HomeMy WebLinkAbout7. MANAGERS REPORT 12/04/2007
Mount Prospect
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Mount Prospect Public Works Department
INTEROFFICE MEMORANDUM
FROM:
PROJECT ENGINEER
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TO:
VILLAGE MANAGER MICHAEL JANONIS
SUBJECT:
2008 TRAFFIC SIGNAL MAINTENANCE CONTRACT - $56,284.00
DATE:
NOVEMBER 29, 2007
Background
Of the 59 signalized intersections in the Village of Mount Prospect, the Village is responsible for the
maintenance of eight of them. The Illinois Department of Transportation (IDOT) and the Cook County
Highway Department (CCHD) are responsible to maintain all others except for one near Randhurst Mall.
It is maintained by the mall. Typical work includes replacing burned out bulbs, making sure the
equipment within the cabinets are functioning properly, installing loop detectors in the pavement, and
fixing any damaged posts and traffic signal heads as a result of an accident.
The Village's contract is for one year beginning January 1st. It stipulates, however, that the Village and
the contractor can agree to a one-year extension at the same price. Otherwise, the Village will bid the
contract again after the first year. The current contract is in its second year and will end December 31 st.
The Village, therefore, must bid the contract again with a new one to start January 1, 2008.
Bids Results
At 10:00 a.m. on November 19th, sealed bids were publicly opened and read aloud for the 2008 Traffic
Signal Maintenance Contract. A notice was published in the IDOT Notice to Contractors Bulletin as well
as the Daily Herald.
Three contractors picked up contract bid documents and one submitted a bid. A bid of $36,284.00 was
received by Meade Electric Company of McCook, Illinois. It represents a 1 % reduction from this year's
contract.
The bidder submitted a bid bond in the amount of 5% of their total bid as required by the contract
documents. The bid was checked for accuracy. No errors were found. The bidder correctly signed their
bid and bid bond.
Discussion
The bid results continue to show a trend in the traffic signal maintenance industry in the Chicago area.
Whereas in the past the Village could expect three to four bids from companies who focused on
maintenance, some companies are now focusing on the construction end of their business. Aldridge
Electric, the Village's contractor a few years ago, is no longer in the maintenance business and is solely
focusing on new construction. Lyons Pinner Electric, one company who picked up bid documents but did
not submit a bid, also has a number of new construction projects. And Gaffney's PMI, the other company
who picked up bid documents but did not submit a bid, cited an inability to provide a competitive price
because of their distance from Mount Prospect.
Meade Electric is still doing a significant amount of traffic signal maintenance because they have both the
IDOT and CCHD contracts. They have a large workforce patrolling the streets taking care of a majority
page 2 of2
2008 Traffic Signal Maintenance Contract
November 29, 2007
of the traffic signals in the Chicago area. As a result, they also have traffic signal maintenance contracts
for many communities. Based on the bid results, Staff believes the one bid is reasonable and does not
recommend re-bidding the contract. A re-bid contract will most likely yield only one bid again and with
Meade Electric now knowing this, they may raise their prices because of a lack of competition. Also, this
year's contract ends December 3151 and re-bidding would prevent a new contract from being in place by
January 1,2008.
Meade Electric has been the Village's traffic signal maintenance contractor for the past two years. In
addition, as stated above, they are currently the traffic signal maintenance contractor for IDOT and the
Cook County Highway Department. Staff has a good working relationship with Meade Electric and their
work has been acceptable.
The budget item for traffic signal maintenance from the 2008 Proposed Budget includes the cost of
routine traffic signal maintenance as well as emergency signal repair resulting from accidents or
equipment failure. Not only does this budget item include the eight intersections maintained by the
Village but also accounts for intersections maintained by IDOT and CCHD in which the Village must
reimburse a percentage back to these agencies.
The total bid for this proposed contract reflects the predictable cost of the routine maintenance work of
the eight intersections and establishes hourly prices for the unpredictable emergency work. The final
award to the contractor must also include funds for emergency work as well as unexpected replacement of
older equipment. For 2008, Staff estimates this amount to be $20,000.00. The cost of emergency repairs
resulting from accidents will be able to be offset by billing the offender for the damage in the event the
offender is caught.
The award price to the contractor should be as follows:
Routine Maintenance Work
Emergency Work
Total
$36,284.00
$20.000.00
$56,284.00
Funding for the routine maintenance, emergency and replacement work has been requested in the 2008
Proposed Budget. Sufficient funds are available under Account #0505405-540660 on page 232 of the
2008 Proposed Budget.
Recommendation
It is Staff's recommendation that Meade Electric be awarded the contract for the 2008 Traffic Signal
Maintenance Contract in the amount not to exceed $56,284.00 to cover the cost of routine maintenance
and potential emergency repairs. There are sufficient funds in the 2008 Proposed Budget to cover this
traffic signal maintenance contract.
Please include this item on the December 4th Village Board Meeting Agenda.
Attachment: Map
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VILLAGE OF MOUNT PROSPECT
2008 TRAFFIC SIGNAL MAINTENANCE
1 BUSSE ROAD & WILLOW LANE
2 ROUTE 83 & GREGORY STREET
3 CENTRAL ROAD & OWEN STREET
4 CENTRAL ROAD & MT PROSPECT ROAD
5 RAND ROAD & CENTRAL ROAD
6 RAND ROAD & MT PROSPECT ROAD
7 RAND ROAD & BUSINESS CENTER DRIVE
8 WOLF ROAD & FEEHANVILLE DRIVE
l\'1ount Prospect
Village of Mount Prospect
Mount Prospect, Illinois
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INTEROFFICE MEMORANDUM
FROM:
PUBLIC INFORMATION OFFICER
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TO:
VILLAGE MANAGER
DATE: NOVEMBER 29, 2007
SUBJECT: RETAIL MARKET ANALYSIS CONTRACT
Backaround
At the August 14, 2007 Committee of the Whole Meeting, the Village Board discussed
pursuing the development of a marketing plan. One component of the proposal was to
conduct a retail market analysis. There was consensus from the Village Board to move
forward with this initiative.
Reauest for Proposal
Staff issued an RFP for a consultant to perform this task to six firms, and received two
responses. After interviewing both respondents, staff believes that Business Districts,
Inc. (801) is the best fit for this project, based on their focus and experience.
The attached contract, for which we are seeking Village Board approval, would retain
the services of BDI to complete the following activities:
· Understand and evaluate Mount Prospect's existing retail and restaurant
development at Mount Prospect's Downtown, Randhurst Shopping Center, and
South retail districts;
. Identify and provide a comprehensive demographic analysis of target markets for
each retail district;
· Find at least three comparison communities that have used similar markets and
districts to successfully maximize retail development;
. Determine the investor opportunities for retail and restaurant uses in each Mount
Prospect district;
. Incorporate, those identified investor opportunities and target markets into a
comprehensive Retail Development Strategy;
· Qualify leads for retail recruitment to Mount Prospect.
Overall, BDl's approach will enable Mount Prospect to pursue future retail development
in a pragmatic and focused manner, applying the unique attributes of its marketplace.
Retail Market Analysis Contract
November 29, 2007
Page 2
Discussion
The proposed study is uniquely suited to BOl's expertise in producing pragmatic market
studies emphasizing implementation, supporting businesses and their owners, and
aiding communities in marketing their unique attributes. BOI can assist Mount Prospect
in exploring and understanding future market opportunities for increasing retail strength
and vitality.
For a decade and a half, BOI has developed and implemented effective business district
plans in top communities throughout the Midwest. They have created thriving, marquee
projects which attest to both community resilience and BOI skill in ensuring long term
results.
At the core of BOl's services is the situation audit; a "where-do-we-go-from-here"
diagnosis of a business district's economic and physical conditions as well as its market
demographics, retail mix and prevailing codes. From this analysis, BOI constructs a
strategic plan. Using "visioning" workshops with constituent groups and the public as
well as expert input, the community will create a fully implementable operation plan.
Recommendation
Staff recommends entering into a contract with Business Districts, Inc. (BOI) of
Evanston, Illinois to conduct a Retail Market Analysis for the Village in an amount not to
exceed $24,725.
Maura EI Metennani
Public Information Officer
AGREEMENT BETWEEN
VILLAGE OF MOUNT PROSPECT
AND
BUSINESS DISTRICTS, INC
This AGREEMENT is made on and entered into this day of December, 2007 by and
between the Village of Mount Prospect with offices at 50 S. Emerson Street, Mount Prospect,
Illinois 60056, hereinafter referred to as the "CLIENT", and Business Districts, Inc., an Illinois
Corporation with offices at 9040 Forestview Rd., P. O. Box 5112, Evanston, Illinois 60204,
hereinafter referred to as the "CONSULTANT".
WITNESSETH:
WHEREAS, the CLIENT desires to engage the services of the CONSULTANT to furnish
professional and technical assistance in conducting a Retail Market Analysis for Mount
Prospect, hereinafter referred to as the "PROJECT" and the CONSULTANT has signified its
willingness to furnish professional and technical services to the CLIENT.
NOW THEREFORE, the parties hereto do mutually agree as follows:
A. Scope of Consultant's Services
The CONSULTANT agrees to commence work no later than January 2008 upon execution of
this AGREEMENT, and to fully perform those services in Attachment A, Scope of Services, a
copy of which is attached hereto and incorporated in this AGREEMENT.
B. Services to be provided by the Client
The CLIENT designates Maura EI Metennani, Public Information Officer to act as its
representative with respect to the work to be performed under this AGREEMENT, and such
person shall have authority to transmit instructions, receive information, interpret and define the
CLIENT'S policies and provide decisions in a timely manner pertinent to the work covered by
this AGREEMENT until the CONSULTANT has been advised in writing by the CLIENT that such
authority has been revoked.
In the event that any information data reports, records and maps are existing and available and
are useful to carry out the PLAN, the CLIENT shall promptly furnish this material to the
CONSULTANT.
C. Changes
The CLIENT may, from time to time, require or request changes in the scope or schedule of
CONSUL TANT services to be performed hereunder. Such changes, including any appropriate
increase or decrease in the amount of compensation, which are mutually agreed on by and
between the CLIENT and the CONSULTANT, shall be incorporated in written amendments to
this AGREEMENT.
D. Consultant's Compensation
The CONSULTANT shall be compensated for all services in Phases 1 through 4 of the Scope of
Services for a total fee not to exceed Twenty Four Thousand Seven Hundred Twenty-Five
Dollars ($24,725). Additional services will be performed only in response to requests from the
CLIENT. Compensation for additional services will be subject to mutual agreement between the
CLIENT and the CONSULTANT, but is in addition to the fee noted.
E. Method of Payment
The method of payment shall be as follows: The CONSULTANT shall submit monthly invoices
for costs incurred on the PROJECT during the relevant monthly billing period. Invoices are due
and payable within sixty days.
F. Time of Performance
All products and services from the CONSULTANT shall be delivered to the CLIENT in a timely
manner consistent with mutually established schedules and quality of professional practice.
This AGREEMENT shall be valid for a period of seven (7) months.
G. Excusable Delays
The CONSULTANT shall not be in default by reason of any failure in performance of the
AGREEMENT in accordance with its terms (including any failure by the CONSULTANT to make
progress in the prosecution of the work hereunder which endangers such performance) if such
failure arises out of causes beyond the control and without the fault or negligence of the
CONSULTANT. Such causes may include, but are not restricted or limited to, acts of God, or of
the public enemy, acts of the government in either its sovereign or contractual capacity, fires,
floods, epidemics, quarantine restrictions, strikes, illness, accidents, freight embargoes, and
unusually severe weather, but in every case the failure to perform must be beyond the control,
and without the fault or negligence of the CONSULTANT.
H. Termination
The CLIENT and the CONSULTANT shall have the right to terminate the AGREEMENT by
written notice delivered to the other party at least fifteen (15) days prior to the specified effective
date of such termination. In such event, all finished and unfinished documents prepared by the
CONSULTANT under the AGREEMENT shall at the option of the CLIENT become their
property upon payment of all invoices then due the CONSULTANT under the terms of this
AGREEMENT.
I. Arbitration
All claims, disputes and other matters in question arising out of, or relating to, this
AGREEMENT or the breach thereof, may be decided by arbitration in accordance with the
Rules of the American Arbitration Association then obtaining. This AGREEMENT so to arbitrate
shall be specifically enforceable under the prevailing arbitration law. Notice of the demand for
arbitration shall be filed in writing with the other party to this AGREEMENT and with the
American Arbitration Association. The demand shall be made within a reasonable time after the
claim, dispute or other matter in question has arisen. In no event shall the demand for
arbitration be made after institution of legal or equitable proceedings based on such claim,
dispute or other matter in question would be barred by the applicable statute of limitations. The
award rendered by the arbitrators shall be final and judgment may be entered upon it in any
court having jurisdiction thereof.
J. Conflict of Interest
The CONSULTANT certifies that to the best of his knowledge, no CLIENT'S employee or agent
interested in the business of the CONSULTANT or the AGREEMENT, or any other person
associated with the CONSULTANT has any interest that would conflict in any manner or degree
with the performance of the AGREEMENT.
K. Personnel
All of the services will be performed by the CONSULTANT. The CONSULTANT represents that
he has, or will secure at his own expense, all fully qualified personnel required to carry out and
perform the scope of services of the AGREEMENT. Such personnel shall not be employees of
or have any relationship with the CLIENT, which would directly affect performance on this
PROJECT.
L. Hold Harmless
The CLIENT shall hold the CONSULTANT harmless, protect and defend the CONSULTANT
against any claims brought by third parties in connection with the implementation of any
recommendations made or services rendered by the CONSULTANT in accordance with the
Agreement that are not the result of the CONSULTANT'S errors, negligence or failure to adhere
by standards in this industry..
IN WITNESS WHEREOF, the CLIENT and the CONSULTANT have executed this
AGREEMENT on the date and year first above written.
CONSULTANT:
BUSINESS DISTRICTS, INC.
BY:
CLIENT:
VILLAGE OF MOUNT PROSPECT
BY:
DATE:
Bridget Lane
Partner
Scope of Services
For Mount Prospect's Retail Market Analysis, Business Districts, Inc. (BDI) will complete the
following activities:
. Understand and evaluate Mount Prospect's existing retail and restaurant development at
Mount Prospect's Downtown, Randhurst Shopping Center, and South retail districts;
. Identify and provide a comprehensive demographic analysis of target markets for each
retail district;
. Find at least three comparison communities that have used similar markets and districts
to successfully maximize retail development;
. Determine the investor opportunities for retail and restaurant uses in each Mount Prospect
district;
. Incorporate, those identified investor opportunities and target markets into a
comprehensive Retail Development Strategy;
. Qualify leads for retail recruitment to Mount Prospect.
Overall, BDI's approach will enable Mount Prospect to pursue future retail development in a
pragmatic and focused manner, applying the unique attributes of its marketplace.
fr.Qject Overview
The proposed Retail Market Analysis would be completed in phases, as outlined below.
Phase 1-lnformation Assembly
To initiate the project, BDI will meet with Village of Mount Prospect staff and invited guests to
confirm the scope of work, complete plans for all project work, exchange previously completed
market information, and agree upon project responsibilities and key delivery dates.
Using the Experian national demographic database, Illinois Department of Revenue sales tax
data, Illinois Department of Transportation traffic counts and any other reliable sources
identified by the client, BDI will compile a statistical picture of population characteristics and
spending power in Mount Prospect as a whole and the target districts. That data will include
convenience and destination drive times as well as 1-3-5 mile radii of the target districts. The
purpose of this compilation is to assemble the same data as retail site location specials retrieve in
when considering a Mount Prospect location.
Subsequently, BDI will interview area developers and target district property owners. The
purpose of these interviews is to identify market conditions, ascertain business and investment
interest in Mount Prospect, and consider current trends and perceptions.
The information obtained from this phase will be reviewed at a meeting with Village staff and
invited guests, reported at a public meeting, and summarized in a written interim report.
Phase 2-- Market Characteristics
Using demographics, retail sales data, and the market knowledge gained from Phase 1, BDI will
perform a strengths, weaknesses, opportunities, and threats analysis of Mount Prospect's target
districts. New uses and potential business opportunities that could be supported will be
identified. BDI will analyze the current relative position of Mount Prospect within the regional
marketplace and propose a future positioning that makes Mount Prospect a strong competitor.
BDI will identify at least three communities similar to Mount Prospect, analyze their successful
efforts to attract retail development, and identify any initiatives undertaken by those
communities that could succeed in Mount Prospect.
The result of this phase will be a market-driven analysis that capitalizes on local conditions to set
realistic goals and objectives for retail development in Mount Prospect. The information
obtained from this phase will be reviewed at a meeting with Village staff and invited guests,
presented at a public meeting, and summarized in a written interim report.
Phase 3-- Retail Opportunity Analysis
This retail opportunity analysis will define and prioritize recommendations to achieve Mount
Prospect's retail development goals. The retail opportunity analysis will include an action plan
that estimates costs, timeframes for implementation, and responsibilities. The retail opportunity
analysis will focus on coordinating resources to minimize duplication and maximize financial
benefits to the Village of Mount Prospect.
In this phase, BDI will review the recommended strategy with the Village staff and invited
guests. This review is intended to communicate the strategy elements and the plan for
implementation. After refinements based on staff review, a written interim report of the retail
opportunity analysis will be prepared and a presentation will be made to the Village Board.
Phase 4 - Final Draft Review, Adoption, and Publication
After incorporating comments following review of all draft documents for each Phase, a draft
Project Report will be prepared that documents the work product of this analysis process and
provides materials suitable for marketing Mount Prospect. Following a period for public
comment and incorporation of agreed modifications, BDI will prepare a Final Report suitable for
publication. The final report would also be made available to the Village in digital format.
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COMMITTEE OF THE WHOLE
AGENDA
Meeting Location:
Mount Prospect Village Hall
50 South Emerson Street
Meeting Date and Time:
Tuesday, August 14,2007
7:00 p.m.
I. CALL TO ORDER. ROLL CALL
Mayor Irvana K. Wilks
Trustee Timothy Corcoran Trustee John Korn
Trustee Paul Hoefert Trustee Richard Lohrstorfer
Trustee Arlene Juracek Trustee Michael Zadel
II. ACCEPTANCE OF MINUTES OF COMMITTEE OF THE WHOLE MEETING OF JULY 24, 2007
III. CITIZENS TO BE HEARD
IV. 2007 MID-YEAR REVIEW AND UPDATE OF THE 2008 BUDGET FORECAST
Each year, the Village Board engages in a mid-year review of the current budget as a means of
monitoring the revenue and expenditure levels contained therein. In addition, the Village Board also
engages in a pre-budget workshop, specifically designed to look forward to the upcoming budget year
with the idea of setting fiscal parameters and giving staff direction for preparation of next year's
budget.
With the close of June financial activity, staff is in position to present mid-year financial data for 2007
as well as review the 2008 forecast budget. Except for the declining housing market, the Village
continues to feel the effect of an improving economy. State shared revenues such as Income, Use,
and Replacement taxes are up from the prior year. Sales taxes are also up from the prior year and
are expected to exceed current year projections. The Real Estate Transfer Tax has been negatively
impacted by the downturn in the housing market. The balance of general revenues are at or above
budget projections. We expect the General Fund to end 2007 with a surplus of $387,442. This is
based on projected revenues of $38,580,426 and projected expenditures of $38,192,984. The
Village's 2008 budget forecast for the General Fund shows a slight deficit of $239,286. It is expected
that this deficit will be reduced during the budget process for 2008. Discussion will also focus on
significant items in other Village Funds.
Staff has prepared a comprehensive memorandum detailing the Village's financial condition for both
the balance of 2007 and forecast of 2008. Staff will also share its current budget preparation strategy
and look to the Village Board for direction regarding the upcoming budget. Appropriate staffwill be on
hand to answer questions and facilitate discussion
NOTE: ANY INDIVIDUAL WHO WOULD LIKE TO ATTEND THIS MEETING BUT BECAUSE OF A
DISABILITY NEEDS SOME ACCOMMODATION TO PARTICIPATE, SHOULD CONTACT THE
VILLAGE MANAGER'S OFFICE AT 50 SOUTH EMERSON, MOUNT PROSPECT, ILLINOIS 60056,
847/392-600 EXTENSION 5327, TOO #847/392-6064
2
V. FUND BALANCE POLICY
In 1999 the Village Board adopted a resolution establishing a fund balance/reserve policy for the
Village of Mount Prospect. The policy established reserve levels for all general, special revenue, debt
service, enterprise, internal service and trust funds managed by the Village. General guidance on
utilization of reserves was included at that time as well.
Over the past six years fund balances for many operating and capital funds have fluctuated greatly as
a result of the economic downturn and subsequent recovery. While the overall fiscal condition of the
Village remained strong throughout this time, it became clear that additional direction as to the
management of fund balance woUld be beneficial for the Village Board and staff. Reserve levels for
each major fund and fund type are included in the updated policy. These reserve levels did not
change from what they were originally set at in 1999. Expanded upon in the updated policy are
detailed action steps for when reserves fall below or exceed the recommended level. Of primary
importance are the General and Capital Improvement Funds. The General Fund is the Village's main
operating fund while the Capital Improvement Fund has been dependent upon operating transfers to
support ongoing capital project requests.
Included in this packet is a draft fund balance policy which builds off of the existing policy and an
analysis of fund balances estimated for December 2007. Staff will present recommendations for the
comprehensive fund balance policy and will be available to answer questions and facilitate discussion.
VI. PERMANENT FUNDING SOURCE FOR CAPITAL PROJECTS
Prior to 2002, the Village transferred surplus funds annually from the General Fund to the Capital
Improvement Fund to support mid-range capital projects. Mid-range projects paid for from the Capital
Improvement Fund are those too costly to be paid for out of the operating budget, but not of sufficient
size to warrant or justify the cost of a bond issue. Since it does not appear that annual transfers from
the General Fund will resume and considering existing fund balance in the Capital Improvement Fund
is almost depleted, a permanent funding source is needed. It is estimated that between $750,000 and
$1 million of annual funding is required to support mid-range capital projects of the Village. The need
for a permanent revenue source had first been brought before the Village Board and Finance
Commission during 2006 budget process.
Staff has included in the agenda packet a comprehensive memo providing alternatives for the
permanent funding source for capital projects. Staff has prepared a presentation to discuss these
alternatives and will be available to answer questions and facilitate discussion.
VII. MARKETING PLAN PROPOSAL
As the redevelopment of Downtown Mount Prospect progresses and plans for changes at Randhurst
Shopping Center take shape, the Village is poised to enter a new era of community vitality. The need
is greater than ever for the Village of Mount Prospect to establish itself as an attractive, exciting and
vibrant community for both businesses and consumers.
To maximize Village resources and staff effectiveness, an interdepartmental marketing plan is
proposed. A marketing plan would draw efforts together to create materials with a cohesive message
and image in a professional and attractive package. To take advantage of these exciting changes, the
Village's assets should be identified and capitalized on so that once new developments are in place
new and existing businesses can be promoted to a larger customer base.
It is the recommendation of staff that a Marketing Plan for the Village be developed. The time to take
action is now so that the marketing plan is in place over the next few years as redevelopment projects
come on line. These elements should be included in the budget planning cycle for 2008 and beyond.
Staff will be on hand to answer questions and facilitate discussion.
VIII. ANY OTHER BUSINESS
IX. ADJOURNMENT
INTEROFFICE MEMORANDUM
Village of Mount Prospect
Mount Prospect, Illinois
TO: VILLAGE MANAGER MICHAEL E. JANONIS
FROM: PUBLIC INFORMATION OFFICER
DATE: AUGUST 10, 2007
SUBJECT: MARKETING PLAN PROPOSAL
Backaround
As the redevelopment of Downtown Mount Prospect progresses and plans for changes at
Randhurst Shopping Center take shape, the Village is poised to enter a new era of community
vitality. The need is greater than ever for the Village of Mount Prospect to establish itself as an
attractive, exciting and vibrant community for both businesses and consumers.
Discussion
To maximize Village resources and staff effectiveness, an interdepartmental marketing plan is
proposed. A marketing plan would draw efforts together to create materials with a cohesive
message and image in a professional and attractive package.
To take advantage of these exciting changes, the Village's assets should be identified and
capitalized on so that once new developments are in place, new and existing businesses can be
promoted to a larger customer base.
Recommendation
It is the recommendation of staff that a Marketing Plan for the Village be developed. Attached,
please find an outline and summary proposal for a Marketing Plan. The time to take action is now
so that the marketing plan is in place over the next few years as redevelopment projects come on
line. These elements should be included in the budget planning cycle for 2008 and beyond.
Staff proposes embarking on the initial step, developing a brand identity, in the remainder of 2007
so materials can be developed and momentum gained for the project. Thank you for your
consideration.
VILLAGE OF MOUNT PROSPECT
MARKETING PLAN PROPOSAL AND SUMMARY
BACKGROUND
The Village of Mount Prospect has seen considerable growth and redevelopment throughout the Village in
recent years, and anticipates further development to come. With these changes, there is a need to promote
what the Village has to offer during this exciting time. This is the time to be proactive and initiate
marketing efforts, to both businesses and consumers so that once new developments are in place, we can
help to promote new and existing businesses to a larger customer base. We need to identify and capitalize
on the community's assets.
Staff has identified five core locations that would benefit from a coordinated marketing effort:
. Downtown Mount Prospect
. Randhurst Shopping Center
. Kensington Business Center (KBC)
. South Mount Prospect Commercial District
. South Mount Prospect Industrial District
SITUATIONAL ANALYSIS
A situational analysis is necessary in order to evaluate: Where we are? Who do we need to target? What best
practices exist to reach them? Tactics to answer these questions include:
. Conduct a retail market analysis to determine current retail climate in Mount Prospect, identify
trends, and pinpoint the best options for moving forward relative to our potential customer base;
. Village Board participate in Metropolitan Planning Council (MPC) retail planning workshop to
help set realistic expectations for retail development in the Village;
. Conduct informational interviews with Mayor and Village Board, EDC, Chamber, DMA,
residents and other stakeholders.
GUIDING PRINCIPLES
. Maintain a unique identity.
. Identify and enhance Village niches.
. Maintain consistent, cohesive message throughout materials.
Page 1
Village of Mount Prospect Marketing Plan Proposal
August 3, 2007
TARGET AUDIENCES
1. Businesses
. Downtown - focus on small independent owners
. Randhurst - focus on larger national chains
. South Commercial District - focus on ethnic businesses
. Industrial Districts - focus on international potential in KBC and South Mount Prospect
. Commercial Real Estate/Developers
2. Consumers. Internal and External
. Educating them about what is here, and spread enthusiasm about what is coming.
. Keeping Mount Prospect on their mind, reminding them what is here.
3. Media - Local and Regional
. Work with businesses to help promote their stories.
. Look at what is happening in Mount Prospect in the regional context
GOALS
Efforts must be made to:
1) Promote new developments to businesses, encouraging them to locate in Mount Prospect, and
2) Develop a continual marketing program for existing businesses in order to attract customers.
OBJECTIVES
. Create brand/image that can be used in variety of media: print, web, collateral pieces, etc.
. Create economic development marketing materials to reach target audiences.
. Develop uniform guidelines for Village materials to ensure that production is centralized, and
standardized, and translated, when necessary.
Page 2
Village of Mount Prospect Marketing Plan Proposal
August 3, 2007
CURRENT MARKETING/COMMUNICATION EFFORTS
1. For Business Audience
. Retail Consultant
· Chamber of Commerce
- State of the Village report annually
- Attend Chamber meetings/events
- Attend business after hours
· Downtown Merchants' Association
- Staff participation and Support
. Publications
- Business Resource Guide
- Restaurant Start.Up Guide
- Building Division materials/ brochures
· Web Site
- Business Section of Web Site
· Available Properties
· Demographics
· Plans and Maps, etc.
. Assistance
- Fa<;ade Improvement Program
- Build.Out Program
2. For Resident Audience
. Newsletter
. Web Site
. Press Releases
. MPTV
. New Resident Packets
· Guide to the Village of Mount Prospect
· Department Open Houses - Fire & PW
. Coffee with Council
Page 3
Village of Mount Prospect Marketing Plan Proposal
August3,2007
CURRENT MARKETING/COMMUNICATION EFFORTS
3. Special Events
Event
Celestial Celebration
Art & Fitness Walk
Farmers' Market
Memorial Day Parade
Car Show
Fine Arts Festival
Concerts in Lions Park
Movies in the Park
Lions Village Fair
Fireworks
4th of July Parade
Downtown Block Party
Do.It.Yourself Sousa
National Night Out
Family Bike Ride
Fall Festival
Winter Festival Parade
Christmas Housewalk
Teddy Bear Walk
Friendship Park Open House
Month
February
April
April-October
May
May-September
June
June - July
June-August
July
July
July
July
July
August
September
October
December
December
December
December
Organizer
Special Events Commission
Downtown Merchants
lions Club
Vl'lV/American Legion
Downtown Mercllants
Special Events Commission
Park District
Park Districts, Capannari's
lions Club
Lions Club, Village
Special Events Commissioll
Village, Chamber
Special Events Commission
Police Department, Park District
Special Events Commission
Downtown Merchants
Village
Historical Society
Library
Park District
Page 4
Village of Mount Prospect Marketing Plan Proposal
August 3, 2007
PROPOSED MARKETING INITIATIVES
2007
· Develop Branding - Phase I (Brand Strategy, Brand Research)
· Economic Development Marketing Folder/Publication
· Explore MPC offer to conduct Retail 1-2-3 for VB (workshop?)
2008
· Develop Branding - Phase II (Logo Development)
· Conduct Market Analysis
· Update CD Display Booth - Display at ICSC
· Institute Quarterly Business E-Newsletter
. Event Calendar (Summer and Winter)
. Develop Industrial Marketing Materials
· Re-initiate streetscape in downtown
Planters
Banners
Wayfinding signs
Kiosks (boards)
Bus shelters
· Blues Festival Event in September
. French Market (with Lions Club)
. DMA Sidewalk Sale in conjunction with Block Party
· Initiate Mount Prospect Pride Program (new location each month)
· Develop Self-Guided audio walking tour (MPHS)
2009
· Retail Directory
· Continue 2008 efforts:
Event Calendars
E-Newsletter
Streetscape
. Look into evaluation of efforts to date
Page 5
Village of Mount Prospect Marketing Plan Proposal
BUDGET ESTIMATES
FISCAL YEAR 2007
Develop Branding - Phase I $5,
ED Marketing Folder/Publication (Qty: 1,000) $5,
MPC Retail 1-2-3 for Village Board No
TOTAL 2007: $10,
FISCAL YEAR 2008
Conduct Market Analysis* $20,
Develop Branding - Phase II $5,
Update CD Display Booth - Display at ICSC** $4,
Industrial Marketing materials $3,
Quarterly Business E.Newsletter No
Summer and Holiday Event Calendars $4,
Streetscape** T
Blues Event T
Mount Prospect Pride Program Noc
Audio Walking Tour T
PRELIMINARY TOTAL 2008: $36,
FISCAL YEAR 2009
Retail Directory $25,
Quarterly Business E.Newsletter Noc
Event Calendar & Holiday Mailer $4,
Streetscape** T
PRELIMINARY TOTAL 2009: $29,
* Staff is exploring possible grant funding options.
** Funds currently budgeted for these items.
August 3, 2007
000
000
cost
000
000
000
000
000
cost
000
BD
BD
ost
BD
000
000
ost
000
BD
000
Page 6
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COMMITTEE OF THE WHOLE MINUTES
August 14,2007
I. CALL TO ORDER
The meeting was called to order at 7:08 p.m. in the Village Board Room of Village Hall,
50 South Emerson Street, by Mayor Irvana Wilks. Present at the meeting were: Trustees
Paul Hoefert, Arlene Juracek, John Korn and Michael Zade!. Staff present was Village
Manager Michael Janonis, Assistant Manager David Strahl, Police Chief John Dahlberg,
Deputy Chief Michael Semkiu, Fire Chief Michael Figolah, Finance Director Dave Erb,
Community Development Director William Cooney, Human Services Director Nancy
Morgan, Public Works Director Glen Andler and Public Information Officer Maura EI
Metennani.
II. MINUTES
Approval of Minutes of July 24, 2007. Motion made by Trustee Korn and seconded by
Trustee Zade!. Minutes were approved. Trustee Hoefert abstained.
III. CITIZENS TO BE HEARD
Mr. Frank Cory, Treasurer of Mount Prospect Historical Society and resident of
705 South Louis spoke. He requested financial assistance for relocation of the Central
School from its existing location to a site adjacent to the Historical Society. The Historical
Society requested assistance in the amount of $40,000 to assist in this endeavor. He
stated the Historical Society has raised $111,000.00 of the $190,000.00 necessary for
the Phase I work of the school.
Gavin Kleespies, Executive Director of the Mount Prospect Historical Society
spoke. He described the extensive fund raising efforts undertaken by the Historical
Society members and the pending February 28 deadline to move the school.
Deb Rittlen, 100 5. Elm spoke. She has developed a curriculum based on old time,
one room school house education. She will use her professional teaching experience at
the school once it has been moved and available for use to simulate what it was like to
be in a one room school house. She stated there are very few one room school houses
still available in the state of Illinois.
Leo Flores, of 111 N. Emerson spoke. He stated he supports the Mount Prospect
Historical Society funding effort. He also stated this is a very special request to preserve
the history of Mount Prospect and the Village did set a precedent when it assisted in
moving and redeveloping of the General Store.
Gerald Farley, 116 N. Emerson spoke. He stated he is supportive of the funding
request even though he has not been supportive of previous funding requests by the
Mount Prospect Historical Society.
Julie Vowinkel, 1711 Pheasant spoke. Ms. Vowinkel is a teacher in the area and her
students have been heavily involved in the fundraising efforts to relocate the school; it
would be very disappointing to them for the building not to be moved after all the work
the students have put in.
David Toeppen, 409 S. Hi Lusi spoke. He stated the building has served nine different
purposes in its lifetime for the Village of Mount Prospect and its citizens. He also stated
the building has been part of the community since the beginning and should be
preserved.
Manager Janonis stated that while there is an existing deadline, would the likelihood of
funds being secured impact the timing or deadline of the move. For example, he stated
that discussions at this point are for the 2008 Budget and based on the timing of the
move it may be necessary to utilize surplus monies or 2007 unexpended funds to get the
project moving compared to waiting until next year. This could be accomplished through
a budget amendment.
General comments from the Village Board members included the following items:
(1) The Historical Society and its members have undertaken aggressive fund raising and
have only considered coming to the Village Board after a significant effort on their part.
(2) Consensus of the Village Board was to consider the funding request at the August 21
Village Board meeting.
Trustee Hoefert stated he and Trustee Juracek have been advised not to comment or
vote on the funding request since they are members of the Historical Society Board of
Directors.
IV. 2007 MID-YEAR REVIEW AND UPDATE OF THE 2008 BUDGE FORECAST
Finance Director, David Erb provided an overview of the current fiscal position of the
Village. He stated the Village is in a good financial position at this time. He noted that the
sales tax estimate for 2007 is expected to be approximately $330,000 above original
estimates; however, the Real Estate Transfer Tax which has generated $1.5 million in
2005 is estimated to only bring in $700,000 for 2007, which is reflective of the current
real estate market. He also stated the Utility Taxes have decreased through the shift to
satellite service and over internet phone service. He noted ambulance transportation
fees are above estimates primarily due to the timing of reimbursement compared to the
point when the fees were imposed. He stated intergovernmental revenue continues to be
a strong performer as is the interest income the Village is realizing through better market
returns and a higher fund balance. He provided an overview of the various funds and
fund balances which make up the Village Budget.
The 2008 Forecast
He stated the Village is in pretty good shape heading into 2008; however, there are
several significant items which will have a budgetary impact. The Capital Improvement
Fund (CIP) funding source is at a critical discussion point and needs to be addressed if
the Village is to continue with a CIP fund for the mid sized capital projects. He also
stated the eventual construction of Fire Station 14, the expansion of the Public Works
facility and the construction of an Emergency Operations Center will also need to be
addressed during the upcoming year.
2
V. FUND BALANCE POLICY
Finance Director, David Erb provided an overview of the proposed policy.
. General Fund recommend a 25% fund balance level.
. Capital Improvement Plan recommend a fund balance of 50% of the five year
average for capital expenditures up to a maximum of $1 million.
. Debt Service Fund recommend the balance be maintained by the level equal to
the amount of the next interest payment. Any alternative revenues which are
utilized to support debt service should be maintained at a level equal to 50% of
next year's principal and interest payment or the debt.
. Water and Sewer Fund recommend a fund balance of equal to 33% of the
subsequent fiscal years expenditures.
. Risk Management Fund balance recommendation set at a level equal to
unpaid claims and liabilities plus 50% of the self insured retention level for auto
and general liability claims plus 50% of the subsequent fiscal years expenditures
for workers comp claims.
. Internal Service Funds excluding Risk Management but including Vehicle
Maintenance, Vehicle Replacement and Computer Replacement fund balance
will be maintained at a level sufficient for ongoing maintenance of computer and
motor vehicle machinery and equipment.
. Refuse Disposal Fund balance maintain at a level equal to 25% of the
subsequent fiscal years expenditure.
. Parking Fund balance recommend to be maintain at a level equal to 25% of the
subsequent fiscal years operating expenditures plus adequate funds to complete
all projects in the most recent Capital Improvement Plan for the year in which
they are budgeted.
. Motor Fuel Tanks Fund balance maintained at a level equal to 25% of the
subsequent year's fiscal expenditures.
. Pension Fund balance maintain a level adequate to fully fund the Police and
Firefighter pension funds by the date required by State Statutes and as
monitored by annual actuarial studies.
Within each fund there are procedures established for deviating from the fund balance
with reporting responsibilities of the Finance Director to the Village Board for approval of
fluctuations depending on the economic circumstances.
General comments from the Board members included the following items:
(1) It is recommended that there be some consideration undertaken to review fund
balances if such balances reach a specific upper level that the balance is
significantly above the established minimum level, therefore some benefit to the
taxpayers could be considered.
(2) Consensus of the Village Board was to bring the policy forward for Village Board
approval.
VI. PERMANENT FUNDING SOURCE FOR CAPITAL PROJECTS
Finance Director, David Erb presented a proposal to establish permanent funding
source for the CIP. He recommended a one-quarter cent sales tax increase instead of
increasing the property tax levy. He stated the sales tax increase would be at a level
equal to surrounding towns, and allow the funding burden to be shared by residents and
non-residents compared to the property tax which would be absorbed by residents only.
He added the Finance Commission also recommended this funding option in addition to
utilizing some fund balance money. The first $1 million that would be generated from
such a sales tax increase would be for Capital Projects.
3
If the Village Board supports the sales tax increase it would need to be approved and the
Ordinance forwarded to the State of Illinois before October 1, 2007 in order to be
effective by January 1, 2008.
Chuck Bennett, Chairman of the Finance Commission spoke. He stated the Finance
Commission has discussed many alternatives and believe the sales tax option the best
solution. He stated the Commission is supportive of the Fire Department's proposal for
the new station and the expansion of the Public Works facility, and urged Village Board
action on moving forward with that project.
General comments from the Village Board members included the following items:
(1) It was suggested that staff look at other funding options available for the CIP funding
including utilization of fund balances on a periodic basis and what impacts such fund
balance utilization would have on the overall budget.
(2) It was recommended that further discussion take place with staff and Trustees who
have alternative suggestions prior to discussion of the possible sales tax increase
before the Village Board.
(3) Consensus of the Village Board was to consider the Sales Tax Increase Ordinance
once it is presented to the Village Board prior to October 1, 2007.
Manager Janonis stated there are approximately three meetings before the Village
Board needs to consider the sales tax increase before the October 1 deadline.
VII. MARKETING PLAN PROPOSAL
Manager Janonis presented a marketing plan proposal that would coordinate with the
Randhurst redevelopment and the use of branding opportunities for multi-year project
required funding in 2007 and 2008. He stated this project would be primarily coordinated
by the Public Information Officer with assistance from the Community Development
department and funding for 2007 would be available through the use of fund surplus.
General consensus of the Village Board is to support the marketing plan as presented
and there is support to illustrate what the community has to offer and promote its
strengths. It was also noted that the coordination and involvement of various entities in
addition to the Village would make for a robust marketing effort.
VIII. ANY OTHER BUSINESS
Mayor Wilks commented on the recent Boxwood bash and the Cancer Walk that went
through the community this past weekend.
IX. ADJOURNMENT
Meeting was adjourned at 9:30 p.m.
4
Molmt Prospect
INTEROFFICE MEMORANDUM
Village of Mount Prospect
Mount Prospect, Illinois
CC:
MICHAEL E. JANONIS, VILLAGE MANAGER
DAVID STRAHL, ASSISTANT VILLAGE MANAGER
~b. ~~
1'J.1~ 101
TO:
FROM: DIRECTOR OF FINANCE
DATE: NOVEMBER 27,2007
SUBJECT: LEGAL COUNSEL FOR WORKERS' COMPENSATION
The cost of managing workers' compensation claims at the Village has increased
significantly over the past several years. The table below shows the total cost for workers'
compensation indemnity claims from 1999 through 2006. Claims costs for 2007 are
estimates based on year to date figures and expected activity through the remainder of the
year.
Indemnity Claims
Thousands
$1,400
$1 ,200---- _~.n_~_____ -.--- ____n_~______~_u_
$1,000 ___m_n________nn______n_____________
$800
$600 ___~___nn.___u_n_n__ - -----
$400 u____u_____________ au_ ________u___________n______m___ ---------
$200 ___u___ __ _no_on _n_____n___ .___mn_n______ n____________________u__ ______
$0
1999 2000 2001 2002 2003 2004 2005 2006 2007
Year
The workers' compensation claims expense for the Village in 1999 was $330,465. By 2007
claims are expected to grow to $910,000. This is a 275% increase over the 8-year period.
Spikes in the graph (either up or down) for 2000, 2003, 2005 and 2006 indicate the volatility
in settling claims as many of the larger claims take 2 to 3 years to be resolved. Overall, the
Village is experiencing an upward trend in the cost of managing its WC claims. In an effort
to contain these costs several program changes have been put in place, both internally and
externally, that should help contain or reduce the overall cost of the program.
Legal Counsel for Workers' Compensation
November 27, 2007
Page 2
Internally, staff is approaching the more significant and troublesome claims with added
scrutiny. While the Village has always been proactive in managing its workers'
compensation claims, it became apparent that the greatest potential for savings lies with
those claims involving surgery, an extensive recovery period and lost time. This includes
enhanced follow-up with employees, physicians and our third-party administrator to
minimize lost time and related costs. Finance staff is in regular contact with our third-party
administrator following up on reported incidents and the progress of each claim. This is
especially important for the more involved claims that could lead to large dollar amount
losses. In an attempt to reduce cost per claim, staff has taken a more aggressive approach
to the areas of incident reporting, injury treatment and claims resolution. Externally, the
Village has changed to a new third-party administrator after almost eight years with the
previous firm. The change was done to take advantage of improved information sharing
resulting from on-line access to claims and lower adjustor claims load. In addition to
utilizing a third-party administrator to handle claims processing, the Village retains legal
counsel to attend to the claims as they move through the Illinois Workers' Compensation
Commission.
The Village currently retains Roddy, Leahy, Guill & Zima, Ltd. as counsel with regards to
workers' compensation claims. Roddy has been acting in this capacity since August 1999.
Although Roddy has done a reliable job in representing the Village it is felt that adding a
second defense firm to assist the Village in this area has a couple of definite advantages.
First, having two firms will allow us to compare services provided by each and utilize the
firm that gives the Village the best opportunity to settle the claim. Second, bringing on a
second firm allows the Village to bring a "new set of eyes" to our litigated claims. This
could be helpful in closing troublesome claims which tend to drag on for an extended period
of time. Under this system of comparative counsel, claims will be assigned to one of the
two firms to act as lead counsel. That firm would be responsible for managing that claim
through to its conclusion. In the event a particular claim is not settled in a reasonable
amount of time, or if the claim begins to become troublesome, the second firm may be
asked to review details of the case and provide support to the lead counsel. Only in these
unique instances will the Village utilize the services of both firms on a claim. Otherwise, all
other claims will be supported by a single selected firm.
Over the past year, the Assistant Village Manager and I have met with attorneys from
Keefe, Campbell & Associates (KCA) to see if utilizing comparative counsel would be
beneficial to the Village. Enclosed please find a copy of the firm resume and additional
background information for KCA.
In April 2006, KCA conducted a claims review of open claims. The review gave the Village
an opportunity to evaluate the approach KCA takes in managing claims. The review was
extremely thorough and brought forward an approach taken by KCA that would compliment
legal counsel already in place. A follow up meeting allowed the Village to learn more about
the firm and ask questions relative to our workers' compensation program. Some of the
1:\lnsurance\WC\Recommendation for Keefe & Associates.doc
Legal Counsel for Workers' Compensation
November 27, 2007
Page 3
items addressed in the meeting were communication, dealing with treating physicians and
occupational health providers, pro se settlements and working in a comparative counsel
environment. KCA provided good responses throughout the discussion.
KCA has extensive experience in handling all matters related to workers' compensation
including causal connection of injury, medical bill review and subrogation of liens. Several
of the members of the firm are regular presenters at various state and national workers'
compensation and liability seminars and conferences. KCA is also an approved attorney
for the Park District Risk Management Agency, a risk management pool representing over
150 park districts, forest preserve districts and special recreation associations.
Keefe, Campbell & Associates bills hourly for its workers' compensation defense work. The
hourly rate for retaining KCA is $125 for attorneys and $105 for paralegals. The current
attorney rate being charged by Roddy, Leahy, Guill & Zima is also $125. As with all
professional services, legal costs related to workers' compensation will be closely
monitored to ensure legal services are a value added program as part of workers'
compensation costs.
I believe that utilizing a second defense firm in representing the Village in its various
workers' compensation claims will further improve the management of this program. I
recommend that the Village retain KCA to provide additional defense counsel to assist in
the Village's workers' compensation management program. The performance of both firms
will be evaluated on an annual basis to determine if there has been value added by
retaining a second firm or if returning to a single firm is best.
Please review the information and contact me with any questions. Thanks.
~~
David O. Erb
Director of Finance
1:\lnsurance\WC\Recommendation for Keefe & Associates.doc
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