered into the system, it will not need to be entered a second time when the goods
have been received and it is time to pay the supplier. Also, the software provides more
comprehensive and accurate information on open purchase orders, and specific invoices can be
scheduled for payment based on invoice terms. Additionally, purchase orders can be entered directly
by each Village department and can be computer generated. Again, month-end and year-end
processing will be greatly improved.
it is my expectation that the elimination of redundant processing and entry of invoices that have been
approved for payment will reduce clerical time by approximately 25 to 30 hours per month,
pq 11 MIN
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11;1!
, I Err
One of the most appealing features of these software applications is the availability of bar coding for
invoices, water bills, and license applications. This feature will reduce duplicate entry of many of the
revenue transactions received by the Village and should make the daily cash balancing process much
more efficient. Currently this process takes an average of three hours per day. It is my expectation
that savings of one hour per day should be realized.
One of the advantages of the Business License software is that one new system will replace at least
four separate systems that are now being used. This will also reduce duplication of effort and will
make information more easily available.
Michael E. Janonis
Page 5
Computer Software and Hardware Proposals
k1mg1fum-1
The Village currently has a complicated payroll system utilizing some 60 different forms of
compensation and three different pension systems in addition to social security. Additionally, in the
current system there are an extraordinary number of deductions and pre-tax benefit options. The
proposed system will provide the same features as the current system as well as a number of
enhancements. The new software can process police and fire pension checks and the related reporting
requirements, and it is capable of providing ACH direct deposit of employee checks. Additionally,
year-end accruals are performed automatically, entered into the accounting system and then
automatically reversed in the next fiscal year.
One of the most exciting " features is a "time management" module. With this module an employee's
time would be recorded with a magnetically encoded identification card. With this card the employee
would "clock in" and "clock out" and the time would be calculated and recorded electronically. Log
sheets would be generated as needed and at the end of the time period a time record would be
generated for each employee. The record will include regular hours, various categories of overtime
hours and any other conditions unique to an individual employee. After proper authorization, the
hours will be entered into the payroll system.
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I hesitate to make an estimate of the potential clerical hours that may be saved, but I believe the
savings at the department level as well as in Finance will be substantial. AEK has stated that the
entities that have implemented this module have recovered their costs in less than a year,
The Utility Billing software appears to be much easier to use and addresses most of the problems that
we currently encounter. The new software should meet the Village's needs for many years to come.
Currently the Village records fixed asset information on a PC spreadsheet program. The proposed
software will allow the Village to integrate fixed asset reporting with accounting transactions. This
should provide consistency and ease of administration.
Other advantages were recognized during the demonstrations, but I believe the above examples indicate
real potential savings for the Finance Department. Other departments will also realize benefits from
the changes to be made in Finance. Additionally, significant improvements in the recording and
reporting of information in Inspection Services became apparent and possible solutions for Human
Services were discussed.
Michael E. Janonis
Page 6
Computer Software and Hardware Proposals
Dave Strahl has been working with Inspection Services to define the objectives to be realized by
automation efforts. Following is a summary of the objectives that have been discussed,
I iwdikni�
The use of computer hardware/ software in the Inspection Services Department focuses on the
management of information that can be used to measure the effectiveness of the services provided.
The Inspection Services Department has relied primarily on paper records in the past, but it is
expected that the ability to utilize computers will eliminate many of the paper records in the future.
Below is an outline of the objectives that are expected to be achieved.
1. Provide the ability to streamline record keeping in order to minimize staff time.
2. Provide the capability to have all information on each address readily available on-line.
3. Provide the ability to know the point -of -the -process for each permit on-line,
4. Provide the ability for inspectors to enter inspection comments directly into the address
database so all information is kept current.
50 Provide the ability to streamline inspection reporting in the field through coded
responses to inspection checklists.
6. Provide the ability to track and schedule all inspectors' time on-line.
7# Provide the ability to notify residents, contractors and businesses of the status of
inspection findings automatically,
S. Provide the ability to follow up on inspection and re -inspection findings automatically.
9. Provide an interconnection with the Planning and Fire Departments to share information
so that information relative to each address can be available to all, parties.
10. Provide the ability to track all services and the cost of providing inspection services to
determine cost effectiveness of services and to provide a management review of service
needs.
In an effort to gain the maximum benefits of automation, the actual work process now will be
analyzed and documented by AEK prior to computerization to ensure that the work process is as
efficient as possible.
Michael .
Page 7
Computer Software and Hardware Proposals
Earlier, I mentioned that the evaluation of the proposals would take a signcant commitment. The
evaluation commitment has been expended. We now recognize that an even greater commitment win
be required to 'implement the * new software. We are currently worldng with AEK in the preparation
of an Agreement that recog:nlzes, the, systems that would be implemented, in the current, fiscal year
('19941,95 1,and t�®3 systems that would beiMplemented, in the next Iscal year. It is our expectation that
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the agreernentwill, 'be, ready for the, August 16, 1994 Village Board meeting.
A tentative 'implementation schedule is attached as Exhibit 3. 1 believe this schedule is realistic and
can be achieved,
DCJ/sm,
Enclosures
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xhibit 2
VILLAGE OF MOUNT PROSPECT
AEK HARDWARE REQUIREMENTS
HARDWARE
Minimum
$958,100'
Remote Modem
Pcuirrn
Cost
JUA 0'X—§Arxqot
56 Kb Maddm ('2")
$790,00
CPU:
R$2,32 Adapters ( 17 i
$340�'00',
Processor
INTEL 486
Clock Speed
50 m,liz
$4,9904,00
Memory
128 MB,
$400.00
Disk Storage
2-' GO
$2f'500-00
Ports
16 port, ASYNCm.
Adapters
Ethernet
$20870.00�
CPU Upgrades:
Disk Storage
2 GBCO
Ports
16vonn ASYNC,
Adapters
Token R ' 1,nq A,dapter
$31000�001
Connectivity S/W
TCP IP
$810,000,
:Costs 1. : -11.1.. .' :270 ''00
3 -'-;:.
Connectivity Devices:
MUX
1, 9 � 2 Kbps M'UX ( 2 t
$958,100'
Remote Modem
14.4- Call, Back Modern,
$7,080.00,
Leased Modem
56 Kb Maddm ('2")
$790,00
Adapters
R$2,32 Adapters ( 17 i
$340�'00',
• 11. a $0
Tape Drive
6 GO, OAT
Terminals
wyse T50 ( 16",
$7,080.00,
Printer
Fu its u M3041 600,lpm
U P S Device
2000 KVA
Cash Receipts System
Terminal based '(2)
Operating System
128u!ser
$4,9904,00
Emulation Utility
Site License.,
$400.00
RPG Compiler
PC based
$2f'500-00
Total Hardware Costs $65,800-.,00
Exhibit 3
VII.LAGE OF MOUNT PROSPECT
COMIPUTER PROJECT - PHASE I
Implementation Schedule
8/16/94
Village Board approve Software Agreement with AFI
8/17/94
Village and AEK develop hardware specifications
3 days)
8/29/94
AEK analyze Inspection Services procedures and identify needs
(30 days)
9/15/94
Bids opened for computer hardware
9/20/94
Computer hardware bids approved by Village Board
10/03/94
Computer hardware installed
10/10/94
Training for Cash Register module
Training for Security and Control (System Administration)
10/17/94
Install Cash Register Module
5 days)
10/24/94
Training for Permit Tracking and Payroll
10/31/94
Install Permit Tracking system
(30 days)
11/14/94
Training for Utility Billing
12/05/94
Install Utility Billing
(30 days)
12/12/94
Install Payroll module
(30 days)
1/09/95
Training for General Ledger and Budgeting
1/16/95
Training for Purchasing, Accounts Payable and Fixed Assets
1/23/95
Install Purchasing, Accounts Payable and Fixed Assets
(30 days)
2/13/95
Training for Accounts Receivable and Business Licenses
2/20/95
Install Accounts Receivable and Business Licenses
(30 days)
COMPUTER PROJECT -PHASE 1
Implementation Schedule
(Continued)
5/01/95 Install General Ledger and Budgeting (30 days)
6/05/95 Training for Parking Violations
6/12/95 Install Parldng Violations (15 days)
7/10/95 Training for Project Cost Accounting and Salary Budgeting
7/17/95 Install Project Cost Accounting and Salary Budgeting (30 days)
9/11/95 Training for Employee Time Management
9/18/95 Install, Employee Time Management (30 days)
10/30/95 Training for Parcel Data Base
11/06/95 Install Parcel Data Base (45 days)
VILLAGE OF MOUNTPROSPECTM.
FINANCE DEPARTMENT
AX - I �
WMOYM''11 1 111 1115 1 51�!Iili ii1111, 1!
TO: Michael E. Janonis, Village Manager
6
FROM* David C. Jepson, Finance Director
DATE: August 4, 1994
SUBJECT: Village Financial Condition
Evaluating the Village's financial condition is a process that includes looking at historical trends,
analyzing the current financial position of Village funds, and estimating the adequacy of future revenues
to finance expected Village services. The process requires making judgements and these judgements
are subject to change as circumstances change. Nevertheless, an understanding of the Village's financial
condition today provides the basis for maintaining financial strength in the future.
The Village's financial condition today is much stronger and the outlook for the future is much greater
because of actions that the Village Board took in response to problems that surfaced two years ago.
In view of expected deficits in the General Fund, actions were taken to resolve the immediate problems
and to provide for longer-term solutions. The effects of these actions are reflected in the discussion that
follows.
In August 1992, a report was prepared showing the trend of General Fund revenues and expenditures
over the previous five years and projecting the effects of those trends of the next five years. The report
showed that revenues had been leveling off over the previous five year period while expenditures were
continuing to grow. Even at a modest growth rate in expenditures, the projections indicated a $600,000
deficit in the 1992/93 fiscal year, a deficit of $1,100,000 in 1994/95 and the deficits escalating in
subsequent fiscal years.
The leveling off of revenues was attributed to: 1) A higher percentage of the property tax levy allocated
to the Refuse Disposal Fund and to the Police and Fire Pension Funds; 2) No increase in sales tax
receipts, and 3) A decrease in building permit related fees. The increase in expenditures was primarily
due to increased personnel and pension costs and medical insurance costs which had more than doubled
over the previous five years.
In response to these trends an immediate freeze was put on non-essential hiring and a number of
projects were deferred (including a proposed outlay for computer software and hardware). The result
was a reduction in planned expenditures of some $350,000 over the balance of the 1992/93 fiscal year.
These reductions in expenditures reduced the actual deficit to about $210,000 in 1992/93. The
deficiency in 1992/93 was covered by drawing -down the cash balance of the General Fund,
Michael E. Janonis
Page 2
Village Financial Condition
The actual figures for the 1993/94 fiscal year show expenditures exceeding revenues by $972,000. The
deficiency is somewhat less than had been anticipated and is due to the implementation of a new utility
tax on gas, electric, and telecommunications as of March 1, 1994 and an increase in the first installment
of 1993property tax receipts. The longer-term impact of the utility tax and the addition of other
revenue sources will be discussed later in the report.
The deficiency in 1993/94 was offset by two "equity transfers" totaling $1,300,000. A transfer of
$650,000 was made from the Water Fund along with a $650,000 transfer from the Capital Improvement
Fund. The excess of the two transfers over the deficiency of $972,000 resulted in the difference of
$328,000 being added back to the cash balance of the General Fund.
Wegenerally focus our attention on the General Fund because the General Fund is the primary
operating fund of the Village and the fund that is used to account for all revenues which are not
designated for some other specific purpose. However, a knowledge of the purpose of each Village fund
or group of funds is helpful in understanding the overall financial picture. One of the ways to see an
overview of all Village funds is from the schedule of Available Fund Balances that is included in the
Budget document.
On several occasions, I have stated that the schedule of Available Fund Balances is the most important
financial planning tool that we have available. The schedule shows the estimated balances that are
expected to be available at the start of the budget year, total budget revenues and expenditures for the
of "d
budget year and then the estimated, fund balances at the end, of the budget, year. For example, in tn, e,
1994/95 bud al year, are, added to the, estimated fund
get, total revenues expected in the 1994/95 fisc
balance at the start of the budget year (May 1, 1994), to determillne the total resources, that will be
available. Total 1994/95 budget expenditures are then subtracted from this total to determine the
estimated cash balance at the end of the budget year on April 30, 1995. In effect this schedule shows
the "checkbook" balance at the start and at the end of the fiscal year.
I believe the schedule also helps to gain a better understanding of the financial structure of the Village
because funds of a similar nature are grouped together. For example, there are seven different fund
groups included in the schedule, and generally the balances of each fund can only be used for the
purposes associated with that fund group. The balance of the Motor Fuel Tax (MF'I) Fund can only
be used for MFI7 approved expenditures; Debt Service Funds can only be used for the payment of
principal and interest on Village debt; Pension Funds can only be used for pension purposes; etc-, This
helps to explain why a fund balance in one fund, or one group of funds that may be higher than
necessary, does not offset a problem in another fund or 'another fund group.
Attached Schedule 1 is a modification of the Available Fund Balances schedule that is included in the
1994/95 budget. This schedule starts with actual balances as of April 30, 1994, adds 1994/95 revenues
and subtracts 1994/95 expenditures and comes up with the estimated cash balances as of April 30, 1995.
An additional column has been added which shows the recommended balances that should be maintained
in each fund. By comparing the estimated cash balance as of April 30, 1995 with the recommended
Michael E. Janonis
Page 3
Village Financial Condition
balance on a fund by fund basis, it gives a good indication of the current financial strength of the
various funds.
Following is an explanation of the purpose of the various fund groups and the basis for determining the
recommended fund balances:
The General Fund is used to account for all revenues that are not designated for some other specific
purpose. The General Fund is the primary operating fund of the Village and finances most Village
services. Examples are Police, Fire, Human Services, Inspection Services and Administration. Because
the General Fund receives a significant portion of its revenues on a monthly basis, we have used 15 %
of expenditures as the recommended fund balance. This target represents about two months of
expenditures.
The expected General Fund balance as of April 30, 1995 is $3.36 million compared to a target of
$3 million. This surplus allows some flexibility for an expected shortfall of about $400,000 in the
"short fiscal year" in 1995 during the transition to a calendar year.
Special Revenue Funds are funds that are established to account for "earmarked" monies. Earmarked
monies must be expended for the specific purpose for which the fund was established. For example,
Motor Fuel Tax (MFT') monies can only be used for NIFT approved expenditures. The three funds in
the Special Revenue Funds group are Refuse Disposal, Motor Fuel Tax, and Community Development
Block Grant (CDBG).
The Refuse Disposal Fund started the 1994/95 fiscal year with a negative balance and usually is in a
negative position from January through mid-March and from June through August. During these
periods monies are temporarily advanced by the General Fund. The fund balance in the Refuse
Disposal Fund should be in the range of 25 % of expenditures because the majority of the financing is
provided by property taxes. The current fund balance should be increased over the next several years
to reach the 25 % target.
4
MFT monies are received monthly but are usually expended on a proj I ect basis. The resurfacing
contract typically is in the $700,000 range and is usually expended by the end of December. A balance
of $400,000 provides working capital to make the contract payments in a timely manner.
A fund balance is not maintained in the CDBG Fund because the Village is reimbursed only after
expenditures are made. This condition is one of the requirements of this grant.
Michael E. Janonis
Page 4
Village Financial Condition
#1
Funda
Debt Service Funds are used to pay principal and interest on Village debt. The funds are required by
the bond ordinances and are used to account for monies that are received specinclai'lly for this purpose.
These funds are similar to Special Revenue Funds but are treated as a separate group because of the
unique nature of the funds. Where property tax monies are received in Debt Service Funds, they are
restricted for debt service payments. I
The
villa, currently has "26 del service funds, that, are summarized M* five, fand, categorll by the
source of monies, that are, received,. The targeted fund balances represent the'lin'terest pay ments that are
assumes that the
due during the next fiscal year. This provides a reasonable level of reserves 't",
principal requirement will be collected during the fiscal year.
Excep It for the, fund that will be financed by the new home rule sales tax there are adequate reserves in,
0
is received in, 1,99,5, this fund
,each, Debt Service Flunds, category. As the new home rule sales tax, * I
balance will be increased. When surplus monies are accumulatedin'Debit Service Funds, tax levies, are
abated especially over the last several years of the bond issue.
With the exception of the Capital Improvement Fund, the Capital Projects Funds are established to
account for the proceeds of bond sales and are restricted to the specific purpose for which the bonds
wem sold. The recommended balances simply represent the balance of 'uncommitted ftmds and
61 0
eventually will be, expended and, the fund closed, out. If a balance r ains, when the pr9ject is
,completed, the monies general can be, used fbr a similar project.
x -,If
#killpa f
1*
Enterprise Funds are used, to account for, Village, activities that are, Similar to those, m the, private
0
sector, where determ'M*ation, of net *income is necessary or useful, for sound, 'financial, administration.
These funds use full accrual accounting and recognize depreciation as, an operatin gex; ense, For these
funds, available fund balances consist of net working capital, or current assets less current liabilities.
The recommended fund balance represents four months operating expenditures. The recommended fund
balances provide for contingencies and capital improvements,
Michael E. Janonis
Page 5
Village Financial Condition
Internal Service Funds are similar in nature and basis of accounting to Enterprise Funds with the
exception that the "customers" are other Village departments. The Vehicle Replacement Fund was
established to finance the acquisition of Village vehicles and then to "lease" the vehicles back to the
using department. This arrangement reduces the fluctuations in a departmental operating budget when
major purchases are made.
An example M* the 1994/95 budget is the purchase of a "Quint" for the Fire Department at $520,000.
The Vehicle Replacement Fund purchased the vehicle and the Fire Department will pay a lease fee over
the next 20 years. The objective is to build up funds to be able to replace the vehicle when its useful
life is over. The recommended balance in this fund will continue to increase until the time when the
fund balance equals accumulated depreciation.
The Risk Management Fund provides medical, liability and workers' comp insurance to each
department. By using an Internal Service Fund, reserves for incurred but not reported claims can be
recorded. This approach also levels out expenses on an annual basis. The Village is self-insured for
$300,000 for workers' comp claims, $250,000 for liability claims, and $50,000 for medical claims.
The recommended fund balance provides for contingencies and the Village's self-insurance liability,
Pension Funds are used to accumulate resources to pay pensions to current retirees and in the future to
current employees. Requirements are determined actuarially and currently each pension fund is 100%
funded. The balances in the Pension Funds can only be used for pension purposes. As a result, the
estimated fund balance is also shown as the recommended balance,
When Pension Funds totals are excluded from the overall totals, the schedule shows that estimated
available fund balances on April 30, 1995 will be $15,949,180 compared to recommended fund balances
of $13,855,000. The total of all fund balances is not significant in itself, but it does help to indicate
a sound financial condition.
An analysis of fund balances is only one factor in an evaluation of the Village's financial condition.
One of the other critical elements in the evaluation of financial condition is estimating the adequacy of
revenues that will be available to finance the cost of Village services. In other words, is the Village
living within its means?
The question of inadequate revenues and the need to provide additional revenues for street
a.
improvements was addressed in response to the problems mentioned earlier. The Village Board decided
Michael E. Janonis
Page 6
Village Financial Condition
toput a cap on property ' taxes, but to add a 2 % utility tax, increase vehicle license fees and to increase
the home rule sales tax by, 1/4. Theincrease, in, the vehicle license fee and approximately half of the
home rule sales tax will be used for an expanded Street Improvement Program. Additionally,
approximately 10% of the new home rule sales tax will be used to offset a reduction in the Food and
Beverage Tax which will be put in place at the same time the home rule sales tax becomes effective.
It is too early to measure the effect of the new revenue sources but the expected results can be seen on
attached Schedule 2. This schedule is another modification of a schedule included in the 1994/95
venues, and, expenditures for the 1,993/94 fiscal year,,,
budget,. The schedule shows actual, General Fundre
the budget amounts for 1,994/95, and the estimated, amounts fdr, the "short year"' of May 1, 1995
through December 31, 1995 and then for the 1996 calendar year.
The schedule shows a deficit of $971,811 for 1993/94 (exclusive of the two one-time transfers of
$650,000 each); a budget surplus of $39,920 for 1994/95* a deficit of $408,300 for the short fiscal year;
and a surplus of $185,400 for the 1996 calendar year.
These amounts are preliminary and will. be refined as more information becomes available, but they
demonstrate the impact of the new revenue sources on the General Fund. The deficit in the short year
is due to the fact that property taxes will be about 20% less than normal and certain expenditures
normally incurred in a twelve-month period will be expended in the eight-month short year. An
example is the additional amount allocated for street resurfacing from the increased vehicle license fee.
The entire amount ($300,000) will be expended by December 31.
The full impact of the new revenue sources can be seen by looldng at the estimated revenues and
expenditures for the 1996 calendar and fiscal) year. Revenues ' are expected to be $21,735,000 and
expenditures are expected to be $21,549,600 for an excess of revenues over expenditures of $185,400.
These estimates will be refined as more information becomes available, but it appears that a sound
revenue base has been established.
The Village has had a history of sound, conservative financial policies. That fact has been demonstrated
by, the "double A" (Aa) bond rating that the Village has maintained, 1. believe the acfions,that have been
taken in 'response to the financial problems that surfaced two years ago have ,added, strength to our
Q,
current financial condition and will prove to be the, basis to maintain, this strength, 'in the future,.
DCJ! sM
Enc
VILLAGE OF MOUNT PROSPECT
1994-95 BUDGET SUMMARY
AVAILABLE FUND BALANCES
Actual 1994-95 1994-95 Estimated
Balances Budget Budget Balances
4-30-94 Revenues Expenditures 4-30-95
General Fund $ 3,324,570 $20,038,400 $19,9981480 $ 3,364,490
Special Revenue Funds:
Refuse Disposal Fund (1)
Motor Fuel Tax Fund
Community Development Block Grant
Totals
Debt Service Funds:
G.O. Bonds - (New) Home Rule Sales Tax
G.O. Bonds - Property Takes
G.O. Bonds - Tax Increment
G.O. Bonds - Home Rule Sales Tax
Special Service Area Bonds
Totals
Capital Projects Funds:
Capital Improvement Fund (2)
Police & Fire Bldg Const Funds
Downtown Redevelop Const Fund
Street Improvement Const Fund
Flood Control Const Funds
Totals
$ ( 73,315) $ 2,665,450 $ 2,497,195 $ 160,940
5369355 1,207,000 11206,500 536, 855
- _36316015 _ 363.605 -
$ 529,040 $ 49236,055 $4,067,300 $ 697,795
$ 1551,040
$ 166,850
$ 3119100
$ 101,790
716,180
11,016,800
1,078,205
6549,775
5349755
540500
358,425
716,830
1 366,295
1,224,000
19263,305
1,326,990
92,480
_ 56,995
91.590
_ 5 X885
$ 2,864,750
$ 3,005,145
$ 3,102,625
$ 2,767,270
$ ( 50,875)
$ 2,9431,100
$ 870,000
$ 29022,225
146,630
11,000
1209000
27,630
8499105
359000
933,300
49,195}
4956,240
117,500
3,205,000
1,868,740
,1.337.705
_1,974,290
3.044
WM�H67
$ 7,238,805
$ 5,070,890
$ 8, 172v415
$ 4,137,280
Schedule 1
Page 1
im
(1) 1994-95 Budget Revenues for the General Fund have been reduced $213,100 and for the Refuse Disposal Fund by $69,550 to reflect an
abatement to the 1993 tax levy.
(2) 1994-95 Budget Revenues for the Capital Improvement Fund have been increased $2,630,000 because the proceeds of the sale of the
Pine/Wille Property were received in 1994-95 rather than 1993-94.
VILLAG-11".'i OF MOUNT PROSPECT Schedule I
1994-95 BUDGET SUMMARY Page 2
AVAILABLE FUND BALANCES I
Enterprise Funds:
Water and Sewer Fund
Parking System Revenue Fund
Totals
Internal Service Funds:
Vehicle Replacement Fund
Risk Management Fund
Totals
Pension Funds:
Police Pension Fund
Firemen's Pension Fund
Benefit Trust #2
Totals
Totals - Village Funds
Less: Interfund Transfers
'I IDAn6lnn IP41riA4z fl�
Actual 1994-95 1994-95 Estimated
as
Balances Budget Budget Balances
4-30-94 Revenues Expenditures 4-30-95
$ 2,366765
low
$294679680 6,363,01500, $6AK,415
.... ... ...
350,605 380
WINNOW
$ 2,818,285 6*5551,500 $ 6,0636t640 $ 2,737,145
$ 735,645
$ 927,100
$ 980x825
1,553,430
21,6261IN
$ 21,2899075
$ 3,553,450
$,3,x597,325
2,245,200
$191,997,115 1,875,000 $ 681,050 $21,191,065
23P0019235 2v197l350 24v51
677,550 1y035
226,57526,000 216,075
$45
$4392249925 41,087,850 1,384,600..
90175
$62,289,450 $46,547,290 $ 46,959,385 $611,8771,355
(208r500) (2081,500)
(3) Pension Funds are restricted, for future pension benefits and do not constitute *Available Fund Balances."
10 WX" Q 1 I i
General Fund
Revenues and Expenditures
93194 Actual through 1/96 - 12196 Estimated
Schedule 2
Page 1
93/94
94/95
5/95-12/95
1/96-12/96
Actual
Budget
Estimated (1)
Estimated (1)
Revenues
Property Tastes
$ 49510,556
$ 4,495,000
$ 2,4252000
$42692,500
Sales Tax
526162,794
5,850,000
40036,500
6,191,100
Home Rule Sales Tax
W
180,000
3562500
530,000
State Income Tax
21206990.6
2,4002000
1,6890800
2, 847,100
State Sales & Use Tax
39152188
3959000
271o300
4149800
Food & Beverage Tax
574,433
550,000
3005200
465,000
Real Estate Transfer Tax
5639443
575,000
4022500
622,900
Utility Taxes
231,404
1,150,000
840,000
1, 320,000
Other Takes
124,014
132,500
910400
140,200
Licenses, Permits, Fees
1,868,331
2,204,000
1,8232700
2,240,000
Intergovernmental Revenue
236,286
218,600
150,000
230,000
Service Charges
399,828
4162000
2912200
451, 400
Fines & Forfeits
3261,142
319,000
2330000
350,000
Investment Income
128,000
172,500
175,000
2502000
Other Income
192,193
480,800
1209000
240;000
Police/Fire Pension Revenues (2)
433 957
L00,000
650
7503M
Total Revenues (3)
$1728540475
$20,03 8, 400
$13 , 856,100
$21,735,000
Expenditures:
Public Representation
$ 70,423
$ 682945
$ 541,300
$ 712200
Village Manager's Office
421,169
441;395
306,000
470,800
Communications Division
237,704
245,445
169,400
259,700
Village Clerk's Office
172p845
179p350
123 ,700
189, 800
Finance Department
1,022, 822
957p695
660, 800
120132500
Inspection Services
1,0130606
12166,235
7730900
1,2442000
Police Department (2)
6,116,914
6,443,460
4,65o,3OO
7,(}39,100
Fire Department (2)
5,462,380
5,1625,060
4,030,900
6,0769400
Central Dispatch
3870714
395,725
273,100
418,800
Human Services
4219344
4640625
320, 600
491,700
Planning Department
285,098
294,005
202,900
3112200
Streets & Public Property
31120,403
312152535
2121$,700
3,403,000
Streets - Resurfacing
3009000
3009000
300,000
Civic Groups
782554
102,005
695300
1062800
Pensions & Miscellaneous
15, 310
49,000
43,000
50,100
Contingencies
50
157,50?
103 3500
Total Expenditures
$18,$26,2861
$19,99$,480
$14,264,400
$21,549,600
(1) Please see Page 2 for the assumptions.
(2) Police and Fire Pension Revenues represent tax levy amounts. Identical amounts have been included in the Police and Fire Department
Expenditures below.
(3) Total Revenues for 93194 do not include transfers of $650,000 from the Water Fund and $650,000 from the Capital Improvement Fund.
ON
MOUNT PROSPECT
LA%Y.ra of
General Fund
Estimated Revenues and Expenditures
Assumptions for 5/95 - 12/95 and 1/96 - 12/96
Schedule 2
Page 2
Property Taxes The amount for 5/95 - 12/95 represents the second
installment of the 1994 tax levy. The amount for
1/96 - 12/96 assumes the total 1995 tax levy increases 4%.
Sales Tax
Home -Rule Sales Tax
Food & Beverage Tax
Other Taxes
Real Estate Transfer Tax
Service Charges
Utility Taxes
State Income Tax
Intergovernmental Revenue
State Sales & Use Tax
Licenses, Permits, Fees
3.5% Annual Increase
Food and Beverage Tax amounts reflect a decrease in the
tax rate to 3/4% January 1, 1995
5% Annual Increase
3% Annual Increase
Fines
Investment Income Estimated Trend Increases
Other Income
Police & Fire Pension Revenue
. ...................... . . . .
WON
Street Resurfacing
Village Administration
Fire Department
Inspection Services
Police Department
Other Departments/Divisions
Contingencies
"wj'**ww~Mw lw�
I
Ov 1 I ;�
— ........ . ............ . .
4.0% Annual Increase
1" 4.25% Annual Increase
3.5% Annual Increase
,a 1/2% of total Expenditures excluding Contingencies & Pensions
0101 00 NMI, 0 001iiij 0N1M"1F"MFF*
VILLAGE OF,MOUNT PROSPECT
FINANCE DEPARTMENT
TO: Michael E. Janonis, Village Manager
FROM: David C. Jepson, Finance Director
DATE: August 1, 1994
SUBJECT: Purchasing Policies and Procedures Manual
The Village of Mount Prospect uses a *decen purchasing system whereby each Department
Director is responsible for the procurement of goods and services used by his/her. department, The
K
process of obtaining goods and services ranges from purch incidental supplies to purchasing items
through a formal bid process based upon definitive procedures and specifications. Although the
responsibility for purchasing in a decentrali
Michael E. Janonis
Page 2
Purchasing Policies and Procedures Manual
Item I above would give the Village of Mount Prospect the same amount of authority. that has been
Wage limitation of $4,000 covers
ranted by State statutes for pub,11c improvement contracts. The V
9 .8.0 g for public improvements
bidding almost all purchases, whereas, State statutes, only" n1l, for competitive
over $10,000. Tbe, $4,000amount has been M", effect since 1981. This change would speed up the
purchasing process, and would allow the Village Manager the authority to award contracts -up to
$10',000. Afthough fom, al, bidding procedures are. not required, they would still be followed under
most circumstances.
Item,'2 is, clutly not covered in, the Village, Code. This change would,allow theViUage, to take
or jolint purch, 4, g thmu, , NorthwestMu '* 10, 1
advantage of State bid contracts, asin gh the mctpal Conference
,ice, vehides.
without a' duplication of effort., Some common examples are salt, street seali, and, poh
It would eummate the need for the Village to p bid specifications and go through the bid process
.0.0 trm* excess of $10,000
where corn trove bidding had been conducted by another entity. Conacts
would still, need approval by the Village Board.
The last item can be implemented through the Village's home rule status and would be much more
cost-effective for items with limited value.
Current VWage Purchasing Provisions are listed under Village Code Section 4.103 - Powers and
Duties of the Village Manager. This section also is included as Appendix 5 of the Purchasing Manual.
If the Village Board approves the recommended changes, amending ordinances will be prepare d-.
V
.... .... mg
PURCHASING
TZ5 MO, tlelm-Dl oi :,l
Unlike the 'Independence with which a business in the private sector can develop purchasing policies and
procedures, the Village of Mount Prospect is governed by both state laws and local ordinances. Many
of these laws and regulations have been enacted with the intention of conserving tax dollars from waste
and protecting the public from fraudulent practices. Laws and regulations can help to achieve these goals,
but we believe a higher standard is required: public purchasing must be recognized as a- public trust.
The purchasing policies and procedures of the Village of Mount Prospect have been developed with this
standard as the highest priority. They not only are in accordance with the requirements of Illinois State
Statutes and the Village Code, but they also have been formulated in a manner which is intended to lead
to public confidence in the integrity of the Village's procurement procedures.
The Village of Mount Prospect has adopted the provision of Illinois Statutes commonly called the "Budget
Officer Law" whereby an annual budget is adopted in lieu of an appropriation ordinance. The annual
budget includes all Village operating units and is made up of line -items for each object of expenditure.
When adopted by the Mayor and Board of Trustees, the budget becomes the legal authorization to expend
resources for providing Village services. Accordingly, all Village expenditures must be specifically
authorized in the approved budget or in a subsequent amendment.
The goal of the Village's purchasing program is to obtain the best quality goods and services at the lowest
possible price. The purpose of this manual is to establish guidelines to achieve this goal within the
philosophy stated above. We believe the procedures contained in this manual will assist each Department
Director in obtaining necessary goods and materials in a manner that is consistent with the highest
standards of public service.
Prepared By
Finance Department
July 1994
VILLAGE OF MOUNT PROSPECT
PURCHASING
POLICIES AND PROCEDURES
TABLE OF CONTENTS
Purchasing Policies x u
1
Purchasing Procedures
Purchasing Ferns Over $10,000 ...... � �r � � �
2
�� �, � o v # 6
Purchasing Items From 1,000 to $100000
2 .
0 0 0 w 0 Ill 0
Emergency Purchases A,406,������,����������
3
Purchases Under $1,
3
. Professional Service Contracts
3 r
......a
dP
ep
Purchase Agreements �����������������,o
4
Blanket Purchase Orders IN, � A el ll 4
Issuance of Purchase Orders 4, o * 0 0
5
Accounts Payable Procedures . *0 00, 0 140 4 A, 0 0 0, 0 w 0 OF 0 9 19 4 4
S
Cash Reimbursement and Advances
Petty Cash 40,ill
S
Conference/Seminar Advances 4 ,a w . 4 A 10, IN 4 �
8
Fixed Assets Acquisition of Fixed Assets . 0, + 0 # 4 f, 6 6, 0, N 16 0 0 4 lip
10
Disposal ofAssets ... ������������d�������fi���w�������,��������o
10
Appendix 1 The Bidding Process
Instructions to Bidders � � � � �� � �, � a � � �
12
Equal Employment Opportunity Clause 0 1* w 0 4 w op 0W, 0,W 0 4 0
14
Bid Recommendation - Standard Bid Format �� 4 �4 w 1 IN4, 4 4 wl 10
15
Appendi
VILLAGE OF MOUNT PROSPECT
PURCHASING POLICIES
Public purchasing is a public trust. All purchasing by the Village will be in accordance with the Village
Code and Illinois Compiled Statutes. Village employees are expected to conduct themselves in a manner
which will lead to public confidence in the integrity of the Village's procurement procedures.
2. The Village of Mount Prospect utilizes a decentralized purchasing process. Purchasing asing activities
(specification preparation, bid reviews, telephone quotation solicitation, and requisition preparation) are the
responsibility of the using department and must be conducted within procedures established by the Finance
Department. All purchasing -related activities shall be monitored by the Finance Department to ensure that
all purchasing procedures have been followed.
3 All purchases are to be made with the authorization of the Department Director and processed through the
Finance Department. Approval for purchases under $1,000 shall be provided by the Finance Director and
for purchases in excess of $ 1,000 by the Finance Director and the Village Manager. Payment for all
expenditures shall be subject to final approval by the Board of Trustees.
4. Whenever practical, all purchases are to be based upon competitive bids or quotations in order to obtain the
0 0
highest quality service, commodity, or material, at the lowest possible cost. A munmum of three bids or
quotations shall be sought whenever possible.,
5. With the exception of professional services, all purchases in excess of $10,000 must generally be the result
of a formal bidding process with award of the bid being made by the Village Board. However, there are
circumstances where waiver of formal bidding may be recommended. The Village Manager must approve
the recommendation and the Village Board must authorize waiving the formal bidding procedures.
6. The Village of Mount Prospect may allow purchases through the use of negotiated contracts. A negotiated
contract will generally utilize the Request -For -Proposal (:RFP) method, wherein proposals are solicited from
suppliers for goods or services. After RFP's have been evaluated, the Department Director shall recommend
the offer deemed most advantageous in terms of developed criteria and forward it to the Village Manager
for concurrence and to the Village Board for final approval if necessary.
7. The Village of Mount Prospect will attempt to purchase services, commodities, or materials from vendors
6
located in Mount Prospect whenever possible, if these vendors are competitive m price and quality.
8. It shall be the policy of the Village to participate in joint purchasing cooperatives such as the Northwest
Municipal Conference joint purchasing program and the State of Illinois program to the extent such program
provide an economic advantage to the Village,
9. In order to avoid a conflict of interest, it is the express policy of the Village of Mount Prospect that no
Village employee or official or their immediate family shall accept any gifts or gratuities at any time of the
year from any person, firm or corporation which may influence them in the discharge of their duties or could
be reasonably inferred that such acceptance would influence them in the discharge of their duties.
0 10 wMiTIM 1I-Mggoi
� aff XCw M 104 N il
MOKPO "t., -10
is & , *I,D&,.Df'JtgML0ver 10-00. Village policy requires that all purchases made from one vendor
Uhm,
for aparticular item, or like types, ' iter msenc eWingaco,stof$10,�000,moat be. a,ccompl,j*,shed,�th,rou,,gh
formal bidding, prmedures or by a bid waiver approved b�y the, Village Manager and author�ized, by the,
Village Board of trustees. The splitting of apurchase into two or more purchase, requisitions for, the
purpose of avoiding the bidding process is an express violation of Village policy. .1
a. Formal bidding procedures shall include advertising, seeking the greatest number of qualified
bidders, and controlling and opening sealed bids from vendors. These procedures shall include
development of specifications, advertisement of a Bid Notice in a local newspaper, and opening
of bids at the specific time and place designated by the Bid Notice. Bid recommendations shall
be reviewed by the Village Manager and forwarded to the Board of Trustees for approval. The
bid recommendation shall include a summary of the bid results along with a list of all vendors
contacted for bids, all qualified bids and the reasons for non -bids. A listing of procedures to be
followed in the bid process can be found in Appendix 1.
b. In certain circumstances, a using Departm Director may believe that the best interests of the
Village would be served by a purchase from one particular vendor despite the of the
purchase being in excess of $10,000. In this instance, a Request for Bid Waiver must inclu ve
adequate justification and be forwarded to the Village Manager. After review and concurrence,
the Request for Bid Waiver shall be forwarded to the Bond of Trustees for final approval.
c. Competitive bidding shall not be required when the Village exercises the option of purchasing
with the State of 191WOis or other governmental unit or when the Village, pursuant to its home rule
powers, enters into a joint purchasing contract for materials, supplies or equipment with another
entity which has 'conducted competitive bidding.
M,I X9 0 Purchases in this category do not require
2#1 Pumbma,000i - E gas, QLA It OQ-btA, .1as-Mm, 1 OAQ
It
prior approval of the Village Board of Trustees, however, the approval of the Finance Director and the
0 ta
Village Manager is required. Although formal bidding procedures are not required, faunal quotation
procedures must be followed.
a. Requests for purchases in excess of $1,000, but less than $10,000 are to be forwarded to the
9%^
Finance Director through a purchase order with a suggested vendor. Every errort should be taken
to secure, atleastthree quotations before deciding ona, suggested, vendor'," These, quotations may
be written or verbal. Verbal quotations must, be properly documented, with the name of the
vendor, contactperson, total cost, and per unit cost, where applicable.
N
b. In the event that a Department Director believes that a purchase under $10,000 but over $1,000
should be made from one certain vendor rather than through quotations ', the director shall submit
a purchase order and justification for the recommendation to the Finance Director, which states
the reasons for the certain vendor preference. The Finance Director shall review the request of
the department director and will determine if other vendors should be contacted. If the Finance
Director believes that additional qualified vendors would provide additional quotes, the Finance
Director shall recommend to the Department Director that additional quotes -be sought.
3.
-0
a. If an emergency condition exists, and a purchase of over $10,000 must be made to remedy the
emergency condition, the using Department Director may make such purchase if expressly
authorized by the Village Manager or his designee. The Department Director must report the
purchase to the Village Manager by memorandum as expeditiously as possible relating the full
facts concerning the emergency and the costs incurred., The Village Manager will submit a report
detailing the emergency to the Village Board for ratification of the emergency expenditure at the
next regular Board meeting. An emergency situation shall exist when a threatened termination
of essential services occurs due to mechanical failure, or when dangerous conditions develop, or
any condition which may vitally impact the safety, health, and welfare of the public,,
b. Emergency purchases under $10,000, but over $1,,000, shall be handled during normal working
hours by verbal communication with the Village Manager ' detailing the emergency and the
necessary purchase. When purchases are required after normal working hours, verbal
concurrence must be obtained by the using department from the Village Manager at the earliest
possible time on the next working day:
Informal purchasing involves the purchase of items used in day-to-day activities. These purchases do not
include items budgeted under Capital Outlay, and are limited to those items priced under $1,000. Whenever
possible, the Village strongly encourages the obtaining of three (3) written or verbal price quotations for
items purchased ed under informal procedures. Informal purchasing should be made through the vendor who
offers the best quality product at the lowest price, I
Department Directors may allow subordinates to make purchases under informal purchasing procedures.
However, Department Directors must approve and take responsibility for all purchase orders prepared by
their employees under these procedures. Purchase Orders must be signed by the Department Director and
sent to the Finance Director for review.
M14i'M
Certain professional service contracts and agreements may be accomplished through requests for proposals
(RFD's) which are considered by the Village to be those which, by their nature, are not adapted to award
by competitive bidding. These arrangements may include but are not limited to contracts for services of
individuals possessing a high degree of professional skill where the ability of the individual plays an
i 41
important part. RFPs may also be used for contracts or agreements for specialized maintenance or repair
services, and contracts or agreements for data processing services. These contracts, agreements, or services
may be entered into without formal bidding with the approval of the Village Manager for amounts up to
$10,000. The Board of Trustees must specifically approve any contract in excess of $10,000,
3
o
A Purchase Agreement is an agreement between the VUlage and a local vendor for the purchase of frequently
used operat'lional supplies which are not normally stocked by the "Village., Examples are for office, supplies,,,
hardware, elfectriocal. or pai"nting supplies, automotive parts and equipnient,, etc. Such, agreements, are used,
when the Village anticipates (1) picking up items locally or purchasing itenu, that must be delivered within
24 hours due to immediate needs. These agreements, which may be initiated by the Department Directors,
are normally for a term of one (1) year'", and are to be used, for purchases of amounts, only up to a pre-,
determ*Ined dollar limit. Purchase orders shall be issued on a monthly basi is for, all goods received during
the month.
The process for authorizing payment for goods received under a Purchase Agreement is as follows:
L The vendor Will give the purchaser a copy of the invoice or a receipt at the time of purchase or
delivery.
2. The purchaser will record on the invoice/receipt the date, account number, department,and purpose
for the expenditure. The purchaser shall sign the invoice/receipt and then forward the receipt to the
Department Director for review, approval and signature.
3. All approved -invoices/receipts are then forwarded to the Accounts Payable Clerk in the Finance
Department.
4. The vendor shall furnish a monthly statement and a copy of the invoice to the Finance Department. e
5. The Finance Department will match the invoices received from the vendor with the invoice/receipts
forwarded by the using departments, summarize the accounts to be charged, deduct discounts, and
process the payment,
6. If an individual purchase exceeds the pre -determined dollar amount,, the Purchase Agreement may not
be used and the using department must prepare a Purchase Order,
The above itemized procedure may be used only for vendors for whom a Purchase Agreement has been
a
issued. The advantages of the use of these agreements are the elimination of numerous purchase orders for
small amounts and a reduction of processing time and costs. Department Directors shall accept full
responsibility for the proper use of these agreements within the guidelines established from time to time by
the Finance Director and Village Manager,
A Blanket Purchase Order is a term contract, usually let through the public bidding process and usually
established for a period of one (1) year, whereby the vendor shall supply specified items or materials at a
set price. Blanket Purchase Orders are used in procuring frequently used items and materials where the
quantities used are known or can be fairly accurately estimated.
The process for a Blanket Purchase Order is as follows:
1. A purchase order for the period of the contract showing all unit prices and the approved quantities shall
be issued upon award of the contract.
2. The using department will order direct from the vendor as required.
4
3. Upon receipt of the materials, the receiver will record the date, account number, department, and
quantity of the materials received. The receiver shall sign in the space provided and then forward the
shipping receipt to the Department Director for review, approval and signature,
4. The" approved shipping receipt is then forwarded to the Accounts Payable Clerk M* the Finance
- Department.
5. The vendor shall furnish a monthly statement and a copy of the invoice to the Finance Department-,
6. The Finance Department will match the invoices received from the vendor with the shipping receipts
forwarded by the using departments,, summarize the accounts to be charged, deduct discounts, and
process the payment.
The above procedures may be used only for vendors to whom a Blanket Purchase Order has been issued.
The advantages of the use of these agreements are the elimination of numerous, repetitive purchase orders
and a reduction of processing time and costs. Department Directors shall accept full responsibility for the
proper use of these agreements within the guidelines established by the Finance Director and the Village
Manager.
The Finance Department shall supply each using department with periodic updates of Purchase Agreements
and Blanket Purchase Orders, It is the responsibility of each department to maintain their file in a current
status.
Purchase orders shall be prepared by each Village department for purchases of all materials, supplies,
equipment and services., with the exception of utilities and insurance reimbursements. A purchase order
should be prepared and forwarded to the Finance Department prior to making a conwIlitment to purchase or
immediately after authorization by the Village Board-, In the event of emergency purchases or where goods
or services have been received, the purchase order should be marked ''"'Confirmation."
1. Blocks of pre -numbered purchase orders are distributed to each department. It is the Department
Director's responsibility to ensure that his/her assigned block is safeguarded against the possibility of
loss. The blocks of numbers are recorded on a log maintained by the Accounts Payable Clerk.
2. The Department Director shall forward each completed purchase order to the Finance Department.
Fund availability is checked and is signed by the Finance Director and/or the Village Manager. The
signed purchase order is returned to the Department Director for distribution after separation of the
Finance Department copies.
3 The purchase order is entered into the encumbrance ledger by the Accounts Payable Clerk and filed
until the goods or services have been received.
4. After the goods or services have been received, the Accounts Payable Clerk will verify the quantity
ordered and received and the unit price authorized, and process for payment.
5. Any spoiled or voided purchase orders are to be returned to the Finance Department.
5
A. Pa m in Cycit
Invoices approved for payment are processed for payment twice a month. The normal schedule for
processing oices calls foeto be '
in the hands of the Accounts Payable Clerk by noon on the
these. invr thm,
Tuesday of he 'week before, the Village Board, meeting. All invoices received after this date will be
processed for the:next Village Board, meetW*9* A memo listing the closing dates with their corresponding
V*!Jag e 'Board meetm g,� dates *is prepared,annually and, distributed to all departments,
1"'
After invoices are processed for payment, the Accounts Payable Approval Report is prepared and presented
to the Village Board for its approval.
Accountspayable checks are released only after -formal approval by the Village Board.
1. Full Shipment - Generally, vendors ship 1009 of a purchase order. When the goods or services are
received, the Department Director or his/her designee shall indicate on the receiving copy of the
purchase orderthat the purchase order has been filled. This receiving copy shall be forwarded to the
Accounts Payable Clerk and serve as the authorization to process payment for the goods or services.
It is the responsibility of each department to ensure that the goods or services received meet the
specifications of the purchase order.
2. Partial Shipment - When an invoice for a partial shipment is received, the receiving department may
request that a partial payment be made. The Department Director must indicate on a copy of the
receiving copy of the purchase order that the amount is a partial shipment. Ile Accounts Payable
Clerk shall attach a photocopy of the original purchase order to the invoice and process as M' #1 above
making sure to record the partial payment on the original purchase order.
K
All original invoices must be delivered to the Accounts Payable Clerk in the Finance Department. The
Accounts Payable Clerk matches invoices and the corresponding receiving copy of the purchase order along
with the accounts payable copy of the purchase order. The Accounts Payable Clerk inspects the invoice,
extending the unit price against the number of units, checking the addition of the extensions and deducting
any discounts. Because the Village Board must approve all payments before they are released, it is
sometimes difficult to pay the invoice within the allowable discount period. For this reason, it is the practice
of the Village of Mount Prospect to take all discounts regardless of tuning.
If the invoice contains an error, the Accounts Payable Clerk shall make any corrections on the original
invoice, make a copy of the corrections and include the copy with the payment to the vendor. One of the
rol
most common errors is the 'Inclusion of sales tax on the invoice. If the invoice includes sales tax, an
exemption letter should be included with the payment to the vendor. See Appendix 2.
If the unit price on the invoice is not the same as on the purchase order, the Accounts Payable Clerk shall
contact the appropriate department for clarification and reconciliation. Once a purchase order establishing
unit prices has been approved, it cannot be changed without the approval of the Finance Director,
D. .g C
I After the Village Board has approved the Payment Report, the checks are released on the next business
day following the Village Board meeting.
2. Occasionally, it is necessary to release a check before Board approval. Only approval by the Finance
Director shall cause the check to be released. These checks shall be kept to an absolute minimum and
shall be included on the next accounts payable approval listing.
E.
Upon release of accounts payable checks, all backup information including requisitions, purchase orders,
invoices and receiving advices are stapled together with the file copy of the check and filed alphabetically
by vendor in the Finance Department.
7
I 1AIRUX14 N
A. PM Cash
Petty cash may be used for three types of expenditures:
1. Minor, non -repetitive purchases for amounts less than $25-00. Petty cash may not be used for payment
of personal servicese
2. out-of-pocket expenses for authorized meetings in an amount not to exceed $25-00 per person, with
a limit of $50.00 per petty cash slip.
3. Emergency purchases in an amount not to exceed $100.00. To qualify as an emergency purchase to
be paid with petty cash, the purchase transaction must be outside the scope of no business
racticesO i.e. supplies needed on a Saturday or Sunday and from a vendor with whom the Village does
p
not have an open account.
I— A
all
J N
P
After, approval by the, Department Directorthie. petty, cash form shouldthen bepresented "to the pmy cash,
custodian for payment, Each, Department Director who, maintains, a petty cash fundshall prepare a, Purchase
order for reimbursement of the petty cash fund. 71e reimbursementshW, I list each expenditure and 'the
account to be charged and be presented to the Accounts Payable Clerk at least three (3) days prior to the
expected reimbursement date.
Petty cash funds are avaidable to all departments for facilitating the transaction of Village bus -mess.
However,, thes4e monies may not be used, to avoid or circumvent the purchasing procedures of the Village.
9 a
This form is to be used in lieu of a purchase order for authorized training or travel expenditures.
Employees desiring or assigned to attend professional coaftrences/sernWars, must ", submit, a
Conference/Seminar Request F in, to . or W t1me, to take
orm at least one moo to the operon of the sess* n.
advantage of any pre' -registration savings. Ile request shall, be in writing and sbould, include the, conference,
provided schedule, registration information and estimated costs. For all employees except Department
Directors, the Conference/Seminar Request Form must be signed by the employee and by an authorized
Department representative. Department Directors must submit his/her Conference/Seminar form to the
Village Manager for authorization. A Conference/Seminar Request Form is attached as Appendix 3.
Reimbursement for conference costs shall be as follows,-,
Reimbursement for overnight conference costs shall include actual registration fee; least expensive
double room at the conference hotel; round-trip transportation (current mileage allowance for private
vehicle or air coach fare arranged through a Village -approved travel agency, whichever is less); current
per them meal allowance (less meals provided) and miscellaneous expenditures up to a maximum of
ten percent of total; i.e., taxi, porter and job-related publications.
50
2. Reimbursement for attendance at a conference in which the employee returns home each evem"Mg, shall
be on the same basis as item I above except that the meal allowance shall be the actual cost of meals
purchased rather than a per them allowance.
Inin
34, Expenses for overnight seminars/training * g sessions which an employee is required to attend,, shall be
compensated on the same basis as item I above except for per them meal expenses. Ile per them meal
allowance shall be that amount recommended by the training school, or if no amount is recommended,,
the Village's current allowance. 11
41
4. Expenses for all other seminars/training sessions which an employee is required to attend, shill be
reimbursed on the basis of customary and necessary costs as approved by the Department Director,
5. Reimbursement for any costs not identified in items 1. 2, 3 or 4 above or for any amounts in excess
of the allowable amounts provided must be approved by the Department Director and the Village
Manager.,
Conference/Seminar advances may be obtained through the Finance Department by submission of an
approved request form at least two weeks prior to the date of departure. An advance is permitted up to the
maximum allowable reimbursement of estimated costs.
A detailed accounting of the money spent at each conference shall be submitted to the Finance Department
within one week after the employee's return from the conference. The accounting shall be made on an
Employee Expense Report Form and shall include receipts for all reimbursable conference costs except per
them expenses. In the absence of an actual receipt, a statement identifying the reasons for a specific expense
and information such as date, time, place and names must be included. If a balance is due the employee,
the completed Employee Expense Report form will serve as the authorization to process the balance due.
Any refund due the Village shall accompany the completed form and a receipt shall be issued to the
employee. An Employer Expense Report Form is included in Appendix 3.
0
[- KX
41
Fixed Assets are by definition those goods having a life in excess of three years and a cost in excess of $500.
Tbey are acquired in, the same manner as other, purchases in, this manual,. ne'Village-does, conduct a fixed,
asset, valuation, periodic.ally f r itivento and insurance purposes., In, order to, be ofuseto the, Vfflage,, this,
dated annually ft new purchases and, fbt any, retirement, of assets
ion need,
periodic evatuati s, to be. up
outMrowing their useful lives.
The Accounts Payable Clerk shall record the appropriate information regarding new fixed assets and trad&A
when roc sin the invOl"I"Cesfor payment.The Accounts,'Payable, Clerk shall then transfer the dataon the
ser including, theassiped asset W,e,,,n,ti"fic,atioumb,er,,,,
invoice to inputforms, provided, by the asset apprai
At the end of the year, all continuation sheets are to be forwarded to the fixed asset appraiser to be entered,
and a new report generated including the new acquisitions;
F t I I on. EX M
All departments are required to submit reports annually to the Finance Director listing Village -owned
supplies,,, materials and equipment which are no longer used or which are obsolete or worn out and may be
disposed of. The Finance Director, with the approval of the Village Manager, may transfer such items to
other departments having need for them, or sell or trade such items on new supplies, materials, or
equipment.
Any one 'Item determined to be of less than $100 in value may be sold on an informal basis by the Finance
Director with the approval of the Village Manager. Such sales may be made to any party other than a
Village employee or may be held for sale at public auction.
When the value of materials to be sold exceeds $100, the sale is to be advertised in a local newspaper at least
10 days before the date, of sale and, sold by sealed bid or at, public auction, Sealed bids shall be opened',
p blidly. Award of'sales by sealed, bid under $10,000 may, be madebythe, Villa eManager as soon after
u 1, 9
the bid opening as feasible. Award of sale in excessof $10,000 shall, be by the Mayor and, Board of
Trustees. Bona fide bidders may be required to include a certified check or cashier's check as specified in
the bid advertisement. Such deposits shall be returned to unsuccessful bidders immediately following an
award of sale. Any items sold at public auction shall be subject to the terms and conditions determined at
the time of the auction. The Village will furnish to the successful bidder a bill of sale, or in the case of
automotive vehicles, a certificate of title. All sales shall be without guarantee, as -is condition, and final.
Sale items not removed from the premises of the Village within 10 days after award of sale shall become the
property of the Village and eligible for resale or other disposition by the Village.
IF
% Appendix
VMLAGE OF MOUNT PROSPECT
In the event that a formal bid letting is required, the following process must be adhered to:
"'th
16, The requesting department prepares, the sp ecifications for the, item to be bid along, 'wi, any
other
A
documents needed �to complete the bid, mvitation package. The, bid mvitation ackage shall W"Clude t6
Instructions to Bidders and the Equal Employment Opportunity Clause required by the Illinois Fair
Employment Commission that are included on the following pages. Memo information concerning the
intended bid item, the date of publication, date of opening and account number to be charged shall be
forwarded to the Village Manager and the Finance Director,
2. The Department Director shall determine a bid opening date. The bid opening date must be at least
ten (10) days after the published notification date, with forty-five (45) days as the maximum time. The
Department Director shall be responsible for placing a legal notice concerning the bid in a local
newspaper of general circulation at least ten (10) days prior to the bid opening.,
3. The Department Director shall send bid invitations to all known responsible vendors on the bidder's
list for the particular item as well as to any other prospective bidders. In the case where the bid
package may be costly to reproduce, the Village may assess a charge for the bid package. A copy of
the bid documents shall be forwarded to the Finance Director,
4. All formal bid openings are to be conducted by the Village Manager, or his designee, on the scheduled
bid opening date and time. The Department Director should attend the bid opening. (Bids received
by fax are not acceptable).
S. Upon opening and reading the bids, the Department Director shall prepare a bid tabulation, and review
the bids. The Department Director shall then forward his recommendation to the Village Manager for
concurrence.
6. Upon concurrence of the bid recommendation by the Village Manager, the bid award recommendation
shall be placed on the agenda of the next scheduled meeting of the Village Board of Trustees for their
consideration.
1
7. Following the awarding of a bid by the Village Board, the Department Director shall prepare and send
a letter to the successful bidder notifying the bidder of the Village Board's approval of a bid. Letters
should also be sent to the unsuccessful bidders informing them of the decision of the Village Board.
The Department Director shall then prepare a purchase order and send it along with a copy of the
award letter to the Finance Director,
11
AppeMix I
W &19 !.1 IIQ t 1 16 IM
Bids to be entitled to consideration must be made in accordance with the following instructions:-
jectany f or to accept
The Village of Mount Prospect reserves the right, to re or all, bids,, or any part thereo ,
any bid or any put thereot, or to waive any intbr, mation. in, , any Did deemed to be, in the best, interest of the
Village.
2, No bid may be withdrawn after the scheduled closing time for receipt of bids for at least, thirty (30) days.
3. Bids must be signed by an authorized official of the organization submitting the bid, and the name of the
official and his title typed below the signature.
0,
4. The par at t model) and meet, specifications. This provis , ton
,ts, and materials blid, must, be of current,, date, 0 , es
excludes surplus, re -manufactured and used products except as, analternate bid or as specifically *identified,,
in a cover letter attached to the bid documents.
5. All equipment and material bid shall be in accordance with all applicable Federal, State and local laws, rules
and regulations in effect at the time of bid.
6. Bids will be considered on equipment or material complying substantially with the specifications, provided
each deviation is stated and the substitution is described, including technical data when applicable, in a letter
attached to the bid. The Village of Mount Prospect reserves the right to determine whether such substitutions
or deviations are within the intent of the specifications and will reasonably meet the service requirements of
the using department. Brand names which may be mentioned in the specifications do not indicate a
P
reference and are used only as a reference to the type and quality of materials or equipment desired.
7. The brand name /or manufacturer of each item proposed must be clearly stated. Guarantee and/or
warranty information must be included with this bid.
8. Unless otherwise specified, materials and equipment purchased will be inspected by the receiving department
to determine whether such items meet the requirements, contained in the bid specifications. When deemed,
necessary, samples of supplies or materials will be taken at random from goods received for submission to
a commercial laboratory, or other appropriate inspection agency, for analysis and test as to whether the
material conforms in all respects to the specifications. In cases where the commercial laboratory report
indicates that the material does not meet the specifications, the expense of analysis is to be borne by the
successful bidder and the order or balance thereof may be cancelled without penalty or premium to the
Village.
9. Unless otherwise indicated, the bid price is to be FOB Mount Prospect, Illinois, with delivery as indicated
on the purchase order.
10. All of the Municipal, County, and State of Illinois Sales Taxes and Federal Excise Taxes that are NOT
applicable to sales made to the Village of Mount Prospect must be excluded from bid prices.
12
11 Prices shall be stated in units when applicable and quotation made on each item separately. In case of
conflict, unit price shall govern.
12. Bidders must be sure to specify any terms which they wish to offer in the space provided. Cash discounts
will be deducted from the base bid In determining the low Bidder.
13. Time of delivery is a part of the consideration and must be stated in definite terms where indicated on the
bid sheet. If delivery or performance is not made within the specified time, the Village of Mount Prospect
reserves the right to cancel the order or any portion thereof without penalty or premium to the Village.
14. The Village of Mount Prospect reserves the right to require the successful Bidder to furnish a performance
bond. If called for in the specifications', said bond shall be furnished within seventy-two (72) hours after
notification of award in an amount not to exceed one hundred percent (100%) of the net bid price.
11,
15. If required in the specifications, each Bidder must submit with his bid a certified check or bid bond in an
amount up to ten percent (10%) of the total base bid, payable to the Village of Mount Prospect as a
guarantee that the successful bidder will supply material and/or services as specified. The proceeds of any
bid guarantee shall become the property of the Village if the successful Bidder within 30 days after opening
of bids, withdraws his bid or if on notice of award refuses or is unable to comply with contract requirements.
16. In case of default by the Bidder, the Village of Mount Prospect may procure the articles or services from
1.
other sources and may deduct from unpaid balance due the Bidder, or may collect against the bond or surety
for excess costs so paid, and the prices paid by the Village shall be considered the prevailing market price
at the time such. purchase is made,,
17., The Bidder shall hold the Village of Mount Prospect, its officers, agents and employees, harmless from
liability of any nature or kind on account of use of any copyrighted or uncopyrighted composition, trade
secrets.,, secret process, proprietary rights, patented or unpatented invention, article or appliance furnished
or used under the bid specifications,
ire 18. Successful Bidder is specifically denied the right of using m any form or medium the name of the Village
0
of Mount Prospect for any advertising, promotion or reference unless express written permission is granted
by the Village.
19. Successful Bidder agrees to comply with all laws, rules and regulations pertaining to Public Contracts
including those adopted by the Illinois Fair Employment Practices Commission and Village of Mount
Prospect (see attached).
20. Bidders will be required to comply with all applicable laws including those relating to the employment of
labor and the payment of local prevailing wage rates.
21. The opaque envelope containing bid shall be marked plainly, "SEALED BID" - With MATERIAL OR
SERVICE DESCRIPTION, bid call number, date and time of closing written thereon.
*1
Appendix I
EQUAL EMPLOYMENT OPPORTUNITY CLAUSE required by the Illinois Fair Employment Practices Commission as a material term of all public
contracts:
BEQUAL EMPLOYMENT OPPORTUNITY'
In the event of `the contractor's noncompliance with any provision of this Equal Employment Opportunity Clause, the Illinois Fair Employment
Practices Act of the Fair Employment Practices Commission's Rules and Regulations for, Public Contracts, the contractor may be declared
nonrespon.s1b1c and therefore ineligible for future contracts or subcontracts with the State of Illinois or any of its politicalsubdivisionsor municipal
corporations and the contract may be cancelled or avoided in whole or in part, and such other sanctions or penalties may be imposed or remedies
invoked as provided by statute or regulation.
During the performance of this contract, the contractor agrees as follows:
I That it will not discriminate against any employee or applicant for employment because of race, color, religion, sex, national origin or
ancestry; and further that it will examine all job claasificationsto determine if minority persons or women are underutilized and will take
affirmative action to rectify any such underutilization.
2. That, if it hires additional employees in order to perform this contract, or any portion hereof, it will determine the availability (in
accordance with the Commission's Rules and Regulations for Public Contracts) of minorities and women in the area(s) from which it
may reasonably recruit and it will hire for each job classification for which employees are hired in such away that minoritimand women
are not underutdized.
3. That, in all solicitationsor advertisements for employees placed by itoron its behalf, it will state that all applicantswill beaffordedequal
opportunity without discrimination bemuse of race, color, religion, sex, national origin or ancestry.
4. That it will send to each labor organization or representative of workers with which it has or is bound by & collective bargaining or other
agreement or understanding, a notice advising such labor organization or representative of the contractor's obligations under the Illinois
Fair Employment Practices Act and the Commission's Rules and Regulations for Public Contracts. If any such labor organization or
representative fails or refuses to cooperate with the contractor in its efforts to comply with such Act and Rules and Regulations, the
contractor will promptly so notify the Illinois Fair Employment Practices Commission and the contracting agency and will remit
employees from other sources when necessary to fulfill its obligations thereunder.
My
5 That it will submit reports "as required by the Illinois Fahr Employment Practices Commission's Rules and Regulations for Public
Contracts, furnish all relevant information as may from time to time be requested by the Commission or the contracting agency, and in
all respom comply with the Illinois Fair Employment Practices Act and the Commission's Rules and Regulations for Public Contracts.
6. That it will permit access to all relevant books, records, accounts and work sites by personnel of the contracting agency and the Illinois
Fair Employment Practices Commission for purposesof investigationto ascertain compliancewith the Illinoiw Fair Employmtent Practices
Act and the Commission's Rules and Regulations for Public Contracts.
7. That it will include verbatim or by reference the provisions of paragraphs I through 7 of this clause in every performance subcontract
as defined in Section 2.10(b) of the Commission's Rules and Regulations for Public Contracts so that such provisions wiH be binding
upon every such subcontractor; and that it will also so include the provisions of paragraphs 1, 5, 6 and 7 in every supply subcontract
as defined in Section 2.10(a) of the Commission's Rules and Regulations for Public Contracts so that such provisions will be binding
upon every such subcontractor, in the same manner as with other provisions of this contract, the contractor will be liable for compliance
with applicable provisions of this clause by all its subcontractors; and further it will promptly notify the contracting agency and the Illinois
Fair Employment Practices Commission in the event any subcontractor fails or refuses to comply ther mWith. In addition, no contractor
will utilize any subcontractor declared by the Commission to be nonresponsibleand therefore ineligible for contracts or subcontracts with
the State of Illinois or any of its political subdivisions or municipal corporations.
With respect to the two types of subcontracts referred to under paragraph 7 of the Equal Employment Opportunity Clause above, following is an
excerpt of Section 2 of the FEPC"s Rules and Regulations for Public Contracts:
"Section 2.10. The terra 'Subcontract" means any agreement, arrangement or understanding, written or otherwise between a contractor and
any person (in which the parties do not stand in the relationship of an employer and an employee):
a. for the furnishing of supplies or services or for the use of real or personal property, including lam arrangements, which in whole
or in part, is utilized in the performance of any one or more contracts; or
b. under which any portion of the contractor's obligation under one or more contracts is performed, undertaken or assumed.'
14
Appendix I
WR VILLAGE OF MOUNT PROSPECT
TO:, Village,, Manager
FROW Department Director
DATE:
SUBJECT: XYZ Program Bid Results
Q'§nArd Bid-hWo'.
On June 15, 1994, at 10:00, am sealed bids were received for the XYZ Program. At this time, the sealed bids were
publicly opened and read aloud.
The XYZ Program involves the purchase of specific equipment to be used to improve Village property located in
the downtown district. Ten contractors received m*vitational bids and advertising was placed in the local newspaper.
summaa-g''f 'Bidl...Rece
Three contractors submitted bids: ABC Improvements, Village Builders, and Community Supplies. It was
determined that of the seven contractors who did not submit bids, four could not meet the deadline and three were
unable to provide the goods and services being requested. Bid tabulations are as follows:
Bidd EgUiD'Ment, C
Village Builders $70,845.00
ABC Improvements 9,,430.00
Community Supplies 1010,29-0.00
I recommend award of the contract to Village Builders in an amount not to exceed $7,845-00. Village Builders has
successfully performed work for us in the past. Plus, they have provided several satisfied municipal references for
similar work.
Budget-,,Aulbari=
11
There is $10,000.00 allocated in this year's budget on page 175 in account number 01 -001 -00 -Mi for the XYZ
Project.
15
BID RECOMMENDATION - STANDARD MEMO FORMAT
1. When a memo is from an individual other than a department director,, a director's recommendation is required.
A signature line would read as follows:
concur with the above recommendation
Name of Director
2. If an imusual number of contractors declines to bid, an explanation, if known, should be included,
3. For more complicated bids, a detailed table should be attached.
4. If the recommendation is not for the lowest bidder, an explanation must be provided.,
0
5. If the amount of the bid exceeds the budget amount, the memo must outline that a limit will be imposed or
whether there is a reason for exceeding a budgeted amount.
IR
ZrAMERS' OCCUPATION AND SERVICE USE TAI!
EXEMPTION CERTINCATE
The undersigned hereby certifies that he is the Finance Director of the Village of Mount Prospect, a
governmental unit of the State of 'Illinois, and that he is authorized to execute this certificate and that the
article or articles specified in purchase orders of this governmental unit are purchased from you for
exclusive use of the said Village of Mount Prospect in connection with the operation of the said Village
of Mount Prospect.
The Department of Revenue, State of Illinois, issued to the Village of Mount Prospect tax exemption
identification number E999° -, pursuant to letter dated January 1, 1990.
It is understood that the exemption from tax in the case of sales of articles under this exemption certificate
to a state, territory or political subdivision thereof, or the District of Columbia, is limited to the sale of
articles purchased for their exclusive use, and it is agreed that if articles purchased tax free under this
exemption certificate are used otherwise or are sold to employees or others, such fact will be reported
by me to the manufacturer of the article or articles covered by this certificate. It is also understood that
the fraudulent use of this certificate to secure exemption will subject the undersigned and all guilty parties
to a fine of not more than, $ 10,000, or to imprisonment for not more than five years, or both, together
with costs of prosecution.
Date
17
David C. Jepson, Finance Director
MAYOR
GERALD L. FARLEY
Appendix 2
TRUSTEES
GEORGE A. CLOWES
TIMOTHY J. CORCORAN
RICHARD N. HENDRICKS
PAUL WM, HOEFERT
VUlage, of Mount Prospect
MICHAELE W SKOWPON
IRVANA K. WILKS
VIUAGS MAXAGER
100 South Emerson Street Mount Prospect, Illinois 60056
MICHAEL E. JANONIS
VILLAGE CLERK
CAROL A, FIELDS
Phone: 708 / 392-6boo
Fax: 708 / 392-6022
TDD: 708 / 392-6064
ZrAMERS' OCCUPATION AND SERVICE USE TAI!
EXEMPTION CERTINCATE
The undersigned hereby certifies that he is the Finance Director of the Village of Mount Prospect, a
governmental unit of the State of 'Illinois, and that he is authorized to execute this certificate and that the
article or articles specified in purchase orders of this governmental unit are purchased from you for
exclusive use of the said Village of Mount Prospect in connection with the operation of the said Village
of Mount Prospect.
The Department of Revenue, State of Illinois, issued to the Village of Mount Prospect tax exemption
identification number E999° -, pursuant to letter dated January 1, 1990.
It is understood that the exemption from tax in the case of sales of articles under this exemption certificate
to a state, territory or political subdivision thereof, or the District of Columbia, is limited to the sale of
articles purchased for their exclusive use, and it is agreed that if articles purchased tax free under this
exemption certificate are used otherwise or are sold to employees or others, such fact will be reported
by me to the manufacturer of the article or articles covered by this certificate. It is also understood that
the fraudulent use of this certificate to secure exemption will subject the undersigned and all guilty parties
to a fine of not more than, $ 10,000, or to imprisonment for not more than five years, or both, together
with costs of prosecution.
Date
17
David C. Jepson, Finance Director
Employee & Department:
Dates of Conference:
Sponsoring Orgabization:
Location:
Purpose:
VILLAGE OF MOUNT PROSPECT
Conference/Seminar Attendance Request
Appendix 3
Estimated Cost
Registration Fee:
Lodging:
Meal Expense (Per Diem):
Bkfst @ $5.00 Lunch @ $10-00 Dinner @ $15.00
Meal Expense (Per Meal):
Bkfst @ Lunch @ Dinner
Transportation:
Air Fare
..........
Private Car Miles at 29t,
- - - - -------
Village Car
Miscellaneous:
Total Estimated Cost
Advance Requested
Date
Date
Submitted By
Authorized By
18 sm 2J94
Employee & Department:
Dates of Conference:
Sponsoring "Organization:
Location:
Registration Fee:
Lodging:
VILLAGE OF MOUNT PROSPECT
Employee Expense Report
AppaWix 3
Expenses
Meal Expense (Per Diem):
Bkfst @ $ 5.00 Lunch @ $10,00 Dinner @ $15.00
Meal Expense (Per Meal): 11
Bkf st @ Lunch @ Dinner @
Transportation.
Air Fare
Private Car
Village Car
Miscellaneous:
Date
Date
Miles at 290
Total Expense
Advance Received
Balance Due or < Refund >
MAN
.......................
Submitted By
Authorized By
19 .m 2/94
Appendix 4
VMLAGE OF MOUNT PROSPECT
BUDGET TRANSFERS
Each, Department .Director has the responsibility to maintain the level of spending in his/her department within the
budget amounts established by the Village Beard. However, if unforeseen but required needs result in expenditures
which will exceed the amounts remaining in a particular budget account, the Department Director is required to
submit a request for a Budget Transfer to the Village Manager,
The Village Manager is authorized to transfer budgeted amounts within a departm or between departments within
a fund. However, any revisions that increase the total expenditures of any fund can only be accomplished by a
budget amendment approved by the Village Board.
If an amount or amounts are to be transferred from one or more accounts to another account, the Department
Director must identify the accounts in the Budget Transfer request. If a budget amendment is, required; justification
for the change requested must be provided.
The budget transfer or amendment request must be approved by the Village Manager before the requested
expenditure may be made.
20
VILLAGE CODE - PURCHASING PROVISIONS
CHAPTER 4 - ARTICLE I
VILLAGE NMNAGER
Sec,4,103,a Powers and Duties
Appendix 5
1, H. To purehase all materl"als, supplies and ument for which funds are provided in the working budget;
provided, that, he, may negotiate and award, contracts for purchases of less than four thousand dollars
($4,000.,,00) without first advertising fdr, bids, but for purchases of more than four " thousand dollars
($4,000.00) he shall, only award a contract, to the lowest qualified bidder pursuant to due advertisement for
sealed bids in a newspaper published and having a general circulation within the Village (which advertisement
shall state that such contract shall be let to the lowest responsible bidder, that the right is reserved in the
Village Board to reject all bids or waive bid technicalities and the place, time and date when sealed bids shall
be opened; said date being not less than 7 days after publication of the advertisement), and after the successful
bid proposal has been submitted to the Village Board for approval.
1. Should such purchase be of an amount in excess of that provided in the working budget or should such
low bidder fail to be the lowest responsible bidder, the Village Manager shall advise the Village Board
of Trustees as to whether or not the contract offered is desirable or which of several contracts offered
is most desirable for the Village.
2. In case of accidents or other circumstances creating an emergency, the Village Manager may award
contracts, acquire services and make purchases for the purpose of repairing damages caused by the said
accident or meeting said public emergency; but he shall file promptly within fourteen (14) days with
the Village Board a certificate showing such emergency and the necessity of such action, together with
an itemized account of all expenditures. (Ord. 3153, 10-20-81)
3. Nothing herein shall limit or prevent the Board of Trustees, upon its extraordinary vote as set forth in
subsection 2.20105 of this Code, from waiving the requirement of advertising for bids with respect
to the purchase of materials, supplies and equipment or any work or other public improvement which
is not to'be paid for in whole or in part by special assessment or special taxation, when in the opinion
of said Trustees, there is a sole supplier, or a need for standardization of existing equipment, or the
bidding procedure is 'unpractical due to the nature of the equipment or work, the difficulty of
19
developing specifications, or when time is of the essence. (Ord. 4549, 54-93)
21
MAYOR
GERALD L. FARLEY
TRUST1199,
GEORGE A. CLOWES
TIMOTHY J. CORCORAN
RICHARD N. HENDRICKS
PAUL WM. HOEFERT
MICHAELE W. SKOWRON
IRVANA K. WILKS
VILLAGE MANAGER
MICHAEL E. JANONIS
VILLAGE CLERK
CAROL A. FIELDS
#off
Village of Mount Priospec,t
100 South Emerson Street Mount' Prospect, Illinois 60056
Phohe: 708 / 392-6000
Fax: 708 / 392-6022
TOO: 708 / 392-6064
AGENDA
40
SAFETY CONDWSION
VELLAGE
100 Se,'�MON S -T
MOUNT PROSPECT� Hfj 1,01S,
7:30 PI%L A,
REGULAR NMTING OF TBE MOUNT PROSPECT SAFETY COMMSSION,
T%
AUGUST 9, 1994 HAS BEEN CANCFI.1#"'"-
MAYOR
GERALD L. FARLEY
TRUSTEES
GEORGE A. CLOWES
TIMOTHY J. CORCORAN
RICHARD N. HENDRICKS
PAUL WM. HOEFERT
MICHAELE W. SKOWRON
IRVANA K. WILKS
VILLAGE MANAGER
MICHAEL E. JANONIS
VILLAGE CLERK
CAROL A. FIELDS
I.
V.
M
Wk
'Village of Mount Prospect
100 South Emerson Street Mount Prospect, Illinois 60056
Phone: 708 / 392-6000
Fax: 708 / 392-6022
TOO -0 708 / 392-6064
AGENDA
ECONOMIC DEVELOPMENT COMMISSION
Thursday, August 11, 1994
Village Hall, 2n'd Floor Conference Room
100 South Emerson Street
Mount Prospect, Illinois
81:00 A.M.
CALL TO ORDER
ROLL CALL
APPROVAL OF MINUTES
OLD BUSINESS
A. Review Status of Potential Businesses
NEW BUSINESS
A. EDC Newsletter
B. Business/Industry Space - Vacancy Survey
C. Cross Connection Ordinance
D. Joint Meeting with Chamber
E. Illinois Superconductor - Request for 6B Assessment
ADJOURNMENT
ami (.
MAYOR
GERALD L. FARLEY
TRUSTEES
GEORGE A. CLOWES
TIMOTHY J. CORCORAN
RICHARD N. HENDRICKS
PAUL WM. HOEFERT
MICHAELE W. SKOWRON
IRVANA K. WILKS
I S MAMAWk
MICHAEL E. JANONIS
'V ILLAGIE CLERK
CAROL A. FIELDS
y
y
DEPUTY VILLAGE CLERK
ALL
Village
Mo,unt . .MM.r ror ftw w.Mr 1wr
100 South Emerson Street Mount Prospect, Illinois 800518
Phone: 708 l 382-6000
, Fax: 708 388-6022
TDD: 108 392-6084
NOTICE IS HEREBY GIVEN THAT THE COMMITTEE OF THE WHOLE
MEETING SCHEDULED FOR TUESDAY, JULY 26, 19 94 HAS BEEN
CANCELLED. THE NEVI'' COMMITTEE OF THE WHOLE MEETING WILL
HE HELD AUGUST 9 ,w 1994*
ji
equipment at the 1200 Business Center Drive property. 1t was not a loud noise, but It was a
constant tant sound, which became annoying over time, Mr. Jan nia said that staff would *investigate it
and would contact t h+ r,
The meeting ad oumed at 11:30 a.m.
Respectfully Submitted
f
1
e
Willy an,n, uir tur
MAYOR
GERALD L. FARLEY
GEORGE A. CLOWES
TIMOTHY J. CORCORAN
RICHARD N. HENDRICKS
PAUL WM. HOEFERT
MICHAELE W. SKOWRON
IRVANA K. WILKS
VILLAGE MAIL AOILM
MICHAEL E. JANDNIS
VILLAGE CLERK
CAROL A. FIELDS
u
w
V111age, of, Mount, Prospect
100 ,South Emerson Street Mount Prospect, Illinois 60056
Phone: 708 / 392-9000
Fax: 708 / 392-6022
.AGENDA TDD: 709 / 392-6064
BUSINESS DISTRICT DEVELOPMENT AND
REDEVELOPMENT COMMISSION
:regular Meeting
Wednesday, July 27, 1994
Village Hall
100 South Emerson Street
?:3o P.M.
w
L CALL TO ORDER
II. ROLL CALL
IIL APPROVAL OF MINUTES
IV. 0 BUSINESS
A. Update Status of Pine/Wille Redevelopment Project Area
B. Review Alternate .Plank for Central/Main/Busse/Wifle
V. NEW BUSINESS
International Retail Business Center Concept
0
MINUTES
BUSINESS DISTRICT DEVELOPMENT AND
EVELOPMENT COMMISSION
Wednesday, June 22, 1994
RDE190
CA
The regular meeting of the Mount Prospect Business District Development and Redevelopment
Commi
ion members we 4 *
The Commiss' re asked by the Chaj*rman to give their opinion of what they had
n
reviewed in the proposed expansion plan for Northwest Elect 'c Supply.
J
bOU0•felt oseph, Janis& He believed that mu t �t,,had gone into the proposed expansion and
"Nor
generall 6avtht elevations proposed would be, acceptable.
y
[Ivart Ke1jik: He saw nothing wrong With the proposed development and suggested that the large
deliyery trucks should be able to maneuver on Wille Street which he stated was an u*nprovement
0 6
over deliveries off of Main Street.
. a 6
John Metzent 4 run: He had no speciffic, comments except that the proposed plans for expansion
seemed reasonable.
Hal Predovich.- He wondered "if Northwest Electric Supply had considered switching parcels
with the properties at the north end of the block. This would be conditioned upon the V`illage
0 0 41 go 0
being able to acquire the service station, aufo body shop and medicai ciinic.
All kfi'147111" In,
0
61r. Fritz indicated to the Commission that the cleanup of the site as now complete and the
Village was anticipating closing on the property with Pontareffi within the next two to t1ri
week pen*od.
Alternate Land Uses,, east side Emerson Central to Busse.
Mr. Fritz recapped the Redevelopment Plan Objectives for the east side of En rson Street
from Central to Busse, He stated that the Plan shows the half block as a potential
6
redevelopment area which would include the general land use of office and parking. Recently,
the Village has completed the purchase of the comer property at Central and Emerson Streets.
The comer property, together with two former residential properties to the south are now owned
Chicago Bank foi
by the Vill," e . Tt�ih arkinglot to the south is owned and operated by the First
their employm'. Thispconta
There are two single
p oqy ins surface off-street parking spaces
family homes occupied at the south end of the blockO I
Ms. Jackie Hinaber, President of the Library Board, and Ms. Laura Luteni, Library Trustee, were
present to discuss the general plans fdr expansion for the Mount Prospect Public Library, located
directly across the street to the west. In summary, the Library proposes to more than double the
size of the space of the library from approximately 50,000 square feet to more tha.1 ,
square feet principally through a second floor addition. At the lower level, there would be a net
gain of six parking spaces. This leaves a potential deficit of 100 spaces as a result of the
proposed expansion. Beidause of the configuration of the ramp serving the lower 1evel parking
to the sou't a Library, it is not possible to construct additional lower level parking, without
increasing the amount of property to the out or decking a portion of the ramp area. The
Library is going forward With plans to place the proposition before the public on a referendum
in November, 1994.
D
�gss�
41
The Commissioners, after viewing the proposals for expansion to the Library, and viewing the
i
choices for location for additional parking n particular, felt that the pre&ffed location for
parking would be on the same block as the Library. Mr. Youngwist indicated that he felt, with
proper planning, additional parking could be achieved that would benefit the Library, the
Senior Citizen t;enter and other general parking needs for shoppers and perhaps commuters, in
order to provide enough parking, a structure could be constructed between the Library and the'
0 a a 0 .0 A%
Senior Citizen Center utilizing the space that is currently surface parking owned by the Village
of Mount Prospect..
It was generally felt by the Commissioners that land is too valuable in the downtown area, and
0 0 a
the need for parking too great to delay serious consideration for a parking structure in this
particular location. It has long been felt by Commissioners that the parking needs of shoppers
i
for the benefit of businesses n the immediate area to the south of the block and west of Route
83 are being strained because of the limited amount of offstreet, parking available.
11 Orgh
It 'i's reco, that the surface parking lot owned and operated by the bank for employee
parking on the east side of Emerson Street has served as a "relief valve" for patron parking for
the Library during off peak hours for banking hours. In the evening hours, the practice or
parking on street on the curb on either side of Emerson Street for Library services ranks as the
most highly sought location for parking, and,the north portion of the bank off street parking lot
ranking second in priority. The lower level parking, especially at night, is not seen as convenient
to patrons as the other two surface parking areas. Library officials are planning to improve the
lighting and security for the lower level parking in their plans for expansion which should
improve this tus situation greatly. While the BDDRC Commissioners recognize e the convenience of
parking on a portion of the property across the street for parking, they expressed concern for the
expansion plans of the Library and the increased number of patrons that would have to cross at
n Alock against two way traffic on a busy local street. This is a principal reason for the
u ELI n i
Commission members stating their feeling that parking in a deck structure between the Library
and Senior Center while more expensive, is the preferred location for parking for Library, Senior
Citizen and shopper.
The question of potentially purchasing the property owned by the Village at the north end of the
'�lv no 7
III yy
,J n
6 4
................................
MAYOR
GERALD L. FARLEY
TRUST11101
GEORGE A. CLOWES
TIMOTHY Jr CORCORAN
RICHARD N. HENDRICKS
PAUL WM, HOEFERT
MICHAELE W. SKOWRON
IRVANA K,, WILKS
VILLAGE MANAGER
MICHAEL E. JANONIS
VILLAGE CLERK
CAROL A. FIELDS'
village 0 Mlcunt Prospect
100 South Emerson Street Mount Prospect, Illinois 60056
AGENDA
ZONING BOARD OF APPEALS
Regular Meeting
Thursday, July 28,1994
7:30 P.M.
Senior Citizen Center
50 South Emerson Street
I I I
. ... . .....
Phone: 708 / 392-6000
Fax:'708 / 392-6022
TOO: 708 / 392-6064
This case was continued from the May 26, 1994 ZBA meeting. The petitioners are requesting a
*W
Map amendment as allowed in Article II, Section 14.203D to rezone the subject property from
Rr)r, Single Family to R-1, Single Family in order to allow a two lot subdivision.
Upon completion of the �public hearing, Village Board action will be required for this case at
their meeting of August 16, 1994.
1 2,25 111'!
IOU
I TA16 T!
. . . ........ . . . . ..................... .
This case was continued from the June 23 1994 Zoning Board of A
3) A -peals meeting. TheP
petitioners are requesting to amend the Planned Unit Development Ordinance #3604 as adopted
on February 4, 1986 to allow for the removal of the existing structures and the construction of a
general retail building and an auto service center with any necessary variations.
Upon completion of the public hearing, Village Board action will be required for this case at
their meeting of August 16, 1994.
a avilZBA- Lm A 124t.Russ andl 100 W Lown,quist,
& . 'a
The petitioners are seeking a variation to section 14.100, B I to permit an interior side yard
setback
of 3 feet instead of the minimum required 5 feet) in order to construct a patio.
I ^ 1
Upon completion of the public hearing, Village Board action will be required ror this case at
their meeting of August 16, 1994.
Zoning :Board ofAppeals Agenda
Page''
Z, B,
'thep etitioners are requesting a variation to Section 14.2215.-3 to allo�w driveway with a width
of 31 feet, instead, of 'the maximum allowed 26 feet in order to add a parking/turn,around to the
existing driveway.
Upon completion of the public hearing, Village Board action will be required for this case at
their meeting of August 16, 19940
AGENDA
Thursday, July 28, 1994
7:00 p.m.
Trustees Room
`tillage Hall
I gall to Order
II Accept Minutes of May 26, 1994
III 1993/94 Audit -end Balances
IV Purchasing Procedures
V Other :Business
VI Adj ournment
13
MNANCE COMMISSION
Minutes of the Meeting
May 26, 1994
The meeting was called to order at 7,*, 10 p.m. Those present included Chaftman, Richard Bachhuber,
u.
Commission Members John Engel, Vince Grochocins1d, James Morrison, Ann S0 0and Earl
Sutter. Also present were Finance Director David Jepson, and Assistant Finance Director Carol
Widmer. Commission members, Newt Hallman and Tom Pekras were absent.
AMI 1224L25,-Budget,,R=m'=,nd": mis
the 1994/95 Budget Recommendations were accepted as presented,
inance Director David Jepsw distributed a copy of a Much 21, 1994 memo to the Village Manager
which discussed the Impact of the New Solid Waste Contract on the 1994/95 Refuse Disposal Budget.
Mr,, Jepson reported that seven bids were received for the refuse contract and Arc Disposal Company
was the lowest overall bidder. Based on the Arc bid, the 1994/95 Refuse Disoosal Budget of
$2,952,195 was reduced $455,000 to $2,497,195, The revised 1994/95 Refuse Disposal budget i's
actually $212,805 or 7.9% less than the 1993/94 Refuse Disposal Budget of $2,642,750. The
re
atolurft' le because the new ductions 'in the 1995/96 and 1996/97 budgets will be even more re
contract will only be M* effect for nine months of the 1994/95 fiscal year,
The original bid was for a three year period; however, because the contract tems were so favorable
the Village Board approved an extension of two additiotW two years.
Because of the favorable refuse disposal contract, Trustee Clowes made a suggestion that the 1993
property tax levy be abated by $300,000, Mr, Jepson analyzed and discussed the options listed
below M" his May 6 memo to the Village Manager:
1993 Tax Levy as Filed -, This model assumes that the 1993 levy will not be abated and the
1994 levy will be 'increased 4 % 0
Option 1 - This option assumes the 1993 levy will be abated $300,000 and the 1994 levy will
be reduced $150,000,
Option 2 -This model assumes the 1993 levy will be abated $150,000 and the 1994 levy will
be reduced $300,000,
Option 3 -This option assumes that the 1993 levy will be abated $175,000 and the 1994 levy
will be reduced $250,000,
I
Lt was determined that the third option would be in the best interests of the Village. This option call&
for an abatement of $175,000 'in the 1993 property tax levy and a $250,000 reduction in 1994
F!)roperty taxes. The Village Board approved this change, *
NOR
Dun*ng initial aiscussions about "Mount Prospect 2000",,the Village Manager requested mWortnation
on the advantages and disadvantages of changing the Village's fiscal year to a calendar year. Finance
Director David Jepson reviewed the advantages and disadvantages in a memo to the Viflage,Manager
0
Mike Janonis dated May 6, 19940
Ile most significant advantage to the Village was the fact that this change to a calendar year would,,
allow the budgeVyear to coincide with the tax year. This means that the budget hea =*g and the tax
levy hearing would take place on the same date and would concentrate the decision maldng process
regarding tax revenues and expenditures *in the same time period,
The change to a calendar year would eliminate the confusion that rOsults from m using the first
0
installment of the tax levy to finance one fiscal year and the second mstallment to finance th� next
fiscal year. Also, the change would bring the Village into compliance 0'
with one of the conditions of
the SWANCC agreement, The Agreement requires a municipality that is financm*g reruse cidilection
by property taxes to have the tax levy M* place prior at the start of the fiscd year,. P
The advantages far outweigh the few dl*,4 vantages which would result from this change and so it
was the recommendation of the Village Manager and the Finance Dimtor that the Village proceed
w i h this change, The Village Board concurred With this recommendation.
0
David Jepson advised the members of the Finance Commission that the Request for Proposal for new
computer software would be mailed shortly. Bids will be opened on July 8, 19940
9MffWT4jrS7.T7t='-
The meeting was adjourned at 9:52 p.m. The members of the Finance Commission agreed that
future meetings should begin at 7:00 p.m. instead of 7:30 p.m.
Respectfully submitted,
&A
W%0%41
Carol L. Widmer, Assistant Finance Director
CLW/sm