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Home My WebLink About3288_001MINUTEST COMMITTEE OF THE WHOLE FEBRUARY 9, 1982 I. ROLL CALL The meeting was called to order by Mayor Krause`at 7:30 p.m.; in the Public Safety Building, 112 East Northwest Highway. Present at the meeting were: Trustees Ralph Arthur, Gerald Farley, Edward Miller, and Norma Murauskis. Trustee Floros arrived at 7:40 p.m. Absent from the meeting was Trustee Ted Wattenberg. Also in attendance were Village Manager Terrance Burghard, Assistant Village Manager Edward Geick, Director of Public Works Herbert Weeks, Assistant Director of Public Works Glen Andler and approximately three persons in the audience. II. MINUTES The Minutes of the Committee of the Whole meeting of January 26, 1982 were accepted and filed. III. RESTAURANT -LOUNGE LIQUOR LICENSE_ CLASSIFICATION Mayor Krause reviewed for the Committee of the Whole the support information prepared by the staff covering restaurant and lounge classifications. Our current classifications do not establish any standards or regula- tions governing how much of a restaurant area can be occupied for a lounge. That is, currently we authorize through Class A and Class B licenses, restaurants with bars effectively. The intention of that kind of classifica- tion is to permit the serving of alcoholic beverages with food and also to allow a bar or lounge area within that restaurant for people not eating but consuming alcoholic beverages. Without any standards in the classifications, it is conceivable that someone that has a Class A or Class B license could really minimize the amount of restaurant business and maximize the amount of lounge or bar area. The effect of that would be to secure a license through the Mayor and the Board making representations that it is a combined facility and yet down the road it could end up being merely a lounge with food service being a very minor portion of the operation. The Village Attorney had drafted an Ordinance creating a Class S license classification that would be issued to restaurants maintaining;a separate lounge area as an accessary use and furthermore, defined that accessory use as not tieing more than a certain percentage of the square foot area of the building. Mayor Krause recommended that the Class S limitation use 25'/ as the amount of space set aside for a lounge and that the license fee be established at $2,000. A general discussion ensued wherein several questions were raised.''. The Village Manager is to check with the Village Attorney to determine the legal status of current license holders in categories A and B. Can the Village require that current license holders with Class A or Class B categories be reassigned to Class S with those standards, but without the concurrence of the license holder.' Additionally, the staff is to prepare some statement for the subsequent Board meeting to more clearly show the difference between Class B and 'Class S. The Committee also directed that the Ordinance draft be placed on the next Village 'Board Agenda for consideration as a first reading with the amendment that the provision to require physical separation, between the lounge and the restaurant area be deleted. IV. PRELIMINARY 1982-19$3 BUDGET The Village Manager reviewed the summary of the,revenues anticipated' for the subsequent fiscal year. The Manager pointed out that while the Budget is delivered to the Mayor and the Board previously showed a cash surplus for year-end, April 30, 1983, of some $50,000 that figure has now been eliminated because of the action of Wheeling Township. Wheeling Township has declined to Levy a road and bridge tax and those pass-through revenues to local governments will now cease. We expect that decline to be in the neighborhood of some $46,000-$50,000. The Committee of the Whole then reviewed the revenue projections by fund and proceeded to review the major sections of the Budget under the responsibility of Mr. Herb Weeks and the Department of Public Works. The Committee of the Whale reviewed pages 68-109. During the discussion, the Manager was requested to prepare for the Board's review a state- ment showing the dollar amount and percentage appropriations suggested by the staff for the Revenue Sharing Fund and that each subsequent Department, when appearing before the Mayor and the Board, should submit a five-year capital improvement plan like the Department of Public Warks in the same fashion. V. MANAGER'S REPORT 1. Mr. Weeks, Director of Public Works, reported to the Committee of the Whole, that the Village had negotiated a contract with Layne -Western within the Budget guidelines directed by the Board and at less expense than the proposal by Wehling Well Works. The contract with Layne - Western will allow WELL #17 to become operational before the summer water demand and Layne -Western is offering a one-year warranty on parts and labor exclusive of any action resulting from sand wearing. 2. WELLER CREEK - Mr. Weeks reported that he is continuing negotiations with the general contractor for the work along Weller Creek as previously authorized by the Mayor and the Board. The general contractor, Nagle Construction, had previously requested a 15% increase in the contract because of delay of construction in the summer of 1981. After several weeks of negotiations, the contractor is now agreeing to a 10% contract increase if the Village will assume the costs of the disposal of the spoil material in an EPA approved landfill pursuant to the EPA permit. Mr. Weeks estimates that this cost could be $6,000-$7,000. Additionally, the contractor has submitted an alternate paving block which is being reviewed for strength and specifications by our engineer on the project, Mr. Toberman. 2. The Village Manager reported that the Village Attorney had reviewed the final papers for the XYTEL INDUSTRIAL REVENUE BOND matter. Xytel anticipated coming before the Mayor and the Board sometime in March. VI. ADJOURNMENT There being no further business, the meeting was adjourned at 9:31 p.m. Respectfully submitted, TERRANCE L. BURGRARD Village Manager TLB/rcw Village of Mc -g -it Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: Village Manager FROM: Director of Public Works SUBJECT: Development of Melas Park DATE: February 9, 1982 3�m About a year ago one of the charges of the Public Works Committee was to dis- cuss with the adjoining residents what type of activities would be allowed on the MSD property now known as Melas Park. As the lease with the MSD for the use of all this property had not been completed the issue was temporarily tabled. The lease of the approximately 70 acres of open land has now been approved and over the past several months I have been discussing with the Mt. Prospect and the Arlington Heights Park Districts possible recreational uses for the property within the frame work of the lease. As the attached documents will show they are initially interested in organized sports activities like soccer on the landscaped areas on the eastern edge of the property and developing a picnic area in the grove of mature trees in the rear of the property. Before the planning of uses for the area is reduced to scheduled activities, I will need some direction as to what will be allowable and what amenities such as lights, rest rooms, etc. should be considered by the Park Districts that would be acceptable to the Village and the MSD. As noted on the attached proposals, the respective Park Districts will enter into not only a recreational permit from us, but will also assume maintenance of those areas in which they are utilizing. One last note when all discussions are completed for development of this open space, I would like to plan for a formal dedication of the site and invite President Melas of the MSD as well as the local officials and members of both park district boards. Attachments February 4, 1982 Herbert L. Weeks Director of Public Works Village of Mount Prospect 100 S. Emerson Mount Prospect, IL 60056 Enclosed please find basically what we would like to see in an agreement from the Village of Mount Prospect allowing the Arlington and Mt. Prospect Park Districts to use Melas Park. We would also like a grace period similar to your agreement with the Metropolitan Sanitary District with regards to termination. In addition I am sure your legal counsel will want to include clauses on insurance liability etc. At this point we would be planning to play soccer on the Eastern plateaus this Spring, Summer and Fall 1982 and develop a picnic playground area in the grove located in the Northwest section of the Park. The Park Districts are working out a cooperative use/maintenance agreement which we will pass on to you in the next few weeks. A Master Plan for the park will be developed once there is a clear understanding of the dollar commitment from the respective Park Boards. At this point we have $5,000.00 budgeted for the picnic, playground area. cc: Gerald Oakes, Director Arlington Heights Park District osure Sincerely, Mt. Prospect Park District Thomas T. Tayler Director Serving pardons of Mt. R-ospea * Des Koine, * Ad gton heights * Ok GrcNe Village RESOLUTION RESOLUTION AUTHORIZING THE USE OF MSS PARR FOR RECREATION PROGRAMS BY THE ARLINGTON AND �-MT. PROSPECT PARR DISTRICT `Ai WHEREAS, the Village of.Mount Prospect has heretofore entered into an Agreement with the Metropolitan Sanitary District of Greater 'y Chicago and the Village of Arlington Heights relative to the use of the retention basin known as the Mount Prospect Retention Reservoir, which agreement is dated February 20, 1975; and WHEREAS, the Village of Mount Prospect desires to enter into an Agreement with the Arlington and Mt. Prospect Park District to allow recreational use of Melas Park; and a WHEREAS, under SEbTION ONIt The Village of Mount Prospect advocates the use of open space and believes it to be in the beat interest of the Village that the Mount Prospect Retention Reservoir, generally located on Central Road at Busse Road in Mount Prospect, Illinois, be utilized for recreational and spotte activities; carnivals, fairs, and fireworks displays, as sponsored by local civic organizations; and WHEREAS, under SECTION THREE: any recreational structure or alteration of existing land would first be made to the Village of Mount Prospect for review and then submitted to the Metropolitan Sanitary District for final approval; and WHEREAS, under SECTION FOUR: The Village of Mount Prospect will cooperate with the Arlington Heights and Mount Prospect Park Districts in the development of this site for recreational use which will benefit residents of both communities; and WHEREAS, the Village of Mount Prospect will continue to assume maintenance of the grounds per conditions of the amendatory agreement dated Marcl�'10, 1977, and will allow the Arlington Heights Park District and the Mount Prospect Park District to develop the land for recreational purposes which will be of benefit to residents of both communities; ands 9 WHEREAS, the Metropolitan Sanitary District of Greater Chicago has no objection to the amendment as stated under their Agreement to effect the the aforesaid modification of land use; NOW, THEREFORE, The Village of Mount Prospect would allow the Arlington Heights and Mt. Prospect Park Districts to develop and use Melas Park as a recreational facility. Programs and facilities would include but not be limited to the following: 1. Soccer to be played on the Eastern section of the Park in the area so designated. (See Attachment A) 2. A picnic and playground area on the Northwest section as designated. (See Attachment A) SECTION TWO The installation maintenance and repair of the designated recreational facilities to be the responsiblity of the Arlington Heights and Mt. Prospect Park Districts. 1. Cutting and maintaining grass on the fields 2. Maintenance and pa oiling of areas used for soccer, picnic and recreational programs. Adopted this day of , 1982• President, Board of Park Commissioners ATTEST: Secretary, Board of Park Commissioners ATTAMENT A NOTE. TK AREA WEST OF TME MSO BOUMART LINE R BEING CC430ERM FOR LEASE TO MOLNT PP4)SPECt PICNIC AM A n EXISTING GROPE 1kL LL LOT 3 3 IOO70 FOOTBALL( SOCCER FIELDS OoNassmPARe - REBTROOM AREA LOT NO ! am ` i t SOF7BAt L FIELDS 0 {ZQQ CONCESSION RESTROOM AREA t SD-/ arlwm i PARKING LOT NO ( t200 , E O(A1 OND (300111 I l_ r 1 t ,� 2/17/82 "SAFETY COMMISSION SURVEY" DES PLAINES STREETS AND TRAFFIC COMMITTEE - 3 Aldermen Policy-making SAFETY COUNCIL - This is comprised of 7 local residents, for five-year terms. They make recommendations to the Streets and Traffic Committee. The Mayor appoints the STF. No staff members are on the Committee ARLINGTON HEIGHTS PUBLIC AND SAFETY COMMITTEE - 4 Trustees and a staff member as liaison. The President of the Board of Trustees appoints the Committee members. WHEELING The Traffic section of the Police Department studies traffic related matters who present it to the Village Manager. He, in turn submits everything to the President and Trustees. BUFFALO GROVE The Traffic Division of the Police Department along with the engineering staff reviews all traffic related matters. This, then is turned over to the Village Board. ELK GROVE VILLAGE No "Safety Commission." The Police Department makes the recommendations which then goes to the Judiciary/Planning/ Zoning Committee comprised of 3 Trustees and a staff member as liaison. The Village Manager's office makes the determination which then goes on the Agenda for the Board to vote. ARTICLE X SAFETY COMMISSION SECTION: 5.1001. Creation and Appointment 5.1002. Chairman; Records and Minutes 5.1003. Purpose of Commission 5.1004. Duties of the Commission Sec. 5.1001. Creation and Appointment. There is hereby established a commission to be known as the "Mount Prospect Safety Commission", consisting, of seven (7) members. The Village President with the advice and consent of the Board of Trustees shall appoint a representative from the Mount Prospect Police Department, a representative from the Mount Prospect Fire Department, and a representative from the: Engineering Department of the Village to serve on this Commission. The President, -with the advice and consent of the Board of Trustees, shall appoint four (4) additional members, not in the employ of the Village, who have a primary interest in safety. The Village employees appointed by the Village Manager shall serve without additional compensation for a period of one year. The members who are not in the employ of the Village shall serve without cornpensation for a period of four (4) years. Any member shall be eligible for reappointment, but thirty (30) days prior to the expiration of his term, he shall be reappointed or his Successor named. However, the first appointees by the President, with the advice and consent of the Board of Trustees, to this Commission shall serve as follows: One member to serve a one year term; One niernber to serve a two (2) year term; One member to serve a three (3) year term; One member to serve a four (4) year term. Successors to such members shall be appointed for a four (4) year term. In the appointment of said members, the President and Board of Trustees shall give consideration to the broad representation of all groups and individuals within the confines of the Village. (Ord. 2018, 7-25-67) See. 5.1002. Chairman; Records and Minutes. Irarnediately upon its organization, the Safety Commission shall select from its mernbers a chairman, vice chairman and secretary to serve for a period of one year. The members of this Commission who are Village CluplOyCeS shall not be eligible to serve as officers of this Commission. The chairman shall designate the meeting dates; however, there shall be a ininimurn of four (4) meetings each year. The Commission shall adopt rules for the conduct of its meetings, and keep Written minutes of all meetings and proceedings. All minutes of the Safety Commission shall be public and its minutes shall be available for examination in the office of the Village Clerk during regular business hours. (Ord. 2018, 7-25-67) 5.1003 ARDS AND COMMISSIONS 5.1004 See. 5.1003. Purpose of Commission. The purpose of this Commission is the reduction of accidents, injuries and deaths on all streets, public rights of way and public properties; and also, health hazards such as air pollution, water pollution and such other activities that may be incident to the health and safety of the residents of Mount Prospect, by the best methods of education, engineering, enforcement, legislation and administration. (Ord. 2018, 7-25-67) Sec. 5.1004. Duties of Commission. The Commission will perform and exercise the following functions: A. Cooperate with the Village President and Board of Trustees in carrying out a program of safety in the Village, B. To recommend such actions to the Board of Trustees as it may deem appropriate to serve the cause of safety. C. Invite and encourage the cooperation of community organizations; such as religious, schools, home owners or civic groups in carrying on its work. D. The Commission shall have the authority to inspect and examine any and all records, and any reports from any department within the Village government relating to its work to serve the cause of safety, except Village personnel records, juvenile records and those indicated by State Statute. Reports from the Police Department will be furnished upon showing a good cause. Any Village department or agency shall furnish information concerning its work, records or reports when such information is requested by the Safety Commission. E. To submit not less than semi-annually a report to the President and Board of Trustees on all activities of the Safety Commission, together with such recommendations as the Commission shall wish to transmit. (Ord. 2018, 7-25-67) MOUNT PROSPECT FIRE DEDARTIIFNT PROPOSED 1982-83 BUDGET MESSAGE The mount Prospect Fire Department uses a programatic approach to provide the services of fire protection, emergency medical and code enforcement to the citizens of the Village. This approach requires that manpower, equipment and services to be interwoven into a network that is interdependent of associated programs within the system. The purpose of this approach is to use manpower and equipment to provide the most cost effective delivery of top level services to the public as directed by the Village Manager and Board of Trustees. This management method was adopted approximately eleven years ago and programs resulting from this system have propelled the department to a level of excellence that leads the nation in many areas of fire related public protection. Using a balanced system of research and development, building and fire coding, training, equipment and manpower we have provided the citizens of this community the lowest possible fire insurance rates, effective fire extinguishment and life protection and quality enforcement of local codes. The main factor in any budget is the question of "What are we getting for the dollars"? The following is a chart representing manpower services and costs of our neighbors of similar size and structure based on the current 1981-82 fiscal year. In addition, a breakdown of various cost saving approachs to fire department management are outlined. - 1 - F.D. BUDGET 81-82 $2,819,285 3,677,624 2,839,515 2,416,343 3,102,037 3,565,391 4,061,961 BUILDING DEPARTMENT BUDGET 81-82 $ 200,138 200,146 328,463 - 356,379 342,926 372,198 TOTAL BUDGET $3,039,423 3,877,770 3,157,978 2,416,343- 3,456,416 3,908,317 4,434,159 * The budget figure for Mount Prospect includes expenses for Vehicle Maintenance. and equipment purchase. In the cases of the comparison community budgets, these costs are located in other areas in their respective budgets. - 2 - OU,..M C9 41 04 XZP m N X O O rwo 0� a X �c �' w w Z a Viz rn POPULATION 71,000 55,000 29,000 52,600 52,300 60,200 70,000 NO. OF FIREMEN 82 83 85 65 96 121 90 PARAMEDIC PROGRAM yes yes yes yes yes yes yes COMBINED IN no no no yes no no no BUILDING DEPARTMENT F.D. BUDGET 81-82 $2,819,285 3,677,624 2,839,515 2,416,343 3,102,037 3,565,391 4,061,961 BUILDING DEPARTMENT BUDGET 81-82 $ 200,138 200,146 328,463 - 356,379 342,926 372,198 TOTAL BUDGET $3,039,423 3,877,770 3,157,978 2,416,343- 3,456,416 3,908,317 4,434,159 * The budget figure for Mount Prospect includes expenses for Vehicle Maintenance. and equipment purchase. In the cases of the comparison community budgets, these costs are located in other areas in their respective budgets. - 2 - In 1970 there was a recognized need to provide a planned response program to assist neighboring communities at major fires which were frequently occurring in the area in that era. Mount Prospect was active in the formulation of a system to provide aid in an organized manner through a legal agreement attested to by all participating communities. The Mutual Aid Box Alarm System was born with Mount Prospect and thirteen of its neighbors as a start. Since than time the system has grown to ninety-five departments and five divisions in the Chicago and Northern Illinois area. Assistance from neighboring communities is provided at no cost. This program saves the community untold dollars when major incidents occur and provides protection for multiple incidents when all the communities apparatus and manpower are involved in a previous incident. An example of the program is that during the Goldblatt's fire, assistance from ten neighboring communities involving sixteen additional pieces of fire apparatus and ninety-six men assisted our entire roster of frontline apparatus, on -shift, call-back and paid -on-call firefighters. It is estimated that without the MAGAS Agreement, costs for such aid would be $ 50,000. Although the department offered ambulance service since the nineteen -sixties, the service was limited to the administration of bandages, oxygen and transportation. In 1971 the department required that ambulance personnel certify as emergency medical technicians which was not much more than a creditiable level of capabilities of the service then being offered. The fire department personnel felt that more could he done for victims prior to transportation and hospital care. We spearheaded an effort with Dr. Stanley Zydlo of Northwest Community Hospital to institute a paramedic program for the people of this area. Training was begun and pressure was placed on the legislature- by us to enact a bill providing for paramedic service in the State of Illinois. Paramedic sex -vice began on the morning of December 1, 1972. Mount Prospect handled the second systemwide paramedic call shortly after midnight on the beginning day of the program. Since its inception of the program, we have responded to 3799 ambulance calls (1972 through 1981) requiring the advanced life support available through the paramedic program. This hasIbeen provided without the need of additional manpower. Recognizing a need for better fire protection required to protect the larger buildings planned to come to Mount Prospect, the fire department caused the enaction of a sprinkler ordinance. The ordinance was adopted eleven years ago and has provided a maximum degree of protection with a minimum level of manpower. The effect of this long range planning has and will serve as a major factor in reduced taxes and fire insurance premiums in years to come. - 3 - The adoption of effective building and fire codes as recommended by this department has had a direct effect on reduced taxes and fire insurance rates to the citizens of this community. The ability to build effective fire protection into structures was recognized prior to the construction of buildings exceeding the 10,000 square foot sprinkler limitation. Unsprinklered buildings exceeding this limit would require more manpower to provide adequate extinguishing capabilities. Constant research has and is being done by the staff to search out effective training programs, methods, codes, equipment and personnel management techniques. Mount Prospect was among the first to participate in the state firemans certification program. This program was implemented to establish a statewide level of recognized ability and credibility for which training has been reimbursed by the state. To date, fifty-three of our uniformed personnel have reached advanced certification in firefighting. Twenty-three of these personnel have gone beyond and have been certified in additional levels of proficiency. The results of this training is shown in the capability of our manpower and our rating of Class III by the Insurance Service Office of Illinois. A recognized need for training appeared in our mid-level staff personnel. Emergency response being a task oriented operation caused the people promoted from the ranks to be primarily task oriented. To balance command responsibility it is necessary to provide people orientation training. To achieve this we have brought experts in to train our officers in group situations. This has achieved the goal while saving the expense of travel, housing and tuition and overtime necessary for sending these men individually to certified schools in this field. Current costs are $ 1,500 to provide forty hours of training to twenty men as opposed to approximately $ 12,000 to train the personnel individually. We are currently sending our officers to the National Fire Academy for first class training in Fire officer management. Trans- portation, tuition and housing are provided by the Federal Government while the department pays only for meals. Results of this program have been very positive. A partial result of this has been a lack of turnover in our personnel eliminating additional expenses in training to achieve the total level of abilities we currently enjoy. In 1972 the department recognized a need to research the cost difference of new apparatus versus the cost of rebuilding equipment. We found that much of our equipment was being eaten away with rust which was severly reducing the useful life of this expensive equipment. For example, the cost of a fire pumper in 1970 - 4 - was $ 26,000 and in 1982, $ 125,000 while a ladder truck was $ 50,000 in 1970 and is now $ 275,000. We looked into the availability of commercial vehicle rebuilding and found the costs and time to exceed what could be done in-house with trained civilian mechanics. We began the program and have been successful in our ability to preserve apparatus. we have one thirty-one year old fire department pumper capable of frontline service among the other apparatus maintained under this program. Ambulance 521 was rebuilt increasing its useful life by three years, saving an expenditure of $ 40,000 for a replacement. As a spinoff, an effective program of preventative maintenance of department vehicles has been placed in operation. With this operation we have the ability to save the Village substantial funds in the purchase of vehicle parts. We know what we need and have the ability to bulk purchase by competitive bid on an annual basis. To coincide with the vehicle rebuilding program we established a capital outlay program to ensure sufficient fund availability when necessary vehicle replacement is due. This fund has eased the shock of rapid inflation and has enabled the department to purchase this expensive equipment without resorting to special assessments or bond issues as was the practice of the past. The low bid for the ladder truck ordered this past fall was $ 276,000. The equipment committee made up of our firemen and mechanics renegotiated with the supplier who rebid the vehicle at $ 236,251 resulting in a savings to the Mount Prospect taxpayers of $ 39,749. Other fire departments throughout the nation are just now instituting similar programs patterned after the Mount Prospect model. The department of Code Enforcement evolved in November of 1978. Prior to that time the fire prevention bureau operated under the fire department and the building department operated as a separate entity within the Village. Many of the activities of the personnel enforcing both the building and fire prevention codes were redundant. With the resignation of both the building director and his assistant a need to fill the vacancies was apparent. The merger of the two departments was made resulting in an annual savings of $ 120,000 based on todays costs for a department head, an assistant department head, two vehicles and fringe benefits. To date, the program has been successful. We have integrated the training of the building inspectors and fire inspectors, thereby, utilizing the manpower to the fullest extent despite the recent decrease in building permit applications. The use of on -shift inspectors enables us to meet the requirements for annual inspections. These men inspect the smaller occupancies and are available to respond to fire calls when necessary. The training they receive as inspectors is a valuable asset to their firefighting and code enforcement personnel. - 5 - During last year 'we reduced the number of structural inspectors by one person. His duties have been taken up by the on -shift inspectors, thereby, saving the Village approximately $ 40,000 annually. Based on computerization and changes in systems, our short range plans call for the replacement of a Secretary I position currently costing the Village $ 17,452 annually plus fringe benefits with a part time clerk skilled in computer entry capabilities, thereby, saving the Village $ 10,000 annually to accomplish the same task level. The adoption of effective building and fire prevention codes as recommended by this department has had a direct cost effect on the taxpayers of the Village. The Class III fire protection rating recently awarded the Village by the insurance Service office of Illinois is based on effectively enforced codes, an efficiently manned, well-trained, and equipped firefighting force and an adequate water supply and system. The class of protection is the basis for fire insurance rates. As can be seen by the factors influencing the class rating and comparing our rating with those of our neighbors, the conclusion drawn indicates that the Mount Prospect Fire Department offers the most service to the public with the least amount of manpower per capita than any of the others. The total package concept we provide was a major factor in our reclassification and any reduction in those services could influence a negative action by those who establish our rating. This department uses its shift manpower to administrate programs during their on -shift time. Such areas as emergency medical coordination, vehicle maintenance, administration, and station maintenance coordination are operated in this mode. Many departments utilize full time staff for this purpose costing their communities extra dollars in manpower assignments. Overtime is an area that is generally a sensitive subject when discussing the annual budget. The fire department overtime is calculated to maintain sixteen firefighting personnel on duty in the three stations of Mount Prospect each day. Ninety percent (904) of the overtime budget is calculated to cover vacation days and regular days off. The remaining ten percent (10%) is calculated to cover sick days, duty incurred injuries and call backs for major incidents requiring additional manpower. The alternatives are, reduced manning, the hiring of extra personnel to cover the manning or operate under the present system. - 6 - The major disadvantage of reduced manning is the loss of effective manpower and reclassification leading to increased insurance rates. The disadvantage of hiring additional manpower is the additional costs of fringe benefits and wages which would add $32,000 per additional man per year while not meeting our manning requirements and flexibility for the current overtime budget. The advantages of the current system are we don't need additional training, we have willing and available personnel, we save additional costs of fringe benefits and we maintain our status. To maintain our current manning without overtime, seven additional personnel would be required at $32,000 each for a total of $224,000 as opposed to the $103,186 currently requested in this budget. This is a savings of $120,814. Public education has been a major factor in our effectiveness. We recognized in the early 1970's that the best way to put out a fire is not to start one. We found that man was the major ignition factor in all fires. it has been proven that man is responsible for the acts that cause fires to occur or fails to act to eliminate the conditions that allow unfriendly ignitions. Peope who were dying in fires were doing so in the safety of their own home. This was primarily because no one taught them how to recognize hazards and most important how to behave when they were faced with a fire situation. We proceeded to initiate programs which we presented to school children and adult groups throughout the Village. in 1977 the department applied for and received a Comprehensive Employment Training Act Grant to operate a door to door Home Safety Program. This program operated for two years at no expense to the Village and coupled with our other public education programs and markedly reduced the incidents of fire and accompanying fire loss to the citizens of Mount Prospect. Mount Prospect was the first fire department in the area to create a public education officer to fill the needs of fire prevention through behavioral science. out of need and lack of available outside input most of the programs were developed in-house by on -shift personnel and presented by them. We have been national leaders in the creation of effective public education programs and techniques. Through the cooperation of the local service clubs, schools, churches, businesses, civic organizations, senior citizens and scouting organizations we have been able to provide a delivery system that covers the largest population with the least cost and effort. As an example, twenty hours spent with forty teachers in a group situation teaching them life safety practices by our public education specialist - 7 - is translated to approximately four -thousand contact hours when the teachers relate these ideas to their students. in effect, our program has seen this Village grow from forty -thousand to fifty-three thousand population with no increase in manpower and a decrease of fire incidents. Volunteer service is important to the sex -vices of our current operations. We use several forms of internal and external volunteer programs. We maintain a roster of twenty paid -on-call firefighters. All of these individuals live in the Village with two of them members prior to the formation of the municipal department. These men are sworn firefighters and respond to fire call-backs. They receive the same training as the full time firemen at weekly drills. The advantages to their existance are the extra manning available when needed in numbers sufficient to be effective and the minimum cost to the Village. The annual cost to the Village for this resource is equivalent to sixty percent (60%) of one firefighters salary and there is no additional fringe costs except for the necessary workmans compensation. Their value far exceeds their cost. The Emergency Services and Disaster Agency is a totally volunteer organization. The people belonging to this organization devote approximately four -thousand hours annually in such tasks as assisting the Police and Fire Departments in disaster situations. Assisting traffic and crowd control for the various parades in town, maintaining a weather watch program, providing a public warning system, training, public education for disaster and maintaining a Village disaster plan. Other volunteers are solicited from the public sector such as those mentioned for use in public education. we are currently receiving part time help in the clerical and maintenance areas from high school students involved in diversified work programs at no expense to the Village. Although the budget supports some of the volunteer programs, the benefits received by the Village could not be purchased more economically. The budget presented for 1982-83 represents the support of our programatic approach. No expansion of programs or manpower is planned for the coming year. The department's goals are to protect life and property using the most cost effective means possible. - 8 - PROJECTED 10- -EAR E UIPMENT REPLACEMENT PR, --,AM Description 1982-83 1983-84 1984-84 1985-86 1986-87 FIRE SUPPRESSION 1960 American laFrance $237,000 Ladder Truck (531) EMERGENCY MEDICAL SERVICE 1973 Chev. Ambulance (521) 40,000 Combined Total - $277,000 EMERGENCY MEDICAL SERVICE 1977 Ford Ambulance (522) ADMINISTRATION 1977 Dodge (500) Combined Total EMERGENCY 24EDICAL SERVICE 1977 Ford Ambulance (523) ADMINISTRATIVE 1977 Dodge (501) Combined Total FIRE SUPPRESSION 1952 American Larrance Pumper (515) CODE ENFORCEMENT 1978 A.M.C. Combined Total PIPE SUPPRESSION 1972 Dodge 4 -Wheel Drive (546) CODE ENFORCEMENT 1980 Chev. (507) 1977 Chev. Van (505) Combined Total 1 $ 40,000 8,000 $ 48,000 $ 40,000 8,000 48,000 $100,000 8,000 $108,000 $ 10,000 8,000 10,000 $ 28,000 PROJECTED 10 -YEAR EQUIPMEI� ILACEMENT PROGRAM I scription 1987-88 1988-89 1989-90 1990-91 1991-92 ADMINISTRATION 1979 Chev. Suburban 10,000 Combined Total $ 101060, ADMINISTRATION 1974Chev. Nova $ 8,000 FIRE SUPPRESSION 1959 American La France Pumper 100,000 Combined Total $108,000 EMERGENCY MEDICAL SERVICE --- ---------- -- 1982 Ambulance ("521) $ 40,000 ADMINISTRATION 1983 Chief Car 8,000 Combined Total $ 48,000 EMERGENCY MEDICAL SERVICE 1983 Ambulance (*523) $ 40,000 FIRE SUPPRESSION 1965 Ford Squad 40,000 Combined Total $ 80,000 ADMINISTRATION 1984 Deputy Car (#501) $ 8,000 Combined Total $ 8,000 Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM go TO: TERRANCE L. BURGHARD, VILLAGE MANAGER FROM: RONALD W. PAVLOCK, CHIEF OF POLICE SUBJECT: 1982-83 BUDGET STATEMENT DATE: MARCH 16, 1982 STATEMENT The 1982-83 budget was put together with an objective outlook on cost effective processes for administrating a police department. As the newly appointed Chief, I have had an opportunity for a few months of objective review of the Mount Prospect police organization. 'The proposed budget as discussed with you and other members of staff is simply a hold the line budget approach with an attempt to look at some cost saving avenues in the area of personnel and equipment over the next fiscal year. PERSONNEL The main emphasis in the budget document is a move to attempt to transfer some of the responsibilities previously carried by sworn personnel into a civilian capacity. It is enhanced by the previous budget year purchase of various items of word processing equipment complemented by the recommended purchases in the upcoming budget year. This word processing system will allow civilian secretarial staff to type reports previously completed by sworn personnel. For example, in the past investigators were spending the last three hours of their shifts typing reports. At the present time, they dictate their reports during the shift and daytime secretarial staff type the reports. A three (3) hour investigator typing task only takes a skilled secretary one (1) hour to type. The full time officer presently working in records will be replaced by a civilian records manager and the officer will he going back on the street. A general revamping of top management would eliminate the Watch Commander exempt rank and the Lieutenant rank. The five (5) Watch Commanders and the three (3) Lieutenants would be replaced by a second Deputy Chief and three additional commanders. When the reorganization at the mid -management level is complete, a total needs analysis would be completed at the supervisory level. Before my reorganization began, the department had a Lieutenant, Watch Commander, Sergeant and Acting Sergeant on each shift. My goal is to March 16, 1982 Page Two have a Commander and Sergeant for each shift coordinated by the two Deputy Chiefs. The second Deputy Chief would allow me to eliminate the support services officer position and place that officer back on the street. This restructuring will be -completed through an assessment and organizational analysis process. It will allow for a shorter chain of command with competent persons in management positions. CAPITAL The capital outlay budget items call for a fewer number of squad vehicles to be purchased during the upcoming fiscal year. This budget item will be reviewed closely over the next fiscal year to assure that there is not a negative ramifii.catiorz caused to the Public Works mechanical budget. This will require a purchase of five (5) units during 1982-83, backed up by the ordering of ten (10) additional units to be delivered and paid for at the beginning of the 1983-84 fiscal year. (See attached Five Year Plan.) TRAINING There will be a greater emphasis on in-service training and utilization of talents within a department to increase efficiency in the preliminary investigations area. There is a need to allow for efficient closure of cases investigated by the police department, but also a positive approach in determining the cases to be investigated. This will be accomplished through training programs emphasizing the generalist approach allowing the patrol officer to utilize all his/her talents and abilities in the field. (Computer and records system) A status report of the Police Information Management System is attached. The supervisory Policy guidelines (Users Agreement) has been formulated and will. be available April 1, 1982. This program has already led to several arrests by uniform officers and will increase the efficiency of the investigative process. YOUTH The advent of the in-house police social services program coupled with the training of eight (8) youth officers, should have a positive impact on our burglary/vandalism problems. These programs will be -interfaced with our school counselor and juvenile officer program, creating a total information system on juvenile activities in the community. A recent arrest clearing over. 100 burglaries in Mt. Prospect and Des Plaines included three (3) youths, 12, 13 and 1.4, who were armed with loaded weapons. We need youth officers in the schools and on the street March 16, 1982 Page Two 24 hours a day. We can do this by, training our present personnel and not .increasing the number of police officers. FINE REVENUES The present decrease in fines is due to: a) Several officers attending training to redirect the department. b) An emphasis on follow-up investigation by uniform officers. For example, we are training eight (8) officers as evidence technicians, six (6) officers as traffic officers and eight (8) officers as youth - officers. In some cases, the same officer is being trained in both youth and evidence arid/or evidence and traffic. This generalist approachby uniform officers should lead to greater efficiency in case closure as well as higher fines for quality violations. Last year Officer Toth (our only trained traffic officer) brought in $37,000 in revenues. If we have (6) trained traffic officers working 24 hours a day and they average $35,000 each, our revenues should be $210,000 for them alone. These officers in turn will, train the remaining officers on the department and our entire efficiency should increase. Consequently, during the period of reorganization, there will be some downward trends, but a quantitative selective enforcement program will lead to greater revenue results. CONCLUSION The budget is a "bare bones" approach to providing a police service to a community the size of Mount Prospect with its many positive unique characteristics. I have attached a comparison survey of personnel and vehicles, along with a five year capital expenditure program for your review. Ronald W. Pavlock Chief of Police RWP.- jh Attchs. ,ICE DEPARTMENT VEHICLES PROJECTED 5 -YEAR REPLACEMENT PROGRAM Descry ..tion _ ._._..._ _.,,........_... _.. _. �...._.__.w ._.,,..__.. 1982--83 9$3-84 1,"__.____ _....__._"..a._......._.. 1984-85 1985-$6 1986-$'7 PATROL DIVISION _� ._..,__._.m.....ww..___.__ 198 L Do,,Lq _1 irked :'gRua m (P--1) $ 10,000 - 11,600 1981 Dodge Marked Sau2� (P-2) 10,000 11,600 7.981 Dodge Marked S) iad (P-,3) "� -^w 1.0,000 11,600 1981 Dodge Marked ;quad (P-4 _ _ 10,000 __. 11,600 %_.._._._ 1981. Dod.q_e mar kedw.Sguad (P-5) � - 11,600 1981 Dcjgle Marked Sctnad (P-6) � u W_ .10,000 10,000 11,600 10,000 1.1,600... 1981 Ford Marked Sguz!d (P-8) .., 10,000 _...._.._..,__._ _._..__ 11,600 L381 D(,.Id e Marked Scxaad (P-9) _.._..__ - 10,000 11,600m__ 1981 Ford Marked Scuad (P-10) 10,000 -- 1.1,600 _. 1980 Jeep Marked Sc a�ad(A 11) $ 9,50_0 $ 12,_600_ 1980 J� t .Marked Scsuad (A��. _. 9,500 12,600 _ 7980 Chevy Ma_rke_d Squad (P-22) _.._ 9,500 _ $ 1_0,800 12,600 he _ 23 19$0 CYtev� Marked Sorrd (P-23) �_ 9,500 ....___ 10,$00 _. ___..__. 12,600 980 Chevy Marked Squad (P-24) 9_,500 -$100,000 0,800 12,600 TOTAL $ 47,500 $ 32,400 - $116,000 > 63,0"00M""-�" INVESTIGATIONS 1981 Ford Unmarked Squad (I„ 16)- $ 10,800 19$1 For Unmarked Se(tra(j(I-18) 10,800 _m _ 1.981 Ford Unmarked Sgeaad.. (I-19) n m 10,m800 TOTAL $ 32,400 ADMINISTRATIVE S`Z'AFF 1981 Ford Unmarked Se'axad (S-15) $ 10,800 1981 Ford Unmarked S rxad ('C-21) 10,800 TOTAL $ 21,600 AUXILIARY VEHICLES 1173 Harle �y Davidson__�gycle (M-14) AUCT N/FLEET RIDUCTION _ 1979 CkrewVn/Paablic Education (F-13) $ 10,800 1981 Ford Marked/Crime Prevention (S-17) "` 10.800 1981 Dodge Unmarked _ ._..(Staff/Patrol/Investigations) , (520) 10,800 w - TOTAL $ 32,400 $118,800 GRAND TOTAL $ 47,500 $100,000 $116,000 $T 63,000 PAYOUT PAYOUT DATE DATE APRIL 83 ,JULY 83 POLICE DEPARTMENT VEHICLES PROJECTED MILEAGE ESTIMATES Front Line Marked Squads 84 MILEAGE -MONTHLY PROJECTED PROJECTED S UAD YEAR - MAKE DELIVERED 3/82 AVERAGE MILEAGE-tiAY 83 MILEAGE -MAY P-1 _-/17/81 81 Dod e 8 20,94$ ., _...._._.. 3 _.%490 69,800 111,6.....,._........_80 P-2 81 Dodge _ 7/24/81 23,265 3,325- 69,825 109,725 P-3 $1Y -Dock ee 7/24/81 -„- ' � 23,722 - 3,390 � w - µ 71,190 111,870 P -4w81 Dodge 7/24/81 28,275 -m�mu 4,040 _µµ84,840 g -- 133,320 P-5 81 Dodge 7/24/81 28,925 4,130 86,730 136,290 P-6 _---,.--7/24/81_._ 81 Dodge 27,924 ....... ___.._._ 3,990 W-834,790 131,670„ a P-7 - $1 Dod e.__. _ 7/24/81 23,823 - 3,400 _„-- 71,400 112,200 P-8 81 Ford 5/04/81 _ 34,874 4,100 98,400 147,600 P-9 81 Dodge 7/24/81 _ 22,441 3,205 67,305 105,765 P-10 81 Ford 5/04/81uW 20,772 2,443 58,632 87,950 A-11 80 1ee' 1/10/80 32,231 1,345 53,800 69,950 A-12 80 Jeep 1/10/80 45,186 1,880 75,200 % 97,760 P-22 80 Che 7/24/80 35,550 2,225 71,200 ` 100,125 P-23 X 80 Chevy- -7/24/80 ..___9,479- - 2,465„ 78,880 • 110,925 P-24 80 Chevy- 7/280 45,07 1 2,815 90,176 126,675 84 UPDATE ON POLICE INFORMATION MANAGEMENT SYSTEM (P.I.M.S. The following is a summary of the progress made on the P.I.M.S. system: 1. A draft policy as to by-laws and operating procedures will be mailed to all participating departments by April 1, 1982. 2. A set of administrative guidelines will also be furnished relative to service of equipment, emergency notification of computer problems and so forth. 3. At the present time, the complete arrest file of both adults and juveniles has been entered into the computer system and is on-line for retrieval. (This includes arrest records for 1967 to the present. Juvenile records have been purged of anyone who is presently 17 years old.) The system is functioning according to the guidelines established for retrieval, and information is obtained as specified in the preliminary plans. 4. The field case report module, property inventory and control module interface with the L.E.A.D.S. system and the incident reporting module will be functioning on-line by July 1, 1982. 5. A request for the 50% reduction on rental and line service charges has been placed on the Agenda of the Cook County Board. 6. There are twelve police departments that have committed themselves to the P.I.M.S. system for the current fiscal year (1982-1983). 7. See attached cost analysis. BUDGETED 1982-83 $21,230 CHARGES LINE CHARGES EQUIPMENT RENTAL USER FEE TOTAL YEARLY COST LINE CHARGES EQUIPMENT RENTAL USER FEE MINUS LEADS TERMINAL COSTS TOTAL YEARLY COST LINE CHARGES EQUIPMENT RENTAL USER FEE TOTAL YEARLY COST MINUS LEADS TERMINAL .MINIMUM YEARLY COST P.I.M.S. COST ANALYSIS BASIC COST ............ SAME YEARLY $ 186.73 $ 2,240.76 936.25 11,235.00 1,000.00 12,000.00 -540.00 $25,475.76 ACTUAL COST SAME SAME SAME SAME SAME SAME -540.00 -6,480.00 -540.00 $18,995.76* .... . ..... ..... LOWEST POSSIBLE COST . ......... $ 93.36 $ 1,120.38** 468.12 5,617.50** 1,000.00 12,000.00 $18,737.88 -540.00 -6,480.00 $12,257.88** This may vary due to the exact time when the LEADS interface takes place. This requires that the 50% county reduction be received from Illinois Bell. Figures are based on 12 months. �i- 2-25-a2 UN 2mGs ARLINGTONI A!2» ; 72w\AI7« CHICAGO ms ; �ABaoa HOFFMAN ESTATES �szA�gg PARK g�z�Am� . POPULAT T my , 638 66,116 1 54,500 JG ; 5«�e D,«7 } 38.700 60,590 32,166 38.700 - 53,058 TOTAL EMPLOYEES (POc) ea S, 128 q ' 47 ` G . � « ( 231 ..1 ,! « ) 144 . . a SWORN 7zmERs j � � 67 � . , 6 . 50 91 CHIEF � ------------ DEPUTY CHIEF/CA, ! ! 2 6 2 - 2 ! --2; 2 1 2 COMMANDER/LIEUTENANTS ( 4 6 2 7;. 5 . .5 j ! 15 . 4 4 5 WATCH mammAg ;es , a. : 2: { 10 ( 12 _ w 11 a 17 6 4 a eGI AsG S . 6 .\.. 1 .§. «: e D 4 16 1 © CSO/POT Ic as7s 9 y. a 5 e -} 2 �. - -? G ! � a CROSSING GUARDS 17 12 2 21 # 1 e 22 G; D 12 UMBER. 7 Ag� 22 G y 25 2 g . 20 ; » MOTORCYCLES - - - - : 4 ( - , ! g _ 3 2 Aux _ ! VANS } ! . - - - - , 2 MANAGEMENT SERVICES PROPOSED 1982-83 BUDGET Management Services 1982-83 proposed budget indicates a decrease of $25,529.00 while the Village Clerk's proposal indicated increases of $4,981.00. Management Services decrease is basically represented by lower insurance and telephone budgets. The Village Clerk's difference over 1.982 stems primarily from increases in copy machine rental and offset repairs and supplies costs. Personnel. ...... . . . ....... — The 1982-83 Budget contains the same number of employees as the current fiscal year. Although Management Services workload is similar to that of other comparable size municipalities, the department operates with somewhat fewer employees. Modifications and enhancements expected to be made to the department's systems and operations during 1982-83 should result in better controls and in some instances information that is not currently available. Insurance The majority of Village insurance costs are funded through Management Services department. Preliminary steps have been taken to research the possibility of the Village assuming a self-insured program for group health coverage. This study will. take sometime to complete, with periodic status reports to be furnished to the Village Board. Requests contained in the 1982-83 proposed budget for capital. equipment totalling $1,500.00 represent replacements of existing equip- ment such as typewriters and adding machines. The IBM System 34 Computer is going to have to be expanded with additional main memory and disk to handle increased demands placed on the system by Management Services and other Village Departments. Although no funds have been requested in the 1982-83 proposed budget for this expansion, the department may be in a position late next year to allow the computer to start absorbing larger increases in demands such as those anticipated by Public Works. Current Costs for expanding the Computer Configuration total $1.2,000.00 of which $1.0,000.00 would be disk and $2,000.00 for main memory. Any additional terminals or printers would be budgeted as more definitive requirements dictate. 4 YEAR EQUIPMENT PROGRAM !jt-_scripti,an Replacement of Office Equipment Computer Expansion (M/S Dept. Only) Offset Printing Equipment Word Processing - 2 - 1982-83 1983-84 1984-85 1985-86 13,000 15,000 10,000 $ 1,500- $33,000 $ 2,000 $17,000 Due to type of equipment being purchased, these replacement items will be purchased throughout the year. L'T_LL1GE OFn„}0,0-7• PROSPECT 2/10-192 F.hNAGE!'-NT SERVICES [IF 1 As;l1l NT STATISTICS Hoffman A,-1 ing tan t:::tates Rid M' -t Pr- Sch.: De=_ Flai-, Elcir, itc iatl -ts-- Pop. ..,k i 37, COO 38, COLI a - , cv0 j?,3c-o 53.500 r:31000 71,000 -ral Eu,19a, 10,57e,0oo 12. FG,DSC l0-:,., ,162 21,FRQ,252 22, 29,246 38,960,330 29,767,0441 F.li Tl,e liilaae Clerk's Office 2 2 3 r 2 z Fi r._,::ce 04 -Sic. s .5 -u 9 - i5 10 ._ 14 Ferma:,ent-Fart Time (1-P': C_erki All Fui ._7l_ Al. Ful= Ticar• (1-FT-C;erk ) «., Part Time; All Ful] Time l os C;ty/1,11ilsge ha" 7=u rcl,a sin<; Dept. No :"es Na 7'e=; No N. yes till_ I:art t. _.'i n_a=lc `rnt Scr-c", - Ye., - 771 - Yes Does yatir Pnpt, have its a r Data P-cessing Yes No Y—IRM Yes --IUp, Nu Yes -IM, No E:fuii.-:ec�tl' hat Kir=d aCR - vsta.i34 Systcml34 - ,stem,'3 - No. of huts �;_- - ;3illcd _..,.:ua= b"COO oo 64,O00 5,000- ,0-@,Ooo 7 2, 000 Fater Pill i r 9 Cycle 2 ---th= V—terl.: 4•u .rterl}� y .__c -.1y 1 -". the u. —thlY gxussteriy No. Payroll Checks I=_o-d ,,:,nually 7,000 nu. o`_ Ac—e,tu 111 qhs -.. a._;—d Al,;,;:..11; 3, POO GO 5,so0 0;0 7,50o Does lour Dcnt. ..e-cccr Dit,l ..r -_i F- Park No l.0- ix ar} ,1111 ;br„�r•-I ...x r0-..>ar} �'zail t'k. Di st. &Cr. L3•,. Library .tce9. .._strict, Schools, etc. All Acctg. Call, Al': As ---q. :,ay,A;l Aceta, All Asctc. No3 of Spccisl Asses. ..:,1.111=s .rc•l,.arc <; ,,..,_„a 11 Pose 1' av_ 50 ;0 600 1,200 N.. o, v-inces Licer:s,ss Scid linr:u,l by M/S 1,200 350 Soo No. _ Collt, 2,-C,I- ,00ti 1,000 2,000 Does Your Dept. Nandle C—olaati-S - Yes Yes Yes No Yes No No S -i tchil-rd ii ^.,,;ce Fracess Tickets ^r. City jGi:tsive ..u_sids Oatside 11.4.1_ police-okrsF ..:side Inside Outside mi�utee Terminal Do Yti. 1'`:c Set tware Pack aq es -Or Did You Did !?-r. Combination Did C1, 1, C of,._..I,.: tt.MOS C:•�_:: an Yvur iA,•n Dc You Outside Cenn. sultats For S_=stems Ye, Ta ,Ds yes Yes -Or. Occ -ioFl NMI"S Yes -;Pini tee NRDS a P-11ra. -n9 le , . Dvilt, ResponsiGlc Par ;ncemi;:P Yes Yes Yen Yes 6 Cxutn;;, 419 Mail 01 c•.� .ay. D'i-. R-31,ter V.t..s t,'u NNo .,c_ No Yea 11- ,v y Gar_es Ly Vales by Election El-_ ,l.. March 3, 1982, COMMUNITY DEVELOPMENT DEPARTMENT PROPOSED 1982-83 BUDGET The Community Development Department's goal for 1982-83 is to continue to maximize staff efficiency in the areas of Plan review and zoning enforce- ment, and to maintain the schedule for implementation of projects funded by the Community Development Block Grant Program. Following are some of the hiqhlights of the major functional areas of the Community Development Department: Personnel: There are no anticipated changes in the locally funded positions in the Department. In 1981, we utilized the services of two summer interns to assist in zoning ordinance research and downtown develop- ment design strategies. This permitted the Director, Village Planner, and Zoning Officer in handling the daily ongoing planning and zoning in the development of draft ordinance amendments. We plan to continue the intern program to provide additional research -in the areas of zoning and sign ordinance administration. While it is difficult to make a direct comparison with other com- munities, our Community Development Department compares favorably on a dollar and staff strength basis with other communities providing similar services. This is particularly notable considering the number of functions that we perform with a relatively small staff. Major differences in staff size and annual budgets is apparent among the communities surveyed, primarily because not all Community Development departments are directly responsible for Community Development Block Grant Programs, and some departments include Building/Code Enforcement activities. Planning Research: The planning research activities for the 1982-83 budget year will continue to concentrate on aspects of ordinance development. Major focus will be directed to the revision of the Zoning Ordinance, Sign Code, and Development Code. other projects will include the inventory of land use and signs, downtown planning and parking studies, and the establishment of a general Property file through computer use. Whenever practical, project specific sub-committies will be employed to draw upon the knowledge of such bodies as the Plan Commission, the Zoning Board of Appeals, the Downtown Develop- ment Commission, and the Chamber of Commerce. An example is the Sign Sub -committee recently formed to assist staff in developing a comprehensive amendment to the sign ordinance. Zoninq Administration: We expect the zoning administrative activities to continue at an increasing pace since the adoption of the Comprehensive Plan, the 1982-1983 Budget - Page a March 3, 1982 lifting of the zoning moratorium, and the transfer of sign reviews from the Code Enforcement Department. As the property file is developed we can look forward to more indepth examination of zoning requests based unon more Complete information regarding the history of development in the areas affected. A significant block of intern time will be devoted to developing the property file during the 1982-83 fiscal year. Planning Administration: _-_ With recent amendments to the Development Code improving the standards and orocedures for site plan review, the staff has been able to increase the amount of amenities and the quality of site develop- ment. Coordinated staff department reviews have succeeded in in- creasing the amount of landscaping, attractive lighting and attention to proper sign control. Community Develooment Block Grant Pr(!CjraM: Senior Citizen Housing - Dell Corporation is currently completing the 97 -unit Centennial Housing complex for senior. citizens. A park to the East of Centennial Apartments will be developed during this Spring and Summer, which will provide landscaping and amenities to compliment the senior citizen housing. The total project should be completed by the end of the calendar year. Residential Rehabilitation and Weatherization - This program has proved to be very beneficial to low/moderate-income residents and the number of the requests for assistance continues to increase. We have, to -date, handled a number of applications and anticipate spending approximately 700 of the total of $187,000.00 devoted to these programs by the end of the next budget year. Multi -family Rehabilitation - This new program proposed for the 1982- 83 year will attempt to address some of the problems of the older high-density rental apartments located in the Village. It is anticipated to be operated as a low interest loan program. $120,000 has been allocated for this program under the proposed budget. Business Rehabilitation - While some inquiries have been made Tjgardi.ng the Business Rehabilitation Loan Program, to date, no applicant has pursued a loan seriously due to prevailing high interest rates. The staff together with the lending institutions and the Chamber of Commerce are examining ways to revise the program so that it might be more attractive to potential applicants. This program carries a total HUD allocation of 5125,000.00. 02e.n ace Develonm' ent and Acquisition - A total of $89, 000.00 has been allocaTi.�U_?-6`rTfi development of Commonwealth Edison Right -of - Way from Elmhurst Road Westerly toward Busse Road. Completion of the first phase of this improvement is expected by the Fall of 1.982. Planning for Phase II will begin in the Fall. An additional 1982-83 Budget - Page Three March 3, 1982 $60,000.00 has been programmed for open space acquisition bringing the total to $120,000.00 for open space acquisition. Housing Site Accuisit.-ion - S165,000.00 remains allocated for low/ moderate -income housing site acquisition from previous years. The Community Development Department recognizes the need to make substantial progress in acquiring a site this year using these funds, possibly in conjunction with the funds allocated for open space acquisition. Senior Citizen Center - The Community Development Block Grant funds have been used in the past to make imorovements to the Senior Center including a new roof and a central humidifier system. This Summer, funds will be used for new storm or thermopane windows for the building as an energy conservation measure. Downtown Improvements - The Busse/Wille Improvement Program will be completed by the end of Spring, 1982. Additional monies have been set aside for the downtown improvement for possible use on Prospect Avenue. and/or Northwest Highway, seeking joint participation with property owners in right-of-way improvements. In addition, a comprehensive parking study should result in recommendations for long-range off-street parking improvements in the downtown. A second phase of curb improvements to aid the handicapped has been awarded and will. be completed this Spring. A third phase of the Handicapped Access Program will be coordinated with the other public right-of-way improvements in the downtown and should be completed during the 1982-83 fiscal year. C.D.B.G. Administration - A portion of the Community Development Block Grant funds are set aside for administrative costs, including permanent staff salaries, an intern, and will allow for the purchase of a desk top computer. In summary, the Community Development Department staff has been able to show excellent progress toward the stated program goals of streamlininq and developing more comprehensive staff reviews in planning and zoning administrative matters. We have been among the top Community Develop- ment Block Grant entitlement communities with regard to completion of urogrammed activities in this past year. The outlook for continued success in some of these programs will- depend in part upon the response of the general economic conditions in this next year. Kenneth H. Fritz, D .- i, - r ec _ t " or o, " f Community Development KHF:hq Attach. COMMUNITY: POPULATION: (1980 Census) TOTAL STAFF: PROFESSIONAL: INSPECTORS: CLERICAL/DRAFTING: INTERN/ASSISTANT: TOTAL OPERATING BUDGET: LOCAL: C.D.B.G. PROGRAMS: DEVELOPMENT COORDINATION: ORDINANCE REVISION: ZONING: REHABILITATION: DOWNTOivN DEVELOPMENT: COMPREHENSIVE PLAN: BUILDING/CODE ENFORCEMENT: ENGINEERING: HEALTH: ADVISORY BODIES: DOWNERS ; �� MOUNT ARLINGTON GROVE [NAPERVILLE SCHAUMBURG ;PROSPECT 'IDES PLAINES SKOKIE ELGIN HEIGHTS 38,274 j 42,330 52,392 X52,634 53,568 60,278 63,798 I 66,116 7.5I 23 11 6 3.53 8 124 1 4.56 I 3 5 5 4 ;t 1 4 5 3 2 8 1 0 i 0 [ 0 3 3 0 2.5 9 3 1' 1.5 3 3 1.5 0 1 2 I 1 1 1 0 $288,5001 $440,000 $215,000 ;1$160,00711 $100,0003 $197,700 $460,200] $126,250 t $288,500 $440,000 $200,0001$102,7811111 $100,000 $153,7006.$360,200 $107,25n 0 0 $ 15,000 j $ 677:22631 0 $ 44,000.$100,000 } $ 19,0( Yes Yes 3 Yes i= Yes 1 Yes 'I Yes Yes Ye Yes Yes Yes Yes is Yes !' Yes I Yes Yes Yes Yes Yes ;? Yes ?! Yes Yes Yes No No Yes No Yes € No Na 3 Yes j No Yes Yes Yes I Yes Yes Yes Yes ! Yes Yes Yes Yes 3 Yes Yep Yes ;Yes Yes Yesl No Yes j No No No i` No No j i No No ? No No !Yes No No No Yes No 1 No No No No 3 Yes No 6 4 ; 72 1 5 ' 4 3 4 3 1. Engineering, which is part of this department, has been excluded for comparison. 2. Some infrequent 3. Budget will increase to $315,000 and staff to 8.5 when combined with Building Department in near future. 4. Health and housing division of Community Development Department has been excluded for comparison. 5. Also has zoning hearing officer. 6. C.D.B.G. Department primarily separate. -' - . - \ Villa6_a of Mount Prosp_�_-t HEALTH SERVICES DEPARTMENT 5nSouth Emerson Street �=_ = Mount Prospect, Illinois, 60056 ncv|th Services Senior Center 312/392-6000 ]12/]984567 HEALTH SERVICES DEPARTMENT -- PROPOSED 1982 - 1983 BUDGET In the preparation of the 1982-1983 Budget the goal of the Health ! Services Department was to maintain current service levels and / reduce expenditures. The following summary highlights our effort to maintain program costs as low as possible: Personnel: The Senior Center is staffed with 2 part-time secretaries. This results in a savings to the Village in the cost of employee / fringe benefits as well as lower base salaries. ' Continued employment of one Environmental Intern has increased the productive capabilities of the full time staff. Maintaining Environmental service levels and Environmental p ' with less than 36% of the available labor force of other Northwest suburban communities of comparable size. Health Information Environmental Health Recycling Water Laboratory Blood Donor Program l) Administration and Support Less than 3% increase over 7987-1982 Budget, increase due to estimated increase costs to maintain present levels of ef|iciency, In 1981 the Director and Sanitarian spent 18'/o' of their time performing administrative tasks. 2) Food, Pool, General Health Inspections Less than 3% increase over 1981-1982 Budget. 60% of Staff time spent in 1981. Increase is needed to maintain current � level of efficiency. 3) Animal Control l. 0% increase over 1981-1982 Budget � Z, Caught more animals in 1981 than in 1980 3. Took 4% of staff time in 1981 vs 13% in 1988 4. Potential savings of $2,250 in contractual services due to: (u) Intern removing insect nests and (b) Intern and staff checking creek for rodents ` Money for contractual services will only be spent if insect or rodent problem cannot be handled by staff. In 7981, only $400.00 was spent. 4) 0% increase, $0.0 Budgeted, l% of staff time devoted to Taxicab Program in 1981. 5) Blood Donor Program 3% increase over 190-1982 Budget. Increase proposed to maintain program at current level. 6) Solid Waste Disposal 10% increase over 1981-1982 Budget. Increase entirely due to , ^ increase in refuse contract. The following was done to keep costo as low as possible: (a) Changed refuse count from estimated to actual count - Savings ~ $24,000 per year. (b) Contract was open for bid - rate of increase from 1979 contract ~ 6% increase per year for past 3 years and future J years. (c) Maintaining actual count of dwelling units by cross-checking 7) Recycling Center Discontinued January 1981 due to increasing costs for workers and hauling of material and due to reduced revenue because of lower prices paid for recycling material. 9% of the Directors time was spent on this program in 1980, 8) Nater Analysis Transferred to Public Works Budget for the following reasons: (a) The protection of a public water supply and the requirements of I.E.P.A. are part of the costs of providing a safe water supply and these costs should be part of the "user costs." (b) By transferring this account, we remove it from the General Fund. (c) Other than not testing the samples ourselves the workload and work responsibilities remain the same. Public Works has always picked up the majority of the samples and brought them to the {ab. This Department will continue to pick-up samples as we do now. The Water Laboratory was discontinued May |, 1981 to save time and money. In the first year 1980-190 budget the cost ofhaving the samples run for us was the same as the costs of purchasing our supplies. We were spending approximately lO% of staff time testing the water and handling complaints. We now spend less than l% of our time handling water complaints. The Laboratory was sold in 1981 for All programs are re-evaluated each year as per their public health importance and/or their service need to the Village. We will continue to seek Grants to help fund our Senior Citizen Programs and to maintain the Senior Center Building. 9) Senior Citizens Program A) Information, Referral and Counseling This facet of the Senior Program includes the majority of the Center's communication costs, as well as 45% of the entire staff costs. An increase of 4% over last year appears because of a redistribution of telephone costs into this category. In actuality` decreases have been budgeted to more accurately reflect actual spending in some areas. The programs in this facet are being maintained at a level of cost indentical to that budgeted last year, with a decrease of ,003%. Approximately 19% of staff time; mostly clerical. C) Homebound Services We propose a 5% increase in this area of service, which includes our Taxi Cab Program~ in which we propose a 15% increase' This area includes 33% of staff time. D) Community Activities, There is a .03%|1ncrease in this area, which accounts for 3% of staff time, a level which will continue for the coming year. The total increase proposed for 1982 is 4.2% for the Senior Citizens Park Ridge Mt. Prospect Schaumburg Des Plaines Elgin Arlington Heights Palatine Oak Park Elk Grove V. Population 38,000 52,000 53,300 53,500 63,000 71,000 32,166 54,000 28,907 Employees 1 2 4 3 3 4 3 4 3 Summer Help 0 1 1 0 0 0 0 1 0 (Env. Interns) Permanent 0 0 0 0 0 0 0 0 0 Part-Time Vehicles 0 1 4 2 3 4 3 2 2 Administration No Yes Yes Yes Yes Yes Yes Yes Yes Ani I Control Yes Yes Yes No No No No No Yes Bl( )onor Prog. No Yes Yes Yes No Yes Yes Yes Yes Food Yes Yes Yes Yes Yes Yes Yes Yes Yes Gen. Pub. Health Yes Yes Yes Yes Yes Yes Yes Yes Yes Insects/Invertebrates Yes Yes Yes Yes Yes Yes Yes Yes Yes Institution Program Yes Yes Yes Yes Yes Yes Yes Yes Yes Rodents Yes Yes Yes Yes Yes Yes Yes Yes Yes Safety/Accident Yes Yes Yes Yes Yes Yes Yes Yes No Prevention Solid Waste No Yes No No Yes Yes No Yes No Sewage Disposal Yes Yes Yes Yes Yes Yes Yes Yes Yes 1' Yes Yes Yes Yes No Yes Yes Yes No Ndi___ Pollution No Yes Yes Yes Yes Yes No Yes No Taxi Cabs No Yes No Yes No Yes No No No (Weights & Measures) Sr. Citizen Prog. No Yes No Yes No Yes No No No Swimming Pools Yes Yes Yes Yes Yes Yes Yes Yes Yes Bus. Lic. insp. of Yes Yes Yes Yes No Yes Yes Yes Yes Health related bus. Vending Yes Yes Yes Yes Yes Yes Yes No Yes Bird Complaints Yes Yes Yes Yes Yes Yes Yes Yes Yes Weeds Yes Yes Yes Yes Yes Yes Yes Yes Yes Park Ridge Mt. Prospect Schaumburg Des Plaines Elgin Arlington Heights Palatine oak Park Elk Grove V. Refuse Containers Yes Yes No Yes Yes Yes Yes Yes Yes vicrowave Oven Yes Yes Yes Yes Yes Yes Yes Yes Yes Pesting Barber Shops Yes Yes Yes No No Yes Yes Yes Yes Beauty Shops rood Trucks Yes Yes Yes Yes Yes Yes Yes Yes Yes tiobile Vending ?ia' flews Yes Yes Yes Yes Yes Yes Yes Yes Yes 4os - _o Complaints Yes Yes Yes Yes Yes Yes Yes Yes i Control Multi-unit Insp. Complaints Complaints Yes & Lic. Complaints Complaints Yes & License Complaints No Yes 'rogram only Only Only only Only Housing Dept. lir Pollution No No No Yes No Yes No t;o No ?ire Code No No No No No Yes No No No abandoned Cars No No No Yes No Yes Yes No No ublic Health No No Yes Yes No Yes No Separate of Yes dursing Env. Health dells Yes Yes Yes No No Yes Yes No Yes eot-` -> Yes Yes Yes No No Yes Yes No Yes 'oL utreach No No Yes No No No No No No frogs:: 'een Center No No Yes No No No No No No ,oan Closet No Yes Yes No No No No No No :carrier Watch No Yes Yes No No No No No No Irogram Village of Mr- it Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: Terrance L. Burghard, Village Manager FROM: John A. Hedstrom, Director of Management Services SUBJECT: Third Quarter Financial Report - Ending January 31, 1982 DATE: February 19, 1982 The following analysis represents the financial position of the Village as of January 31, 1982. Revenues General- Fund The Village has received approximately 64% of the projected revenue estimate for the fiscal year. A large percentage of the remaining income to he received is real estate taxes and sales tax. Overall, it is estimated we will receive 97% of total by April- 30th. A review of major revenue components of the General Fund is as follows: P opeKty Taxes - The Village has received 56% of the projected revenue. The first installment of the 1981 taxes, to he received in March and April, 1982, will bring the total to approximately 97%. Sales Tax - Receipts are 73% of the total for the year. Based on our esti- mate on a month to month basis, we are approximately 414% in excess of the estimate, or $94,000. The largest collection is received in March, 1982 for December, 1.981 sales. Income Tax - Receipts are 730 of the total estimate. Based on our estimate on a month-to-month basis, we are approximately 3% under the estimate, or $23,000. Ordinance Fines - Circuit Court fines for January were not received until the first week of February. Had they been received during January, total revenue would he $183,351 for the first 9 months or 59% of the total estimate. Based on the average of the present receipts, total revenue for the year may be short $65,000. It is common to receive fines from the Ci.rcuit Court on an irregular basis as indicated above. Fees & Licenses - The Village has collected 32% of this revenue. Related building permit fees are at 71% of the estimate. It is quite possible the estimate may be reached based on the revised fee structure. Vehicle and dog license fees will he short approximately $218,000 because of the new display date as mentioned in previous memorandum. Therefore, it is esti- mated total. Fee Revenue may be short as much as $218,000. - 2 - Grant Revenue - Aithough grant for ILEC Police Training is less than anti- cipated, the grant for Senior Citizens will be higher than budgeted because of the grant renewal thru September, 1982. Total receipts will be slightly higher than $39,000 budgeted. Interest Income - Current total revenue is nearly 100% of the estimate. . . . . . ... . ............ Because of lower cash balance and rates it is estimated approximately $25,000 will be earned during the remaining 3 months which will be the amount exceed- ing the estimate. Miscellaneous Income - As previously noted, it is anticipated the receipts for the next 3 -month period will bring the total revenue in excess of $25,000 over the estimate. Summarizing the preceding points indicates estimated revenues as follows: Current budgeted revenues $7,866,650 Adjustments: Sales Tax $ 9,400 Income Tax (23r000) Ordinance Fines (65,000) Fees & Licenses (218,000) Grant Revenues - Interest 25,000 Miscellaneous 25,000 (162,000) Current Estimated Revenues $7,704,650 Revenue Sharin2 Fund: Federal Allotment - The Village will receive $25,508 less than budgeted as previously reported. Interest Income - Earnings are at 560 of estimate. It is anticipated the _total 'for -the year will be $10,000, $5,000 less than budgeted. Motor Fuel Tax Fund: Total revenue is at 77% of total estimate. Allocations from the State have been less than last year for the past 3 months and approximately 6% below the estimate to date. Reimbursement on Projects, which includes damage to traffic signals, exceeds the estimate. Interest income is at 97% of estimate and anticipate earning $11,000 over budget. Total estimated revenue will be attained at year end. Community,Development Block Grant: Funds are requested as needed. Illinois Municipal Retirement Fund.: Real Estate Taxes are at 720 of estimate. Balance of taxes will be received during March and April. - 3 - Waterworks & Sew Total revenue collected is at 78% of the estimate and on schedule. Although the largest source of revenue, water collections, is at 73% of estimate, other sources such as penalties, water and sewer taps, and fees are ahead of estimate and the one-time revenue from MSD settlement will be sufficient to meet the total estimate of the fund. Parking System Revenue Fund: Collections for Unit #1 (CNW Railway ROW) is at 75% of estimate. Collections for Unit #2 (Maple Street) is at 520. This lot continues to have empty spaces as previously reported. Interest Income continues to exceed the estimates due to low original estimate. Overall receipts are at 75% of total estimate. Capital Improvement, Repair or Replacement Fund: Real Estate Taxes are at . . . ....... of estimateto and balance o be received during March and April. Interest Income is 46% over the estimate. Original estimate was low. Corporate Purposes Construction Fund 1973- --- _ This fund is at 134 of estimate. Interest ncome exceeds the estimatebyY9 % " as funds have not been expended Since projects have not proceeded on schedule. EPA Grant funds have not been requested. General Obligation Bond & Interest Funds: Property Taxes of all funds are at 63% of estimate. Balance of taxes to be received in March and April. Interest Income is at 252% of current estimate. Original estimates were low. Police Pension Fund: Total revenue is at 74% of estimate. Real Estate Taxes are at 62% of estimate. with the balance to be.received in March and April. Interest Income -is at 84% of estimate and will exceed total estimate for year. Firemen's Pension Fund: Total, revenue _!_sai774% of estimate. Real Estate Taxes are at 62% of estimate with balance to be received in March and April. Interest Income is at 83% of estimate and will exceed total estimate for year. Expenditures ... ....... Expended_ Public Representation Major items exceeding budget relate to 99% additional Audit costs, Organization Membership increase, additional recogni- tion supplies and publication costs. - 4 - Expended Village Manager's Office Expenditures are axx schedule except for 70% Prosecutor services which is at 88% expended and publishing notices (ads) in Personnel Management which is $454.00 over budget. Man�ement Services Finance Division 70% Clerk's Office 76% Finance Division expenditures are on sche- dule in most programs except Data Processing for programming and other related services. The Clerk's Office expenditures are on schedule except for Codification costs which included a delayed payment for original contract costs and Copy Machine Costs. Public Safety and Protection Police Department 724 Fire Department 71% Central Dispatch 85% Expenditures for Police Department are on schedule. Fire Department is on schedule in most programs except Communications which are above estimate due to personal services being required because of the delay in con- version to Central Dispatch and Equipment program is under estimate as major purchases have not been paid. Central Dispatch exceeds the estimate because of delayed billing of $19,793.98 for prior years. Health and Environment Health Services 67% Senior Citizens 70% The expenditures for Health and Senior Citizens are within budget. Cammunity_Development Department With the exception of variances within projects, expenditures are within total budget. - 5 - Maintenance of Public Facilities Street Division Water & Sewer Division Parking Division Engineering Division Street Division: Overa7.l expenditures are within budget. Maintenance of Public Buildings is at 95% expended due to charges of maintenance personnel. exceeding budgeted amount and capital budget being expended. maintenance of Grounds exceeds the budget 8% due to charges of maintenance personnel. Snow Removal program is only at 28% expended as the major costs for personnel and commodi- ties have not been paid out to date. Storm Sewer Program is overexpended primarily in per- sonal services. It should be noted, Public Works maintenance personnel charge their time to specific programs for which their work is entailed and therefore budgets may be over in some programs and under in others. Water & Sewer Division: Ki�,_rOgram expenditures are within budget. Division: It It is estimated expenditures at year end will be close to budget. Mclior,expendi-tures for parking lot improvements have been spent, thus showing the 92% expended at the time. Engineeri Division: Flood and Erainage Program is at 25% h�ecause there have been minizilal payments on the two major projects. Street Lighting ProgrzU11 is only at 29% because of minirnal. disbursements on the major street lighting project. Motor Fuel Tax COT's truction Program is at 78% because of non -budgeted Busse -Wille Improve- ment expenditures and the Resurfacing Program only partially expended. Expended 72% 70% 92% 44% Community and Civic Services Community Groups 495% Share - 4th of July Celebration 103% Christmas Decorations 33% - 6 - The Pension Funds budgeted amounts are for levying purposes and the expenditures for pensions, refunds and other expenses as related to the levy are the percentages shown. Principal- and interest payments of the G. O. Bonds are paid as outlined in each issue's payment schedule. Funds are provided from Property Tax receipts. All payments due for princi- pal and interest have been made. Revenue Bonds prin- cipal and interest payments are also paid as outlined in each issue's payment schedule. Funds are provided from the Waterworks & Sewerage Fund receipts. Only one-half of the interest has been paid; principal and remaining interest will be paid in April. In conclusion, the revenues are being collected on schedule except for those highlighted in the Revenue portion of this report. Expenditures are at budget level in most programs. Expended Community Ln Includes disbursement to Mount Prospect Public Library for share of Personal Property Replacement Tax not budgeted. Share 4th of July Celebration: Police Department overtime costs caused this program to be slightly over budget. Christmas Decorations: Percentage expended is only at 33% because balance of wreath rental has not been paid. Trust and Debts Police Pension Fund 34% Firemen's Pension Fund 13% I.M.R.F. 620 G. O. Bond & Interest 980 Revenue Bonds 20% The Pension Funds budgeted amounts are for levying purposes and the expenditures for pensions, refunds and other expenses as related to the levy are the percentages shown. Principal- and interest payments of the G. O. Bonds are paid as outlined in each issue's payment schedule. Funds are provided from Property Tax receipts. All payments due for princi- pal and interest have been made. Revenue Bonds prin- cipal and interest payments are also paid as outlined in each issue's payment schedule. Funds are provided from the Waterworks & Sewerage Fund receipts. Only one-half of the interest has been paid; principal and remaining interest will be paid in April. In conclusion, the revenues are being collected on schedule except for those highlighted in the Revenue portion of this report. Expenditures are at budget level in most programs. THIRD QUARTER FINANCIAL REPORT (75%) JANUARY 31, 1982 Revenues General & Related Funds Capital Improvement Fund Revenue Sharing Fund Waterworks & Sewerage Fund Parking System Revenue.Fund G. 0. Bond & Interest Fund Police Pension Fund Firemen's Pension Fund I.M.R.F. Motor Fuel Tax Fund Corporate Purposes Construction,Fund 1973 Community Development, Block Grant Estimated Total Total Receipts 1981-1982 Year to Date - 7 - Balance to be Percent Received Received $7,866,650 $5,019,701 $2,846,949 64 144,735 112,401 32,334 78 415,000 294,964 120,036 71 2,574,350 2,005,054 569,296 78 132,445 99,062 33,383, 75 655,294 442,168 213,126 67 811,075 601,840 209,235 74 980,730 724,983 255,747 74 233,127 146,303 86,824 63 782,000 604,474 177,526 77 550,000 69,689 480,311 13 578,875 237,938 340,937 41 THIRD QUARTER FINANCIAL REPORT (75%) JANUARY 31, 1982 Expenditures Public Representation Village Manager's Office Management Services Finance Division Clerk's Office Public Safety & Protection Police Department Fire Department Central Dispatch Health & Environment Health Services Senior Citizens Community Development Maintenance of Public Facilities Street Division Water & Sewer Division Parking Division Engineering Community & Civic Services Trust & Debts Police Pension Firemen's Pension I.M.R.F. G. O. Bonds Revenue Bonds - 8 - Total Unexpended Annual Disbursements Annual Percent _Budaet . Year to Date . Budget . . .................. . .. . ....... Expended $ 57,700 $ 56,924 $ 776 99 231,433 161,064 70,369 70 865,079 604,894 260,185 70 92,623 70,493 22,130 76 2,388,472 1,720,848 667,624 72 2,416,343 1,704,754 711,589 71 208,000 175,789 32,211 85 1,028,585 689,615 338,970 67 83,938 59,025 24,913 70 481,077 316,974 164,103 66 1,354,203 971,037 383,166 72 2,408,759 1,430,924 977,835 70 194,530 179,240 15,290 92 2,225,343 706,762 1,518,581 44 24,362 29,235 (4,873) 120 310,557 106,550 204,007 34 442,503 56,576 385,927 13 261,000 161,595 99,405 62 650,730 634,957 15,773 98 209,425 41,088 168,337 20 - 9 - VILLAGE OF MOUNT PROSPECT NINE MONTH FINANCIAL REPORT SUMMARY OF CASH RECEIPTS AND DISBURSEMENTS Cash & Invest. Nine Nine Cash & Invest. Balance Month's Month's Balance 4/30/81 Receipts Expenses 1/31/82 General Fund $ 1,204,298 $ 5,019,701 $ 5,991,760 $ 232,239 Special Revenue Funds: Revenue Sharing Fund 84,238 294,964 272,787 106,415 Motor Fuel Tax Fund 781,810 604,474 583,176 803,108 Community Development Block Grant (18,637) 237,938 252,473 (33,172) Illinois Municipal. Retirement Fund 146,303 .1.57,714 (11,41-1) Enter se Funds: Waterworks & Sewerage Fund: Operation & Maintenance 390,852 2,005,054 1r649,268 746,638 Depreciation, Improvement & Ext. 30,206 355,208 354,814 30,600 Surplus Revenue - 238,214 238,214 - Bond & Interest 30,039 209,304 17,212 222r131 Bond Reserve 381,950 64,294 - 446,244 Parking System Revenue Fund 138,327 99,062 179,241 58,148 Capital Projects Funds: Capital Improvement, Repair, Replacement Fund 311,702 112,401 15 424,088 Corporate Purposes Const. Fund 1973 689,439 69,689 39,956 719,172 Special. Service Area Const. #2 47,972 25 41,803 6,194 Special Service Area Const. #3 - 25,937 6,256 19,681 Special Service Area Const. #4 - 51,944 13,350 38,594 Debt Service Funds: Corporate Purposes 1973 154,918 122,920 159,628 118,210 Corporate Purposes 1974 352,235 277,628 378,153 251,710 Special Service Area #1 21,892 8,648 15,400 15,140 Special Service Area #2 1,385 26,949 25,012 3,322 Fire Equipment 1964 14,555 8,154 11,051 11,658 Public Works Building 1.964 18,745 16,550 23,036 12,259 Fire Station 1964 18,220 15,577 22,212 11,585 Library Building 1961, 7,700 784 - 8,484 Municipal Building 1961 5,367 575 - 5,942 Trust and Agency Funds: Police Pension Funds 3,667,587 601,840 120,104 4,149,323 Firemen's Pension Fund 4,121,639 724,983 88,481 4,758,141 Contractor's Surety & Sidewalk Fund 89,145 6,233 4,700 90,678 Trust Fund 424,733 32,344 96,947 360,130 Water Deposit Fund 72,081 - 72,081 - Library Investment Fund 110,000 1 . . . . 613,873 . .. . .................. 431,277 292,596 . .. . ...... . ... - $13,152,398 $1.1,991,570 $11,246,121 $13,897,847 Village of M , it Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: Terrance L. Burghard, Village Manager FROM: John A. Hedstrom, Director of Management Services RE: Quarterly Status Report Lester Witte Management Letter DATE: February 18, 1982 At the 'time Lester Witte's Management Letter was discussed by the Village Board, we were i1]Str-U(.,tE.,d to submit a quarterly status rer)oxt on x.ecommenclations contained in the letter. Following Witte's letter point--by-j:Yoint, our colmnents, are - 1, Bank Account Reconciliations - All. Village hank accounts are reconciled through January 31, 1982. 2. Cash Collections - Cash is balanced - - and deposited the same day received. We are working on design of a Cash Receipt form and system and hope to have it installed by 4/30/82. This also involves some modifications to computer programs. 3. Authorization ---& Appr2Val__ - Department heads approve disbursements prior to release of checks. - Additional audit checks of comparison of source documents to computer data (copies of checks for accounts payable and check register for payroll), is being implemented within Management Services. These procedures will take place prior to release of checks. 4. Centralized Purchasing Function ......... .. . ... .... --a 1"reviously discussed and no action is being taken. - 2 - 5. Centralized F 2yrdj in for Personnel for _2 VT j_ - — -T_ yosshAm L �T )5a� y,� and lm�j Due. - The system has been designed aNTITTGARAQ King programmed for the S/34. We expect to implement system in March, but it will be retroactive to January 1, 1982. 6. Chart of Accounts for MFT - We are currently researching data to determine if we can implement this suggestion in time for preparation of final printing of 1982--83 budget. 7. Old - Dep2QQ,?n,qontractor's Surety Fund - We have researched this item and plan to submit data to Village Board authorizing transfer of some $45,000 into Village General Fund. This is a one-time General. Fund revenue item and is recognized as such in the 1982- 83 Preliminary Budget, under account 1-000-00-4271. On April. 30, 1981 the Contractor's Surety Fund had a cash balance of $89,145 and the $45,000 we reccmmend to transfer to the General Fund represents deposits received by the Village prior to 1976 that are yet unclaimed. Although we feel. there is little chance of depositors making claims since these accounts do go back as far as 1950, it is understood that the General Fund would bear the expense of refunding any 11.976 or earlier. deposits. 8. Chart of Accounts for Debt Service Funds -&-h, - Vie 1982-0719,Accounts for these funds will he expanded to include separate accounts for principal, interest and paying agent fees. 9. Interbank Transfers of.f-a-111 _ . _ t� 7" _ . .... .... .. - Implemen (I in some cases but not all, as of this date. There are more complexities than meet the eye in this recommendation but when fully implemented will include Intrabank as well as Interbank Transfer. 10. Water Part s L?hys ic 1 Inventory - A preliminary scheduling meeting with Lester Witte 's partners is on our agenda. for March 3, 19Q2, and this item will be considered on that date. Public Works is currently maintaining a manual perpetual inventory system for this inventory. 11. Bond and coupon RyQjer Reconciled With Amounts . .. ........ . 1219by- P.""Iylna_?�q.ents - This has not been completed, but we expect to perform by April 30, 1982. This Concludes our status report for the Third Quarter of this Fiscal. Year. Village of Mount Prospect Mount Prospect, Illinois TO: Mayor and Board of Trustees FROM: Village Clerk RE: New Federal (Congressional); State Representative (Legislative) and State Senate Districts DATE: February 19, 1982 1 am attaching a copy of the map to be distributed with the Newsletter, starting this weekend, which maps indicate the new boundaries for Federal and State Districts. Since this map was prepared and printed, I have discovered that we also have new boundaries for the State Senate Districts. Each State Senate District consists of 2 Legislative Districts, so the new Senate Districts are listed below, only as they apply to our corporate limits: State Representative Districts ........... . .. 53 & 54 55 61YA State Senate Districts .......... ........ ....... .. .. 27 28 29 Because all this is new, entirely new voters cards will. have to be issued, eventually, since there are basically three districts to be voted on. I hope the insert will help the residents to locate their respective districts and not confuse them as much as it has me. Carol A. Fields Village Clerk caf / cc: Village Manager MINUTES COMMITTEE OF THE WHOLE FEBRUARY 9, 1982 I. ROLL CALL The meeting was called to order by Mayor Krause'at 7:30 p.m., in the Public Safety Building, 112 East Northwest Highway. Present at the meeting were: Trustees Ralph Arthur, Gerald Farley, Edward Miller, and Norma Murauskis. Trustee Floros arrived at 7:40 p.m. Absent from the meeting was Trustee Ted Wattenberg. Also in attendance were Village Manager Terrance Burghard, Assistant Village Manager Edward Geick, Director of Public Works Herbert Weeks, Assistant Director of Public Works Glen Andler and approximately three persons in the audience. II. MINUTES The Minutes of the Committee of the Whole meeting of January 26, 1982 were accepted and filed. III. RESTAURANT -,LO LICENSECLASS'jEjqATIqN Mayor Krause reviewed for the Committee of the Whole the support information prepared,.by the staff covering restaurant and lounge classifications. Our current classifications do not establish any standards or regula- tions governing how much of a restaurant area can be occupied for a lounge. That is, currently we'authorize through Class A and Class B licenses, restaurants with bars effectively. The intention of that kind of classifica- tion is to permit the serving of alcoholic beverages with food and also to allow a bar or lounge area within that restaurant for people not eating but consuming alcoholic beverages. Without any standards in the classifications, it is conceivable that someone that has a Class A or Class B license could really minimize the amount of restaurant business and maximize the amount of lounge or bar area. The effect of that would be to secure a license through the Mayor and the Board making representations that it is a combined facility and yet down the road it could end up being merely a lounge with food service being a very minor portion of the operation. The Village Attorney IV had drafted an Ordinance creating a Class S license classification that would be issued to 'restaurants maintaining a separate lounge area as an; accessory use and furthermore, defined that accessory use as not being more than a certain percentage of the square foot area of the building. Mayor Krause recommended that the Class S limitation use 25% as the amount of space set aside for a lounge and that the 'license fee be established at $2,000. A general discussion ensued wherein several questions were raised. The Village Manager is to check with the Village Attorney to determine the Legal status of current license holders in categories A and B. Can the Village require that current license holders with Class A or Class B categories be reassigned to Class S with those standards, but without the concurrence of the license holder. Additionally, the staff is to prepare some statement for the subsequent Board meeting to more clearly show the 'difference between Class B and Class S. The Committee also directed that the Ordinance draft be placed on the next Village Board Agenda for consideration as a first reading with the amendment that the provision to require physical separation between the lounge and the restaurant area be deleted. PRELIMINARY 1982-1983 BUDGET The Village Manager reviewed the summary of the revenues anticipated for the subsequent fiscal year. The Manager pointed out that while the Budget is delivered to the Mayor and the Board previously showed a cash surplus for year-end, April 30, 1983, of some $50,000 that figure has now been eliminated because of the action of Wheeling Township. Wheeling Township has declined to Levy a road and bridge tax and those pass-through revenues to local governments will now cease. We expect :that decline to be in the neighborhood of some $46,000-$50,000. The Committee of the Whole then reviewed the revenue projections by fund and proceeded to review the major sections of the Budget under the responsibility of Mr. Herb Weeks and the Department of Public Works. The Committee of the Whole reviewed pages 68-109. During the discussion,the Manager was requested to prepare for the Board's review a state- ment showing the dollar amount and percentage appropriations suggested by the staff for the Revenue Sharing Fund and that each subsequent Department, when appearing before the Mayor and the Board, should submit a five-year capital improvement plan like the Department of Public Works in the same fashion.. V. MANAGER'S REPORT 1. Mr. Weeks, Director of Public Works, reported to the Committee of the Whole, that the 'Village had negotiated a contract with Layne -Western: within the Budget guidelines' directed by the Board and at less expense than the proposal by Wehling Well Works. The contract with Layne- Westernn will allow WELL #17 to become operational before the summer water demand and Layne -Western is offering a one-year warranty on parts and labor exclusive of any action resulting from sand wearing. 2. WELLER CREEK - Mr. Weeks reported that he is continuing negotiations with the general contractor for the work along Weller Creek as previously authorized by the Mayor and the Board. The,general contractor, Nagle Construction, had previously requested a 15% increase in the contract because of delay of construction in the summer of 1981. After several weeks of negotiations, the contractor is now agreeing to a 10% contract increase if the Village will assume the costs of the disposal of the spoil material in an EPA approved landfill pursuant to the EPA permit. Mr. Weeks estimates that this cost could be $6,000-$7,000. Additionally, the contractor has submitted an alternate paving block which is being reviewed for strength and specifications by our engineer on the project, Mr. Toberman;, 2. The Village Manager reported that the Village Attorney had reviewed the final paPers for the XYTEL INDUSTRIAL REVENUE BOND matter. Xytel anticipated coming before :the Mayor and the Board sometime in ,March. VI. ADJOURNMENT There being no further business, the meeting was adjourned at 9:31 p.m Respectfully submitted, TERRANCE L. BURGHARD Village Manager TLB/rcw y