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Home My WebLink AboutCOW Agenda Item IV 08/12/2008 INTEROFFICE MEMORANDUM Village of Mount Prospect Mount Prospect, Illinois TO: MICHAEL E. JANONIS, VILLAGE MANAGER FROM: DIRECTOR OF FINANCE DATE: AUGUST 5,2008 SUBJECT: 2008 MID-YEAR REVIEW AND UPDATE OF THE 2009 BUDGET FORECAST Each year, the Finance Department prepares for the Village Board and Finance Commission a mid-year review of the financial status of the current year's budget and a forecast for the upcoming year. The Finance Department also holds a joint workshop with the Village Board and Finance Commission earlier in the year to present a first-quarter review that includes a wrap-up of the prior year's activity and insight into early trends for the current fiscal year. This practice provides a solid foundation for preparation of the upcoming annual budget. This memorandum is intended to supplement the June 30, 2008 Budget Revenue and Expenditure Summaries that were submitted to the Commission previously. The principal focus of this memorandum is on the General Fund, since it is the main operating fund of the Village. Also discussed to a lesser degree are a few of the more material operating and capital project funds. It should be pointed out that the current estimates of revenues and expenditures for 2008 are fluid and may change during the remaining six months of the fiscal year. 2008 MID-YEAR REVIEW GENERAL FUND The 2008 General Fund as approved by the Village Board in December 2007 totaled $39,971,831. This was a balanced budget with some intentional drawdown offund balance anticipated for later in the year. No transfer amounts were included as they were unknown at the time of approval. The General Fund budget was amended in May to account for carry-over items from the prior year's budget. Amendments to revenues included reductions in the home rule and state portion sales tax as well as investment income. The economic slowdown has negatively impacted overall retail sales in the Village and the return on invested funds have fallen as the Federal Reserve continues to lower short-term interest rates. Total revenues were adjusted downward by $594,000 bringing total General Mid-Year Budget Review August 5, 2008 Page 2 Fund revenues to $39,377,831. Adjustments to General Fund expenses were made in various areas totaling $207,690 bringing total General Fund expenditures to $40,179,521. After these changes, the amended budget now reflects a deficit (before transfers) of $801,690. In addition, transfers to the Capital Improvement Fund for a new Village phone system totaling $350,846 will be made in 2008. As part of the mid-year review, we looked at all revenue and expenditure accounts to determine if any material variances were likely. We now expect total General Fund revenues to come in at $39,610,956. This is an increase of $233,125 over the amended budget. Total expenditures remain at $40,179,521. After considering the changes to revenues and expenditures the projected deficit (before transfers) at the end of 2008 is $568,565. Exhibit 1 presents a summary of our current projections of revenues and expenditures, with a comparison to the amended budget. General Fund Revenues: General Fund revenues at June 30, 2008 were $16,833,598. This accounts for 42.8% of the amended budget. Being below 50% at mid-year should not be a concern as receipt of several significant revenue sources by the Village lag one to three months. These revenue sources include sales tax, income tax, utility taxes and other intergovernmental revenues. General Fund Revenue Collections as a Percent of Annual Budget - c Q) ~ Q) a. 100% 80% 60% 40% 20% 0% 0~ ~'lt-t' ~ o ~o~ <? 0~ ~'lt-t' rz} o~ ~ ~00 0~' >:-~ ./p v ~ ~ ~0 rt;.t::' o~ rt;.C$ ,~ rz,c" ~C$ 0'<:' o J..{J rt;. g rz,c" <(~ ~0 00 ,t::' ~ o g..~ ~0 ,~ "'. cY 'b- ~c" ~0 ;,cjJ ~.s fQ~ ~ Revenue Type The preceding chart illustrates the percent of revenues received by the Village in several categories as of June 30th. The current year-end estimate for revenues is over 0.6% above the amended budget. H:\ACCT\BUDGET\Budget 2008\Quarterly & Mid-Year Review\Mid-Year Review Transmittal Memo - 8-12 COW Meeting.doc Mid-Year Budget Review August 5, 2008 Page 3 Property tax revenues (for both the general and pension allocation) of $4,967,768 are running at 47.4% of budget. This is typical in that the first allotment of property taxes received is an estimate based on the prior year receipts while the second allotment, which comes in later in the year, captures the levy increase approved in the current tax year. Our year-end estimates equal the amended budget amount. The actual year-end surplus could be negatively impacted by potential appeals and non-payment of taxes. The Village historically has added 2% for loss and cost to the annual levy to make up for the expected shortfall. Revenues classified as "Other Taxes" include such sources as the one-quarter cent home- rule sales tax, food and beverage tax, real estate transfer tax, hotel/motel tax, telecommunications tax and the electric and gas utility taxes. In total, revenue collections from "Other Taxes" came to $2,638,975 as of June 30th, which is 35.2% of annual budget. Again, this is a category where there is a lag in receipt of two of the more significant revenues (home-rule sales tax and telecommunications tax). The Village's home rule sales tax is running 5% below budget and the food and beverage and real estate transfer tax are expected to come in under budget by $38,500 and $25,000 respectively. The drop in the home rule sales and food and beverage taxes are the result of a slowing economy. The decline in real estate transfer tax is due to the declining housing market. By year-end, we expect to fall short of the budgeted amount by $128,000 for other taxes. Collections from licenses and permit fees totaled $1,959,593, or 60.1 % of the $3.3 million budget. Vehicle license revenue of $1,226,249 is at 87.5% of budget, which is expected given the timing for selling the 2008/2009 vehicle sticker. Due to some weaker than expected activity in general for licenses and permits we expect to fall short the budgeted amount by $103,000 for this revenue category. Intergovernmental revenues totaled $5,965,948 as of June 30th, which is 39.3% of the $15.2 million annual budget. Intergovernmental revenues in the General Fund include the local share of the state sales tax, state income tax, use tax, replacement tax and other miscellaneous state and federal grants. Sales tax collections, which make up approximately 57% of the "Intergovernmental" category, are at $2,179,353. This represents 25.1 % of budget. The current budget forecast is $8,670,000. Our year-to-date collections are running 15% above the same period last year. I had originally anticipated 3% growth in this important revenue source. Since we only have 3 months of data for the year, it is too early to determine the year-end projections accurately. Based on where we are at as compared to last year I have increased the estimate by $541,000 for 2008. If you recall, I had originally reduced the sales tax estimate by $357,000 with Budget Amendment #1. The earlier reduction was based on year end results from 2007 and prior to any 2008 actuals. I will continue to H:\ACCT\BUDGET\Budget 2008\Quarterly & Mid-Year Review\Mid-Year Review Transmittal Memo - 8-12 COW Meeting.doc Mid-Year Budget Review August 5, 2008 Page 4 closely monitor this revenue through the end of the year for any significant changes. Receipts from the State's distribution of the state income tax totaled $3,172,039 at June 30th. This represents an increase of 10.8% over the prior year. Continued growth in corporate income accounts for the increase from prior year. The per capita amount for 2008 is calculated at $93.60. Future year's increases as estimated by the Illinois Municipal League are expected to be approximately 3%. Currently we are expecting $140,000 over what was projected for 2008. Revenue from Fines totaled $311,059 for the first six months. This represents 54% of the $576,500 budgeted for the year. We expect this revenue to come in $43,500 above budget for 2008. Circuit court fines lag the 50% benchmark at June 30th as there is a two-month delay in receiving this money from Cook County. Investment income totaled $128,559 for the first six months, representing 47.6% of the $270,000 projected for the year. Lower rates paid for short-term investments have offset the potential for additional earnings from the growth in surplus funds available. Other Revenue, consisting of reimbursements and other revenues, totaled $204,926 as of June 30th. This is 56.1 % of the $365,000 budgeted for the year. We expect these revenues to meet our projections for 2008. General Fund Expenditures: The amended 2008 budget totals $40,179,521. As of June 30th the Village had recorded expenditures of $18,338,712. This represents 45.6% of budget and is consistent with previous years. Most of the departments are at or near the benchmark 50%. Only Public Representation deviates significantly from the benchmark. The following chart illustrates General Fund expenditures as a percentage of annual budget at June 30. General Fund Expenditures as a Percent of Annual Budget Public Representation Manager's Office Television Services E Clerk's Office l!! Cl 0 Finance Q: '+> Comm. Dev. !: III E Human Services 1:: C'Cl a. III Police C Fire Public Works Misc. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Percent H:\ACCT\BUDGET\Budget 2008\Quarterly & Mid-Year Review\Mid-Year Review Transmittal Memo - 8-12 COW Meeting.doc Mid-Year Budget Review August 5,2008 Page 5 Public Representation expenditures totaled $97,144 through June 30th, representing 74.1 % of budget. This budget is typically above the 50% benchmark as organizational memberships are paid in the beginning of the year. For 2008, a $40,000 contribution was made to the Mount Prospect Historical Society to support the Central School move. For the past several years, total General Fund expenditures have come in anywhere from one to three percent under budget. Although we see no reason at this point to believe 2008 will be any different, to be conservative we have not reflected this variance in the budget for General Fund expenditures. The chart below shows budget to actual expenditures since 2003. A 1 % savings in expenditures for 2008 returns over $400,000 to fund balance. Year 2003 2004 2005 2006 2007 Amended Bud et $29,894,758 $32,045,716 $34,269,738 $36,908,387 $39,470,568 Actual Ex enditures $29,045,233 $31,835,052 $33,625,909 $36,282,681 $38,917,075 Additional discussion on several other operating and capital funds worth noting include the Capital Improvement Fund, Street Improvement Fund, Flood Control Construction Fund, Water and Sewer Fund and Risk Management Fund. CAPITAL IMPROVEMENT FUND The Capital Improvement Fund now has a dedicated source to support ongoing capital projects. The revenue source is a one-quarter percent home rule sales tax. In budgeting for 2008, several projects that had been deferred due to insufficient funds were reconsidered along with new projects. For the next 4 years, $1 million of this new revenue will go to support capital projects with the remainder going towards rebuilding fund balance. The one-quarter percent home rule tax was originally budgeted to generate $1,320,000 annually. Due to slowing of the economy the home rule tax is expected to fall short by $70,000. A significant shortfall in the home rule tax would require projects of lower priority to be deferred until the following year. Although the Village is experiencing a slight drop in the home rule tax in 2008, no projects will be deferred as several projects for the year are expected to come in below budget. Surplus funds from these projects will be used to make up the shortfall. STREET IMPROVEMENT CONSTRUCTION FUND This fund was created to account for the 1997 revenue enhancements that are earmarked for the street improvement program. Revenues of $1,693,500 were projected for 2008. Revenues actually received as of June 30th total $415,127, or 24.5% of budget. The entire amount of the one-quarter cent home rule sales tax earmarked for street improvement will be allocated to the street improvement construction fund. Up until 2005, a portion of the tax H:\ACCT\BUDGET\Budget 2008\Quarterly & Mid-Year Review\Mid-Year Review Transmittal Memo - 8-12 COW Meeting.doc Mid-Year Budget Review August 5, 2008 Page 6 had been used to payoff debt service for street construction bonds. A total of $2,178,800 has been budgeted for street resurfacing and reconstruction. As of June 30th $949,044, or 43.6%, has been expended. The balance of the street resurfacing program will be completed during the second half of the year. FLOOD CONTROL CONSTRUCTION FUND The only revenue expected to be collected in this fund is interest income of $10,000. To- date, $7,980 has been received. Additional revenue sources to support expenditures in this fund are not expected until 2010. This is the expected date when a portion of the home rule sales tax becomes available as a big portion of the debt service requirements related to flood control projects falls off. Just $97,264 has been spent thus far out of the $515,000 annual budget. Only high priority projects are being done since we will be drawing down on fund balance to pay for the projects. Any project not deemed high priority has been deferred until after 2009 when additional monies become available. Projects included in the 2008 budget include creek bank tree trimming and stabilization and Levee 37. WATER AND SEWER FUND Revenues through June 30th total $4,952,170, representing 42.8% of the $11.6 million budget. This is typical, as water consumption increases during the summer months. In addition, there is a two-month lag for residential billing and one-month lag for commercial properties. Expenditures are budgeted at $12.9 million for the year. After six months, actual expenditures have totaled $3,629,590, or 28.2% of budget. Expenditures appear to be low because of capital improvements planned for later in the year. There are no material variances expected between now and the end of the year. RISK MANAGEMENT FUND Revenues were budgeted at $6,748,271 for the year. Through June 30th we have received $3,320,794 or 49.2% of budget. We expect to meet revenue estimates for year-end. The approved expenditure budget for this fund is $6,767,971. Total expenditures for the first six months were $3,015,220, or 44.6% of budget. Expenditures for the Village's Casualty and Property coverage are at the 50% benchmark while expenditures for the Medical Insurance program are currently below the benchmark at 44.6%. If expenditures continue to this trend through the end of the year, we should end up on budget for 2008. 2009 FORECAST The 2008 Annual Budget included a forecast budget for the year 2009 for each operating and capital project fund. The purpose of this portion of this memorandum is to bring forward any material variances in revenues/expenditures now expected for the year 2009. H:\ACCT\BUDGET\Budget 2008\Quarterly & Mid-Year Review\Mid-Year Review Transmittal Memo - 8-12 COW Meeting.doc Mid-Year Budget Review August 5, 2008 Page 7 GENERAL FUND Exhibit 2 has been prepared to compare the original forecast numbers to our most recent estimates. The original forecast budget showed an operating deficit of $256,727 on revenues of $40,873,125 and expenditures totaling $41,129,852. Our more recent estimates now show that the deficit has increased to $478,652. A drop in the home rule sales tax, investment income and ambulance billing fees account for the additional shortfall. Revenues are now projected to come in at $40,651 ,200, $221,925 lower than the original forecast budget. General Fund Revenues: At this time we expect General Fund revenues for 2009 to come in $221,925 lower than what was projected twelve months ago. Home rule sales tax receipts are expected to come in below the original 2009 forecast. This is based on estimates for 2008. I have not anticipated any growth in this revenue for 2009. Ambulance billing fees have been adjusted downward based on 2008 estimates as well. This revenue is dependent upon the payment schedule of insurance companies and the State of Illinois (for Medicare Payments). Delays in remitting payment to the Village have resulted in wide fluctuations from year to year. Lowering the budget amount to an average annual amount will reduce the need to make mid-year adjustments up or down. This change impacted (lowered) the General Fund budget in 2009 by $205,000. Investment income was reduced by $121,000 for 2009 due to lower returns on invested surplus funds. I do show a slight growth from 2008 in this revenue of $20,000. This estimate was based on earnings of 3.5% on surplus funds totaling $8.2 million. General Fund Expenditures: At this time we are expecting expenditures to remain consistent with the original forecast. Other Impacts to the 2009 Budget Capital improvement projects expected to have a significant impact on the 2009 budget include the construction of a new Fire Station #14, expansion of the Public Works Facility and construction of an Emergency Operations Center. Funding for these companion projects is expected to come from surplus funds on hand and bond proceeds of approximately $10 million. It is anticipated that the bonds will be issued as bank qualified, tax exempt debt which provides tax breaks to the purchaser and lower rates for the Village reducing the amount of interest to be paid over the life of the bond. Two additional programs under consideration are a neighborhood resource center and an expanded marketing program. Both of these programs will have an impact on the 2009 budget if implemented. H:\ACCT\BUDGET\Budget 2008\Quarterly & Mid-Year Review\Mid-Year Review Transmittal Memo - 8-12 COW Meeting.doc Mid-Year Budget Review August 5,2008 Page 8 The first program is for the establishment of a neighborhood resource center. A neighborhood center in the area of South Mount Prospect has been contemplated for several years. Unfortunately, there had not been adequate resources to implement the project. In 2007, the Village received a $50,000 grant from the Chicago Community Trust to fund a needs assessment and a development plan for the center. In June 2008, staff presented to the Village Board results of the study and estimated start-up costs for the center. If implemented, budgets for the Police, Human Services and Community Development Departments would be impacted. The second program looks to expand upon the existing marketing program for the Village. Currently there are funds budgeted for print and radio ads, Metra posters and bus stop signs along with funds for marketing design consult services. The expanded marketing program looks to continue the campaign into 2009 and beyond. Staff is requesting a dedicated line item in the Manager's Office-Public Information budget for tracking marketing expenses and has prepared several funding level options that step up the proposed marketing plan in future years. BUDGET CALENDAR Attached as Exhibit 3 is the 2009 budget calendar as presented in the current 2008 budget document. If this schedule presents any conflicts, we should revise it as soon as possible. J~~'~ DAVID O. ERB DIRECTOR OF FINANCE H:\ACCT\BUDGET\Budget 2008\Quarterly & Mid-Year Review\Mid-Year Review Transmittal Memo - 8-12 COW Meeting.doc Exhibit 1 Village of Mount Prospect, Illinois General Fund - Revenues and Expenditures 2008 Mid-Year Review Budget 2008 YTD Actual 2008 Variance- 2007 Amended 01/01/08- Current Favorable Actual Budget 6/30/2008 Estimate (Unfavorable) Revenues: Property Taxes - General 7,256,893 7,692,000 3,657,243 7,692,000 0 Property Taxes - Pensions 2,639,701 2,798,256 1,310,525 2,798,256 0 Sales Taxes - ROT Portion 8,811,400 8,670,000 2,179,353 9,211,000 541,000 A Sales Taxes - HMR Portion 1,320,765 1,280,000 272,353 1,250,000 (30,000) B Food and Beverage Tax 797,730 798,500 318,846 760,000 (38,500) Real Estate Transfer Tax 789,912 785,000 307,506 760,000 (25,000) Telecommunications Tax 2,741,121 2,535,000 657,666 2,510,000 (25,000) Other Utility Taxes 1,879,134 1,939,500 1,022,039 1,930,000 (9,500) Other Taxes 161,322 155,500 60,565 155,500 0 Vehicle Licenses 1,396,941 1,405,000 1,226,249 1,405,000 0 Other Licenses, Permits, Fees 2,048,427 1,855,000 733,344 1,752,000 (103,000) C State Income Tax 4,980,054 5,126,000 3,172,039 5,266,000 140,000 0 Other Intergovernmental 1,963,210 1,396,200 614,556 1,396,200 0 Charges for Services 1,631,636 1,730,375 656,770 1,470,000 (260,375) E Fines and Forfeits 720,673 576,500 311,059 620,000 43,500 Investment Income 479,705 270,000 128,559 270,000 0 Other Revenue 319,196 365,000 204,926 365,000 0 Total Revenues 39,937,820 39,377,831 16,833,598 39,610,956 233,125 Expenditures Public Representation 123,983 131,176 97,144 131,176 0 Village Manager's Office 2,442,225 2,674,444 1,147,541 2,674,444 0 Television Services Division 164,809 183,164 84,043 183,164 0 Village Clerk's Office 196,054 209,499 99,182 209,499 0 Finance Department 1,732,614 1,652,794 795,077 1,652,794 0 Community Development Dept. 2,010,946 2,435,900 978,502 2,435,900 0 Human Services Dept. 752,838 789,947 358,049 789,947 0 Police Department 13,318,326 14,147,413 6,665,769 14,147,413 0 Fire Department 10,549,630 10,880,623 4,980,961 10,880,623 0 Public Works Department 6,361,638 6,661,635 3,036,020 6,661,635 0 PW - Storm Expenses 928,241 0 0 0 0 Community and Civic Services 281,734 367,326 73,694 367,326 0 Miscellaneous 44,533 45,600 22,730 45,600 0 Total Expenditures 38,907,571 40,179,521 18,338,712 40,179,521 0 F Excess of Revenues over Expend. 1,030,249 (801,690) (1,505,114) (568,565) 233,125 Other Financing Sources/Uses Other Transfers (12,902) (350,846) 0 (350,846) 0 G Total Other Financing Uses (12,902) (350,846) 0 (350,846) 0 Excess of Revenues over Expend. and Other Financing Uses: 1,017,347 (1,152,536) (1,505,114) (919,411) 233,125 Exhibit 1 Village of Mount Prospect, Illinois General Fund - Revenues and Expenditures 2008 Mid-Year Review Notes A State sales tax is tracking 15% above the prior year. For year-end estimate using 4.5% growth from prior year. Price increases for goods covered by this tax have increased between 15%-25% over past 12 months. B The home rule tax is tracking down 5% from the prior year. This tax applies to general merchandise such as clothing and electronics. This tax impacted greater during periods of economic slowdown. C This category of revenue includes building related permits and fees. Activity in this area is down from the prior year due to a slowdown in the housing sector. D This state shared revenue continues to come in strong. Our projection is in line with estimated prepared by the Illinois Municipal League which prepares regular per capita estimates on all state shared revenues. Income taxes for 2008 are tracking 10% above the prior year. E The largest revenue source in this category is the Ambulance Transport Fee. This revenue is tracking at 75% of original budget estimates. While billing is on par with the prior year, payments are coming in slower. F To be conservative, expenses are projected to come in at budget. Typically, expenses come in 1 %-2% below budget. Any realized savings from budget go to maintaining the benchmark 25% fund balance level. G Intentional drawdown of fund balance to cover the expense of the new phone system paid from the Capital improvement Fund. Exhibit 2 Village of Mount Prospect, Illinois General Fund - Revenues and Expenditures 2009 Forecast - Mid-Year Review 2008 2009 Forecast Current Original Current Increase Percent Projections Forecast Forecast (Decrease) Change Notes Revenues: Property Taxes - General 7,692,000 7,978,000 7,978,000 0 0.00 Property Taxes - Pensions 2,798,256 3,080,000 3,080,000 0 0.00 Sales Taxes - ROT Portion 9,211,000 9,207,500 9,487,000 279,500 3.04 A Sales Taxes - HMR Portion 1,250,000 1,353,000 1,250,000 (103,000) (7.61) B Food and Beverage Tax 760,000 822,500 775,000 (47,500) (5.78) Real Estate Transfer Tax 760,000 800,000 760,000 (40,000) (5.00) Telecommunications Tax 2,510,000 2,535,000 2,535,000 0 0.00 Utility Taxes 1,930,000 1,960,500 1,950,000 (10,500) (0.54) Other Taxes 155,500 157,000 157,000 0 0.00 Vehicle Licenses 1,405,000 1,405,000 1,405,000 0 0.00 Other Licenses, Permits, Fees 1,752,000 1,898,500 1,840,000 (58,500) (3.08) C State Income Tax 5,266,000 5,255,000 5,266,000 11,000 0.21 Other Intergovernmental 1,396,200 1,280,200 1,280,200 0 0.00 Charges for Services 1,470,000 1,785,425 1,610,000 (175,425) (9.83) D Fines and Forfeits 620,000 576,500 620,000 43,500 7.55 Investment Income 270,000 411,000 290,000 (121,000) (29.44) E Other Revenue 365,000 368,000 368,000 0 0.00 Total Revenues 39,610,956 40,873,125 40,651,200 (221,925) (0.54) Expenditures Public Representation 131,176 133,946 133,946 0 0.00 Village Manager's Office 2,674,444 2,583,614 2,583,614 0 0.00 Television Services Division 183,164 192,130 192,130 0 0.00 Village Clerk's Office 209,499 215,688 215,688 0 0.00 Finance Department 1,652,794 1,652,143 1,652,143 0 0.00 Community Development Dept. 2,435,900 2,216,913 2,216,913 0 0.00 Human Services Dept. 789,947 818,594 818,594 0 0.00 Police Department 14,147,413 14,719,681 14,719,681 0 0.00 Fire Department 10,880,623 11,440,545 11,440,545 0 0.00 Public Works Department 6,661,635 6,730,826 6,730,826 0 0.00 PW - Storm Expenses 0 0 0 0 0.00 Community and Civic Services 367,326 379,272 379,272 0 0.00 Miscellaneous 45,600 46,500 46,500 0 0.00 Total Expenditures 40,179,521 41,129,852 41,129,852 0 0.00 F Excess of Revenues over Expend. (568,565) (256,727) (478,652) (221,925) Other Financing Sources/Uses Transfer to Capital Improvement (350,846) 0 0 0 Total Other Financing Uses (350,846) 0 0 0 Excess of Revenues over Expend. and Other Financing Uses: (919,411) (256,727) (478,652) (221,925) G 1 of 2 General Fund Forecast 2009 - Mid-Year Review Exhibit 2 Village of Mount Prospect, Illinois General Fund - Revenues and Expenditures 2009 Forecast - Mid-Year Review Notes 3.0% growth anticipated. No growth is anticipated at this time. 5.0% growth anticipated (consistent with expectation for Real A Projection based on estimates for 2008. B Projection based on estimates for 2008. C Projection based on estimates for 2008. Estate Transfer Activity). Reduction in expectations for ambulance transfer fees. Original budget amount was $955,000. Revised projection is now $750,000. Nominal increases in other Charges for Service. Return on surplus funds expected to be 3.5% for 2009. The estimate is based on $8.3 million of funds to invest. To be conservative, expenses are projected to come in at budget. Typically, expenses come in 1 %-2% below budget. Any realized savings from budget go to maintaining the benchmark 25% fund balance level. It is expected that this deficit would be eliminated through adjustments to existing revenues and budget reductions during the 2009 budget review process. D E F G 2 of 2 General Fund Forecast 2009 - Mid-Year Review Exhibit 3 VILLAGE OF MOUNT PROSPECT BUDGET CALENDARS 2008 and 2009 2008 2009 DATE ACTION DATE 3/9/07 Capital Improvement Plan (CIP) Worksheets forwarded to Department 3/7/08 Directors Completed Computer CIP Worksheets returned to Finance Department 3/21/08 4/6/07 Remaining CIP Worksheets returned to Finance Department 4/4/08 4/24/07 Prior Year Budget Wrap-up and Preliminary Ql Review 4/29/08 5/14/07 Department CIP reviews with Village Manger and Finance Director 5/12/08 to 5/18107 to 5/16/08 5/25/07 Complete Proposed CIP Amounts 5/23/08 6/8/07 Deliver Proposed CIP to Village Board and Finance Commission 6/6/08 6/28/07 Review Proposed CIP with Finance Commission 6/26/08 7/10/07 Committee of the Whole - CIP Review Session 7/8/08 7/17/07 Acceptance of Proposed CIP at Village Board Meeting 7/15/08 7/20/07 Budget Kickoff Meeting (Staff) and Budget Worksheets forwarded to 7/18/08 Department Directors Departmental Staffing Request Submittals Due to Village Manager 7/31/08 8/14/07 Committee of the Whole - Mid-Year Budget Review and Pre-Budget 8/12/08 Workshop 8/1 0/07 CIP available for distribution 8/8/08 8/1 0/07 Completed Budget Worksheets returned to Finance Department 8/8/08 Exhibit 3 VILLAGE OF MOUNT PROSPECT BUDGET CALENDARS 2008 and 2009 2008 DATE ACTION 2009 DATE 8/1 0/07 Revenue Estimates completed by Finance Department 8/8/08 9/4/07 to 9/7/07 Department Budget reviews with Village Manager and Finance Director 9/2/08 to 9/5/08 9/14/07 Complete Proposed Budget Amounts 9/12/08 10/5/07 Deliver Proposed Budget to Village Board and Finance Commission 10/3/08 10/5/07 Proposed Budget available for public inspection at the Village Clerk's 10/3/08 Office and the Mount Prospect Public Library 10/11/07 Review of Proposed Budget with the Finance Commission 10/9/08 10/18/07 10/16/08 10/25/07 10/23/08 10/23/07 Committee of the Whole - First Budget Hearing (7:00pm - 10:00pm) 10/28/08 Overview, Departmental Presentations 11/13/07 Committee of the Whole - Second Budget Hearing (7:00pm - 10:00pm) 11/11/08 Departmental Presentations 11/27/07 Committee of the Whole - Third Budget Hearing (7:00pm - 10:00pm) 11/25/08 (If Necessary) 12/4/07 Truth in Taxation Public Hearing 12/2/08 12/4/07 First Reading of Proposed Budget Ordinance at Village Board Meeting 12/2/08 12/18/07 Public Hearing and Second Reading of Proposed Budget Ordinance at Village Board Meeting 12/16/08 1/18/08 Approved Budget available for distribution 1/16/09 Village of Mount Prospect Community Development Department Mount Prospect MEMORANDUM TO: MICHAEL E. JANONIS, VILLAGE MANAGER FROM: CLARE L. O'SHEA, SENIOR PLANNER DATE: AUGUST 6, 2008 SUBJECT: NEIGHBORHOOD RESOURCE CENTER (NRC) UPDATE Background The Village of Mount Prospect has identified a Neighborhood Resource Center (NRC) as an economic and community development tool, which will more effectively deliver services and information to residents. In 2007, the Chicago Community Trust provided funding to the Village of Mount Prospect to study the feasibility of a center. The study assessed the needs of residents and businesses, developed preliminary budgets, and created a sustainability plan for the proposed center. In June 2008, Staff presented the findings of the feasibility study to the Village Board. The Village Board requested more detailed budget information and directed staff to work with other organizations to understand the level of their commitment in the Neighborhood Resource Center. The purpose of the center is to provide coordinated delivery of services to residents and businesses in Mount Prospect. Many communities have created similar centers to provide services to residents and businesses. Mount Prospect's NRC model leverages the services of ten organizations, including the Village of Mount Prospect, to provide coordination of services, programs, and information. Some of the recommendations from the Neighborhood Resource Center Feasibility Study are: 1. Each partner must have an initial financial contribution as well as a continuing commitment to the operation of the center, in addition to in-kind services, 2. Coordinate efforts between partners (avoid a shopping mall of services), 3. Receptionist and intake coordination is essential for service delivery, 4. Establish separate SOIc3 for fundraising and establish board members. Since the June 10, 2008 Committee of the Whole meeting, Staff has worked on the items for the second year grant. Staffs efforts have focused on developing a business plan, working with an architect for design and layout, securing commitments from potential community partners, and gathering information for the 2009 budget. The following is a summary of progress made on the proposed NRC to date. Analysis Business Plan - Staff has worked with the Small Business Development Center at Harper College to develop a business plan for the center. The business plan analyzes the market in which the center is operating, develops the communication/marketing plan, and identifies a time line for the NRC development. The mission, goals, and objectives of the business plan were taken from the program design section of the Feasibility Study. The Village of Mount Prospect will collaborate with the community partners to further refine the goals and objectives of the NRC. Committee of the Whole Meeting August 12, 2008 Page 2 Budget - The NRC budget has been refined with more detail for the 2009 budget. Several grants and other revenue sources, such as Community Development Block Grant funds and contributions from community partners, will reduce the overall cost to the Village's general fund. The Village continues to investigate grants for the center and has had preliminary discussions with funders (United Way, Rotary Club, and Kiwanis Club) for contributions to the center. Total VOMP Costs $340,687.25 Expected Funding Sources: Chicago Community Trust (Yr 3) 50,000 Chicago Community Trust (Yr 2) 20,000 CDBG 50,000 Community Partners 38,400 Service Clubs 1,500 Total VOMP Expense $180,787.25 Design and Lavout - The Village of Mount Prospect is working with SRBL Architects on a preliminary layout for the proposed center. Attached is a draft layout (labeled Scheme A) of the proposed center. Office C is proposed as a flexible office for the community partners and the community room will be available to organizations hosting meetings or seminars. The other offices will be utilized by the social worker and community service officer. Sliding glass doors will separate the library and community room giving the option for room expansion, if necessary. Letters of Intent - Nine organizations have expressed interest in participating in the neighborhood resource center with financial and in-kind contributions. The following organizations are interested in participating in the center: . Mount Prospect Public Library . Children's Advocacy Center . Northwest Community Hospital . Korean American Community Services . United Way . Elk Grove Township . CEDA . District 214 Continuing Education . School District 59 The most significant partner in the NRC is the Mount Prospect Public Library. The Library plans on having a permanent presence in the center and is budgeting for materials (audio/visual and print) and computers for library patrons. The Library's investment in the center is shown in the "draft 2009 budget detail" (see attached budget detail). Staff - Three positions are proposed for the NRC: Receptionist, Social Worker, and Community Service Officer. The receptionist and social worker will report to the Human Services Department and the Community Service Officer will report to the Police Department. Staff has analyzed whether current staff could manage the center, but it has been determined that there is a substantial time commitment required for the success of the center and additional staff is necessary. It is important to note that the receptionist salary is partially paid by the contributions from the community partners. Please see the attached job descriptions. Timeline - If the Village Board includes the Neighborhood Resource Center in the 2009 budget, staff is anticipating a six-month start-up period. Beginning in January, build out for the center would begin and the proposed center would open in June or July of2009. I \ItOlvh 1 hcd$IPLANlGrant Apps\200812008CCTGrantRenewaI181208COW\81208COWmemo-c1o.doc Committee of the Whole Meeting August 12,2008 Page 3 Conclusion Staff is requesting to include the proposed Neighborhood Resource Center budget in the Village of Mount Prospect's 2009 budget. The success of the neighborhood center is firmly based in the recommendations from the feasibility study and collaboration with community partners. Staff will be present to answer any questions related to this matter. I concur: Attachments: Business Plan 2009 Budget Detail Scheme A - Proposed NRC Layout Letters of Intent Job Descriptions IIItOlvh I hcd$IPLANlGrant Apps\2008\2008CCTGrantRenewal181208CO W\81208CO Wmemo-clo.doc VILLAGE OF MOUNT PROSPECT NEIGHBORHOOD RESOURCE CENTER (NRC) Business Plan Executive Summary With many governmental and non-governmental agencies providing services, residents and businesses may not be utilizing resources available to them effectively or efficiently. The Neighborhood Resource Center (NRC) is an economic and community development tool to deliver services to residents and businesses in a coordinated fashion. The NRC's proposed location is two storefronts (approximately 2,400 square feet) in Crystal Court Shopping Center. This has been a unique opportunity for center development in Mount Prospect. The concept has been discussed for many years, but a grant from the Chicago Community Trust contributed the seed funding to study how the Village could implement a center. The feasibility study revealed there is demand for services, a need for information among residents and businesses, and a lack of access to available services. The proposed Neighborhood Resource Center will be a place for centralized information and referral for all residents in South Mount Prospect. Eight organizations, in addition to the Village of Mount Prospect and Mount Prospect Public Library, will be leveraging resources and services in the NRC. The partners will be involved in establishing goals for the entire center so that partners understand how their services contribute to the larger center concept. Data will be collected during the intake process and the center's services will constantly be evaluated. The Village of Mount Prospect and Mount Prospect Public Library will have permanent space in the center and other organizations will have flexible times and space in the center. The center will provide a welcoming environment for residents and businesses and will be a place where a limited number of Village services may be accessed. The library will draw many residents into the center based on their programs and library services. The NRC will coordinate services between different service providers who are interested in more efficient service delivery and an alternative venue to schedule events and meetings. A sustainability plan has been developed to ensure that the operational expenses are covered and that all organizations have a financial commitment to the center. All partners will be expected to contribute financial and in-kind resources to the center. An advisory committee with representation from all partners will be established to ensure that the needs and concerns are proactively met. Organization Overview Why is the Village investigating establishing a Neighborhood Resource Center (NRC)? The NRC is an economic and community development tool to coordinate the service delivery to residents and businesses. In Mount Prospect, there are several governmental agencies delivering services including park districts, school districts, library, township, and the village. In addition to services performed by governmental agencies, Mount Prospect has a strong social services and business resources infrastructure. However, all of the available services may be hard to navigate and it may be difficult disseminate information to the target population regarding available services. This is the basis of the Neighborhood Resource Center. The proposed location of the NRC is in South Mount Prospect, in the Crystal Court Shopping Center. The NRC is a Village effort with a partnership with the Mount Prospect Public Library. The Mount Prospect Public Library has indicated they have been interested in establishing an off-site location but options in the past have been too expensive. In addition to the Village of Mount Prospect and Mount Prospect Public Library, eight other social service agencies have indicated their desire to work within the center and coordinate services for residents and businesses. This NRC model offers a flexible, relatively low cost way to accomplish outreach goals and leverages resources from different agencies. This alternative is more affordable than if each agency were to expand individually. The NRC will eventually have 501c3 non-profit status, but will have financial and staffing support from the Village of Mount Prospect. The NRC will have a board to help guide the direction of the center, but will have the flexibility to respond to changes in the neighborhood and market. The 501c3 will also benefit the NRC for fundraising purposes as the grant will seek additional support from local, regional, and national funders. Market and Industry Analysis South Mount Prospect is made up of multi-family housing complexes and several retail centers, all of which are located in three low-income census tracts. The population is ethnically diverse and has many small businesses. The general perception of the area from residents and non- residents is that the area is not safe. The character of South Mount Prospect is different from the rest of the Village. The majority of the Village of Mount Prospect's multi-family housing is located in South Mount Prospect. Within these census tracts, between 65-75% of the housing is rental housing. The balance of the Village of Mount Prospect is 70% owner-occupied. The higher density housing leads to a higher concentration of residents. This is both a strength and a weakness of the area. The strength of the population is that the retail, restaurants, and business establishments are supported by the residents. The weakness is that the higher concentration of people leads to the impression that more resources need to be devoted to the area. In addition to the low-income population, there are many foreign born residents who have entered the country and are living in Mount Prospect. The diversity of businesses is reflected in the population composition. Many foreign born residents are unfamiliar with or untrusting of governmental and banking systems. Within Mount Prospect, there are many different agencies providing services and information. "Immigrants without bank accounts use currency exchanges and money-wiring businesses to cash checks and send money home. In check- Proposed Neighborhood Resource Center DRAFT Business Plan Page 2 cashing fees alone, immigrants pay a total of about $2 billion each year in the U.S." (Chicago Council on Global Affairs, A Shared Future, page 45). Education about the systems is essential for the success of Mount Prospect residents in complying with laws, asset building and financial management. Finally, the South Mount Prospect population is also younger than the rest of the Village. The median age is 30.7 (average of median age from three census tracts), whereas the Village's median age is 37.2. Youth and family services are necessary for South Mount Prospect to prosper. Market Trends Populations and needs change. The Village of Mount Prospect and its partners are cognizant that the area has and will change; therefore, flexibility in the center is essential. The rental of shopping center units allows the Village flexibility in the location of the center. Should future demand for the services be greater than the 2,400 square feet will allow, the center could either be expanded or relocated. In addition to flexibility in the physical space of the center, the programming must be flexible. As the needs of the population changes, the services and referrals provided at the center must change to accommodate the demands of residents, businesses and property owners. Several indicators of this market trend are expected to continue. Mount Prospect is an attractive location for a variety of housing options and access to employment. Residents and businesses will demand services and resources from the Village and other agencies. The market will need to be assessed every 3-5 years to understand if the target populations have changed and what services are necessary to create more engaged residents and successful businesses. The reassessment will ensure the NRC continues to serve the needs of the community. Purpose of NRC Mission Statement The Mission of the NRC is to create a healthy Mount Prospect community by ensuring that all members of the Village have access to resources and information that ensures full participation in civic life and a pathway to quality education, jobs, and economic self-sufficiency. History and Background The Village of Mount Prospect has identified a center as a strategy to improve the quality of life in South Mount Prospect since the early 1990s. In 2007, the Village of Mount Prospect was awarded a grant from the Chicago Community Trust to perform a feasibility study for a neighborhood resource center. The community was assessed and best practices were identified. Representatives from the community, Village, and local organizations were consulted throughout the process. Many of the organizations involved in the project indicated that a center would increase the effectiveness and efficiency of their service delivery to Mount Prospect's residents and businesses. Proposed Neighborhood Resource Center DRAFT Business Plan Page 3 Goals and Objectives [subject to change pending review with partners] The Village of Mount Prospect will be organizing a meeting with all community partners to review the mission, goals and objectives for the entire center. These goals will focus on coordination to promote all available services to the community. The proposed goals of the center are as follows: 1. Provide all residents who seek assistance with information, services, and/ or referral to a wide range of community and governmental resources. 2. Coordinate the resources of multiple public and private service providers. 3. Market the services of the NRC through community outreach and other marketing efforts. 4. Provide workshops and orientation sessions on a range of diverse topics that emerge from close connection with the community. 5. Expedite the integration of immigrants and refugees into VOMP and ease the acclimation process by reducing barriers to full integration. 6. Provide all services in a linguistically and culturally sensitive manner. 7. Create a safe, open, non-threatening space where resources will be provided. 8. Provide a central community gathering space - a hub for community interaction and civic engagement around community concerns and interests. The outcomes of the center will be measured by: For NRC Clients (individuals and families): . Reduce % of families experiencing income and asset instability. . Increase the % of families living above 200% of the federal poverty line. . Decrease the % of families who need "survival" income supports . Parents provide stable and secure economic environments for children. . Parents are actively engaged in their children's education and school lives. . Adults, especially those who are new immigrants, understand key u.s. systems (government health, education etc.) and can navigate them successfully. . Adults, especially those who are new immigrants, develop confidence that they are able to manage financial life and achieve financial success. . Adults become civically engaged. . Adults become citizens. . Children and youth have the skills and resources they need to secure their futures. . Increase in % of youth who complete community college vocational certifications, AA degrees and 4 year degrees. For the NRC Itself: . 85% of clients served report satisfaction with services provided. . Clients received coordinated services that maximize the full spectrum of community services and resources available at the NRC and in the community at-large. . 100% of Limited English Proficient (LEP) clients report receiving services in a language that they understood. . 85% of immigrant clients experienced reduced barriers to integration. . The NRC has a balanced budget. Proposed Neighborhood Resource Center DRAFT Business Plan Page 4 . All partner agencies are contributing both financial and in-kind resources. . Clients report that the NRC is a community gathering place where they feel welcome and safe. . National recognition of the NRC. For the VaMP . Reduced crime particularly in the southern part of VaMP. . All residents resolve differences calmly and any racial or ethnic tensions are successfully resolved. NRC target populations . All lower income, lower skilled heads of households . All families living on incomes below 200% of federal poverty level (FPL) . All adults earning less than a living wage . Immigrants and refugees, especially new arrivals . All youth from low-income families . Seniors, persons with disabilities, or anyone needing additional assistance and more convenient access to services . In addition to targeted population, the NRC will be open to all residents of VaMP and mainstream Village services will be available at the NRC as well. Service Description The NRC will occupy 2,400 square feet in an existing shopping center. The proposed center will have three private offices, community room, reception area, and library sub-station. The Village staff assigned to work in the NRC will be a social worker and an intake coordinator, both reporting to the Human Services Director, and a community service officer, reporting to the Police Department. A needs assessment of the community was performed in 2007 to determine the resources and gaps in the area. The conclusion was that there were a number of services provided, but they were not coordinated and may not have been conveniently located for residents. Programs will be designed to address: . Community Education . Language and cultural competence . Asset building . Affordability . Community Building . Youth programming - mentoring, recreation, education, nutrition, etc. . Employment . Fair Housing - landlord/ tenant rights and education . Library Services . Business relations Proposed Neighborhood Resource Center DRAFT Business Plan Page 5 Marketing / Advertising A benefit of the center is joint marketing through community partners. The NRC plans to promote the facility and its partners through the following mediums. Passive marketing is a one-way communication and active marketing is an interactive form of advertising. Active: . Grand opening event . Attending events and events with center information o Family Issues Meetings o Mentor Program events with kids and parents o Meetings with South Mount Prospect Merchants o Presentations to other organizations working with the Village o Crime Free Housing Seminars Passive: . Community calendar of events . Post cards to residents, businesses, and social service agencies . Village website (community partner website) . Brochures o Office parks o Schools o Park District o Mount Prospect Public Library . E-Newsletter . MPTV Cable Channel Announcements . Brochures at offices in South Mount Prospect Financial See attached budget for more detailed information. The budget for the first year is expected to be higher than in following years due to the cost of build-out and start-up expenses. Below is a summary of the 2009 budget for the center: 2009 Sources and Uses Source Use Amount CDBG Build out $50,000 Chicago Community Trust Start-up / Build out $100,000 Community Partners Operational $38,400 VaMP Rent, build out, staff $338,000 MPPL Rent, build out, staff $229,000 United Way Programming TBD Kiwanis Donation (proposed) $1,500 Other service clubs n/a TBD Proposed Neighborhood Resource Center DRAFT Business Plan Page 6 Management/Operations Plan The Village of Mount Prospect will be the lead on this project. The Mount Prospect Public Library will be sharing financial responsibility of rent and staffing expenses. The community partners will have a smaller commitment in the center, but will contribute and have access to the center facilities. The daily operations of the center will be run by the center coordinator/ social worker. The Human Services and Community Development Department will have a role in outreach and marketing of the center. The Police Department will have a presence in the center through a community service officer and other Police personnel utilizing a sub-station office. Each staff position proposed has been carefully considered during the feasibility study. The center coordination/ social worker will have a tremendous responsibility between direct services to clients while marketing the center and working with community partners. In anticipation of the heavy workload of this position, the Human Services Director has indicated that the marketing and promotions of the center will be shared between the center coordinator and the Human Services Director. The receptionist position has been a strong selling point for the center to other organizations. This position will assist organizations with meetings or event coordination, refer clients to organizations, and will be the unified presence of the center. This position will need to be familiar with the community, services available, and community partners. The Community Service Officer is essential to the NRC. The Police Department has implemented a strong outreach program to the merchants and residents of South Mount Prospect and will now have a place to schedule meetings. Having a consistent Police presence will have a positive effect on the shopping center and immediate area. The hours of operation will most likely mirror the hours of the Village: 8:30 a.m. to 5:00 p.m. The Mount Prospect Public Library has estimated their hours at 10 a.m. to 6 p.m. Currently, weekend hours are not proposed. Demand for NRC services will be evaluated to determine the value of weekend services or extended hours. A customer satisfaction survey will be developed for the center to constantly evaluate services and make improvements to the NRC's operating plan. Business Risks/Contingency Plan As with most initiatives of this scale, there are many unknown factors that would work against the NRC. . Lack of funding: The NRC will most likely not be a revenue generating project. The project relies on the participation of partners and their financial contributions as well as grant opportunities for funding. Therefore, funding the services may be difficult if expenses are high. The intake process and documenting the benefits of the center will be essential to secure funding from a variety of sources to ensure financial sustainability. Proposed Neighborhood Resource Center DRAFT Business Plan Page 7 Marketing and advertising for the center must also be a priority for educating the community on the benefits of the center. . Coordination of partners: Working with many different organizations can be difficult and the needs of the partners in the center should be pro actively managed. The full- time social worker at the NRC will be responsible for partner relations and ensuring that their needs are met in the center. Community partners are an important piece to this project and must know the benefit of being a part of the Neighborhood Resource Center. Forming an advisory committee of partners is recommended to encourage communication among organizations. . Opportunity Costs: Is this the best way to spend Village and non-profit organization funds? The Village of Mount Prospect continues to budget conservatively to protect the Village in the case of an emergency. The NRC budget has been minimized as much as possible, but it is still a financial commitment from the Village. Should the center be successful, the initial investment will outweigh the costs through crime prevention and leveraging resources from different organizations. Development Plan (Gantt Chart development underway) Summer 2008 - Implement second year Chicago Community Trust grant Architectural layout Business and communication plan Database design Intake process Budget refinement Securing letters of intent from community partners August 12, 2008: Presentation to Committee of the Whole regarding 2009 budget January 1, 2009: 2009 fiscal year begins January to June 2009: build out of space July 2009: Grand opening of Mount Prospect Neighborhood Resource Center Proposed Neighborhood Resource Center DRAFT Business Plan Page 8 2009 DRAFT NRC Budget Details Use Source Notes Cost Quantity VaMP MPPL Rent (square feet) $40,056.00 2400 square feet $28,056.00 $12,000.00 Utilities $2,700.00 $1,809.00 $891.00 electricity franchise Repairs and Maintenance $3,000.00 $2,000.00 $1,000.00 Build Out $30,000.00 $30,000.00 Sprinkler System $7,000.00 $4,667.00 $2,333.00 Lease negotiations with owners? Salaries and Benefits $266,288.46 3 VaMP / 2 MPPL $197,000.00 $69,288.46 see assumptions sheet for details Professional Fees - legal, audit, payroll, consuitants $2,500.00 $2,500.00 Program supplies, food, client transportation $6,000.00 $6,000.00 Program development, marketing, and outreach (brochure, website, public ed ucation) $10,000.00 $10,000.00 Administrative - overhead, advertising, liability, 0&0 insurance $3,000.00 $3,000.00 Other - travel, transportation, membership dues $2,000.00 $2,000.00 Computers $8,000.00 4 $8,000.00 VPN $700.00 $700.00 VPN maintenance $110.00 $110.00 Telco /ntemet Connection $10,500.00 $7,035.00 $3,465.00 Wireless Access Point $500.00 $335.00 $165.00 Router $1,500.00 $1,005.00 $495.00 Fire wall $1,500.00 $1,005.00 $495.00 Mise Network Cables $250.00 $167.50 $82.50 Receipt Printer $300.00 $201.00 $99.00 Small Staff Printer $800.00 $536.00 $264.00 UPS units $500.00 4 $335.00 $165.00 Phones $600.00 6 $402.00 $198.00 Equipment (panel, switch, router, phones) $8,537.00 $5,719.79 $2,817.21 2801 router with 4 FXO's, 2 T-l's, (1 for PS) 7 7945's and 1 7965 with device licenses Wiring $2,000.00 $1,340.00 $660.00 1 Labor $3,008.00 $2,015.36 $992.64 16 hrs at $188.00 copier/printer/scannerlfax $5,000.00 1 $2,500.00 $2,500.00 plasma TV $1,100.00 1 $1,100.00 Kiwanis or other service club? security system $7,010.00 $3,505.00 $3,505.00 security system, camera, key card access furniture (reception chairs, bookshelves, etc.) $1,500.00 $1,500.00 office furniture $6,400.00 $6,400.00 signs (internal and external) $10,000.00 $5,000.00 $5,000.00 MPPL - estimate Cleaning/Maintenance Service $7,080.00 4,743.60 2,336.40 $590 per month (same comp as VH) subtotal 340,687.25 108,752.21 X;::i " 'ii:i'i?',/: XXi:':? ,?? iiX;: .....i?v? I iil!';:IIi!!'!' MPPL Equipment $41,855.00 $41,855.00 MPPL collection and processing $76,400.00 $76,400.00 Other costs - printing, supplies, legal, insurance, etc. $22,000.00 $22,000.00 ITotal $589,694.46 $340,687.25 $249,007.21 I DRAFT Mount Prospect Neighborhood Resource Center Cash Flow Projections for Budget and Operating Costs Renting Independent Space Last Updated: 8/6/2008 Year 1 Year 2 Year 3 Year 4 Year 5 Beginning Cash (A) (18,106\ (18,847\ (26,031 ) 1,090 Cash Revenues (B): Goverment Grants - State, Federal, Local, HUD, DHS, CDBG 194,250 294,270 279,041 289,202 299,771 COBG Grant from VoMP 50,000 50,000 25,000 25,000 25,000 VoMP contribution to cover Coordinator/Social Worker (Note: A receptionist salary bgn in Yr 1 needs to be covered by other revenue) 94,250 192,270 199,961 207,959 216,278 VoMP Police Oept contribution of Community Police Officer Salary 50,000 52,000 54,080 56,243 58,493 Government Contracts - lump sum, voucher, pro-rata - - - . . Service Fees - private pay, third party, Social Security 38,400 49,920 51,917 64,792 67,384 (a) Operational support from partners that offer occasional services (see assumptions, starts with 8 partners paying $400/mo on avg and increases to 12 paying $451) 38,400 49,920 51,917 64,792 67,384 Private Contributions - CCT, UW, foundations, individuals, events 90,000 21,353 41,994 67,653 68,333 CCT Immigrant Integration Grant 50,000 MP Public Librarv (buid out in first year, rent and utilities) 40,000 21,353 21,994 22,653 23,333 New foundation qrant 2 20,000 20,000 20,000 New foundation grant 3 25,000 25,000 Interest Income. investments, endowments - - - . - Total (B) 322,650 365,543 372,951 421,648 435,487 Cash Expenses (C): Salaries and Benefits (see assumptions sheet for details) 197,000 295,880 307,715 320,024 332,825 Professional Fees - legal, audit, payroll, consultants 2,500 2,600 2,704 2,812 2,925 Program supplies, food, client transportation 6,000 6,240 6,490 6,749 7,019 Program development, marketing, and outreach (brochure, website, 10,000 10,000 10,000 10,000 10,000 Administrative - overhead, advertising, liability, D&O insurance 3,000 3,120 3,245 3,375 3,510 Occupancy Rent (2400 square feet at $3,338/month in yr 1 with taxes, etc) 40,056 40,056 41,258 42,495 43,770 Utilities 2,700 2,808 2,920 3,037 3,159 Repairs and Maintenance (includinq build-out costs in vr 1) 50,000 500 520 541 562 Equipment - purchase, repair, maintenance, rental 27 500 3,000 3120 3,245 3,375 Other - travel, transportation, membership dues 2,000 2,080 2,163 2,250 2,340 Total (C) 340,756 366,284 380,135 394,528 409,484 I Ending Cash (E)=(A)+(D) (18,106) (18,847) (26,031) 1,090 27,093 NOTES: Estimated yearly increase in costs of 4% Budget subject to change based on community partners 40/0 4% 40/0 40/0 ... , 2121 S. Goebbert Road Arlington Heights, IL 60005 847.718.7700 . (fax) 847.718.7713 email: ce@d214.org G Dr. David R. Schuler Superintendent, District 214 Michael S. Field Director, Community Education Communi!xEducation TOWNSHIP HIGH SCHOOL DISTRICT 214 August 4,2008 Mr. Michael E. Janonis Village Manager Village of Mount Prospect 50 S. Emerson Street Mount Prospect, IL 60056 Re: Neighborhood Resource Center Dear Mike: District 214 Community Education is pleased to commit to becoming a partner in Mount Prospect's proposed Neighborhood Resource Center. From the beginning of our participation in meetings, we were impressed with the direction in which the Village was heading. As you know, our organization offers a comprehensive approach to lifelong learning for people of all ages. This philosophy aligns well with the neighborhood resource center concept, as proposed. Community Education provides programs and services geared to all the residents and workers within District 214 boundaries, at our buildings and at sites throughout the community. We specialize in programs for the immigrant community, such as citizenship classes, English as a Second Language instruction, GED, Adult Basic Education and Family Literacy classes. We envision our role in the Center will be as an educational provider, source of information and referral and developer of innovative programming. We will meet clients at the Center and conduct classes on site, as appropriate. On behalf of District 214 Community Education, we are looking forward to continuing to provide services and leveraging resources between our organizations. We commend you and your staff, Clare O'Shea and Nancy Morgan's fine work, and your Village Board's wisdom in moving forward on such a worthy community resource. Please don't hesitate to contact me with any questions or if I may be of further assistance. .S..l.'n CerelY,c;//f." ..' .... ") ~' J' /~- /" ,..::9' . //' Michael S. Field Director of Community Education C: R. Serafin Business Center 3060 West Salt Creek Lane Arlington Heights, Illinois 60005 847.618.1000 www.nch.org July 24, 2008 Mr. Michael E. Janonis Village Manager Village of Mt. Prospect 50 S. Emerson Street Mt. Prospect, IL 60056 Dear Mr. Janonis: Northwest Community Hospital is pleased to be included in the planning of a community center for the residents of the Village of Mt. Prospect. As the planning phase carries to completion, I want to assure the Village of our continuing interest in providing health information and services at the center. I understand this includes paying a fee for the use of the facility, and agree to pay the fee pending the final fee schedule. Sincerely, //R~~ Ron Buch Executive Director Community Health & Outreach rJ THE CHILDREN'S ADVOCACY CENTER .... .. -",',,,, ,>' ." .. .. ,;: ,),,_!~:,^ - - - - OF ....O~;:H & NORTHWUT. COOKCoU~TY A HEALING PLACE FOR ABUSED CHiLDREN -\' 6.4 O. I'Ll:' 1 NOI S 80 U LEV A:.RJ;)~"" Hi,O,;f ',:;':E5_TA-TES~"> tL 6 o:_1t6:::9';u.<", ,-~ " ,,- .... ~_:.._-;-._._'-.._.,._..,,:...-Y':' <,.;::": i;i" July 28, 2008 ~<J- "';" Ms. Clare O'Shea Village of Mount Prospect Community Development Department 50 S, Emerson Street Mount Prospect, IT., 60056-3218 Dear Ms. O'Shea: This letter is to inform you of our intent to participate as a Community Partner in the planned Mount Prospect Neighborhood Resource Center. The Children's Advocacy Center is interested in providing Safe From the Start program services for residents of Mount Prospect and the surrounding area and would require use of an office and/or community room one or more days per week. The agency has been informed that there will be a rental fee associated with the use of this space, now estimated to be $400 per month. As we discussed, the Neighborhood Resource Center has not yet been approved for funding for 2009, and any further commitment by the Children's Advocacy Center is dependent on the completion of the project, review of lease terms, and on the finances of the Children's Advocacy Cemer. Thank you for the opportunity to participate as a Community Partner in this project. If you have any questions, or need additional information, please feel free to contact me. Sincerely, Q ~'LC~ Executi ve Director Children's Advocacy Center . 847.885.0100 FAX 847.885.0187 11'-1".,0 .,,*,. "'i~lt,'; '.......'10 UNITED WAY MEMBER AGENCY FOUNDING MEMBER OF NATIONAl CHILDREN'S ALLIANCE (59 << 'IltnN\I'.l.O? COMMUNITY CONSOLIDATED SCHOOL DISTRICT 59 Elk Grove Township Schools 2123 S. Arlington Heights Road, Arlington Heights, IL 60005 (847) 593-4300 Mike Janonis, Village Manager 50 South Emerson Street Mount Prospect, IL 60056 July 28, 2008 Dear Mr. Janonis: Community Consolidated School District 59 is excited about the Neighborhood Resource Center project in Mount Prospect. The location of this facility will help provide support to the many children and families that attend our schools. At this time, it is our intent to participate in the center through a combination of in-kind and financial contributions to benefit the families of Mount Prospect. It is also our understanding that this would impact our 2009-2010 budget which is subject to approval by the District 59 Board of Education. Board of Directors ~'~CEDA SELF"HELP CENTER, INC. Northwest AN AFFILIATE OF COMMUNITY AND ECONOMIC DEVELOPMENT ASSOCIATION OF COOK COUNTY, INC. 1300 W. NORTHWEST HIGHWAY, MOUNT PROSPECT, IL 60056 PHONE 847.392.2332 FAX 847.392.2427 www.cedanorthwest.org Chror 008 Justin Scheuchenzube)uly 31, 2 Vice Chror Debbie Carlson Treasurer Ellen Kukla Secretary Marcy Traxler Directors at Larae Laura Berrum Ed Connelly Algean Garner Gary F. Gehm Patricia Hrorston Allen McClellan Stu Olin Georgia (Jo) Olson Nina Persino Steven Rogers Ray Walker Fran Whitehea EXECUTIVE DIRECTOR RONALD L. JORDAN . . Unlt:ed Way Agency rI Mr. Michael E. Janonis Village of Mt. Prospect 50 South Emerson Mt. Prospect, IL 60056 Dear Mr. Janonis: CEDA Northwest is eager to form a partnership with the Village ofMt. Prospect's Neighborhood Resource Cenfer. We intend to offer Financial Literacy Classes in English and Spanish to Mt. Prospect residents, and One-to-one Financial Counseling. We would also like to offer Housing Seminars to residents addressing their many housing needs. CEDA Northwest is a BUD certified housing counseling agency. Weare excited about the plans for the Center. If you have any questions, feel free to contact me. Cc: Clare O'Shea Senior Planner ESTABLISHED IN 1981 EQUAL OPPORTUNITY EMPLOYER G:r EQUAL HOUSINCl OPPORTUNITY NORTHWEST SUBURBAN UNITED WAY Post Office Box 294 :: Mount Prospect. Illinois 60056 847.768.1074 A member of United Way of Metropolitan Chicago www.uwnorthwest.org July 29, 2008 Mr. Michael Janonis Village of Mount Prospect 50 S. Emerson Mount Prospect, IL 60056 Re: Neighborhood Resource Center Dear Mike: I am writing to you in support of the proposed Neighborhood Resource Center that will serve Mount Prospect residents. We at United Way are very excited to hear that the Village of Mount Prospect is c.onsidering opening a resource center. The United Way Commuity Assessment which was conducted in 2005 (and updated annually) pointed to Neighborhood Resource Centers, where clients could access multiple services, as one of the most innovative ways to provide for the needs in our community. Such "one-stop shopping centers" provide a solution to one of the most glaring needs in the Northwest Suburbs, mainly lack of transportation. This is one of the biggest barriers to residents in need being able to access the services they so desperately need. Currently, Northwest Subruban United Way directly funds the PNRC (Police Neightborhhod Resource Center) in Rolling Meadows. This wonderful program provides a variety of services through cooperative partnerships with the city of Rolling Meadows, Harper College, Northwest Community Hospital and Salvation Army, to name a few. United Way looks very favorably on these types of cooperative programs. We would like to see an increase in this type of programming in our service area and are currently working with CEDA in hopes of providing financial literacy classes at the Palatine Opportunity Center. We would be happy to consider expanding such a program to include services at the NRC in Mount Prospect. If you would like to discuss this further, please feel free to contact me at 847.768.1074 or via email at mmcmahon(Wuw-mc.or~. We at United Way would love to see Mount Prospect's NRC become a reality and would offer any support that we could. Very truly yours, fY1c<<-~ (V\dnoJl_ Marcia McMahon Chief Professional Officer Northwest Suburban United Way NORTHWEST SUBURBAN UNITED WAY SERVES ARLINGTON HEIGHTS, BUFFALO GROVE. DES PLAINES, HALF DAY, INVERNESS, LINCOLNSHIRE, L1NCOLNWOOD, MORTON GROVE, MOUNT PROSPECT, NILES, PALATINE, PARK RIDGE, PRAIRIE VIEW, PROSPECT HEIGHTS. ROLLING MEADOWS, ROSEMONT, SKOKIE AND WHEELING. Board of Directors ~cutive Board Michael S. Abruzzini President Gregory P. Guarrine 1" Vice President Jim Tansor 2nd Vice President Susan Bondy Secretary Gary A. Cueno Treasurer Leon Gt.lpon Past President Directors Randall Arakawa Thomas Arganbright Richard J. Casey Susan Dawson Lavonne Ellis Anthony Harrington Dennis Huebner Jeffrey Kreye Satish Kumar Diane Latta Dave Markworth Roland P. Marquis, Sr. Richard J. Pfleeger Meryl Rivenson Linda Sanner Regina Schiamp Janet Sirabian James Tansor Michael A. Thompson James A. Uszler Charles W. Vande Ven Staff Marcia McMahon Chief Professional Officer Lisa M. Frey J enior Development Manager Matt Altstiel Coordinator Communications and Program Larisa Bezak Coordinator Re.fOurce Develupment and Jpecia E'lf!nts !EL'K G'ROV!E rr'ow'lfSUtJP 2400 S. ?lrlington '1feightS iJWad ?lrli11tJton 1feightS, '1({inois 60005 July 29, 2008 Mr. Michael E. Janonis V illage Manager 50 S. Emerson Street Mt. Prospect, II 60056 Re: Neighborhood Resource Center (NRC) Dear Mr. Janonis, Please accept this letter as an expression of our interest in the proposed NRC. I '.vill be kept advised by our Youth Services division as to what roll they and the township may playas the center's plans progress. I look forward to be of assistance in any way the township can as you move forward with this most worthwhile project. I know it will provide necessary and ongoing services to our community. Sincerely. \\~ i t4J~ ul. Nanci L. Vanderweel Supervisor 847. 437.0300 fax 847. 437. 0434 elkgrovetownship.com e Founded 1972 ~eJ^tIl~~ III Korean American Community Services August 1, 2008 4300 N. California Ave. Chicago, IL 60618-1514 (773) 583-5501 (773) 583-7009 Fax Mr. Michael E. Janonis Village of Mount Prospect 50 S. Emerson Street Mount Prospect, IL 60056 www.kacschgo.org info@kacschgo.org Dear Mr. Janonis, Early Childhood Center (773) 583-8281 We are privileged to submit a letter of intent to participate as one of partners for the Neighborhood Resource Center, proposed by the Village ofMt. Prospect. Korean American Community Services (KACS) is a 36-year-old social service agency, providing comprehensive services to Koreans and others in metropolitan Chicago. 2320 G1enview Rd. G1enview, IL 60025 (847) 832-9334 BOAR)) OF DIRECTORS OFFICERS Kyu Young Park President If you have any questions, please do not hesitate to call me at (773) 583-5501 ext. 101. Sue Nam Jason C. Kim Vice Presidents Changhwan Lee Secretary Thank you so much. Sincerely yours, Ransil Park Treasurer ",/ ~~ . ~.!'.....", . '. /'~~- ....v""'"'\",. Inchul Choi Executive Director ,v h.... - DIIlliCTORS James Cho Johnathan Choe Richard Ki-Son Hahn Dooshik Kim Susan Kim Ho-YounKwon Jae Bong Lee Kyoyoul Lee Luke Moon John Oh John Park Edward Kwanhun Rim Harold H. Shin Heon J. Woo Jung Mi Yi EXECUTIVE DIRECTOR lnchul Choi Village of Mount Prospect Mount Prospect, Illinois VILLAGE OF MOUNT PROSPECT INT AKE COORDINA TOR/RECEPTIONIST - NEIGHBORHOOD RESOURCE CENTER (NRC) JOB DESCRIPTION Department: FLSA Class Union: Employment Status: Position Reports To: Date: Human Services Exempt None Full-time Deputy Director of Human Services June 6, 2008 I. JOB DUTY SUMMARY The position of Intake Worker/Receptionist is essential to ensure the most efficient running of the Neighbor Resource Center (NRC). The Intake Worker/Receptionist is responsible for NRC telephone switchboard and walk-in information and referral, intake for professional staff, practical assistance, room scheduling, and data entry. This position is the NRC's front line gatekeeper and as such shall create a welcoming atmosphere for NRC users while carry a caseload and acting as coordinator for NRC partners. II. ESSENTIAL JOB FUNCTIONS . The ability to fluently speak, read and write in Spanish and English. . Must be able to interact with the general public in a warm and friendly manner while possessing a professional demeanor and appearance. Diplomacy is necessary and the ability to defuse situations involving miscommunication, etc. . Manage multiple priorities at once, well-organized, work with minimal supervision, and follow credibility and confidentiality guidelines. . Previous work experience in a social service agency or municipality, or other high visible public contact position is preferred. . Knowledge of social services, health programs or law enforcement agencies in the Northwest suburbs a plus. . Bilingual in Polish, Russian, etc. languages a plus. 1 C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC Intake Receptionist Job D (4).doc III. BASIC QUALIFICATIONS - EXPERIENCE AND KNOWLEDGE . Responsible for the NRC's day-to-day operations. . Be familiar with the operations and programs of the Village and NRC partner agencies so appropriate referrals can be made. . Answer the NRC telephone, take messages, collects information and provides referrals over the phone for NRC partners as necessary. . Assists walk-in clients and performs information and referral for NRC partners. . Assist clients with general Information & Referral. . Schedule NRC's room usage and ascertain room set up. . Assist with planning and preparation for departments and NRC partners special programs. These duties may include correspondence, publicity, posters, flyers, agenda, printing, participation in room design and providing direction to others (i.e. maintenance and/or Public Works staff) while setting up for program, as well as purchasing of supplies and refreshments. . Design and maintain a file on floor plans for room activity. Orient maintenance regarding the room set-ups, monitor arrangements and inform maintenance of any changes. . Post signs on a daily basis and throughout the day, as needed, announcing building functions. . Communicates supplies needed at the NRC to the Human Services Office Manager. . Familiar with all office equipment and the ability to trouble shoot the equipment as necessary. . Receive, sort and forward incoming mail. Maintain and route appropriate information/mail. . Coordinate the pick-up and delivery of express mail service (FedEx, UPS, etc.) SOCIAL SERVICES . Schedules Social Services appointments for self and NRC partners, as appropriate. . Conducts intake interviews with clients to gather necessary information. Screens and refers requests for services to the appropriate NRC partners and forwards copies of completed intake paperwork to appropriate staff. . Provide advocacy for residents, as appropriate. . Provides Practical Assistance which includes but is not limited to assisting with completing applications for many local, State and Federal programs such as Circuit Breakers Grants, Public Aid, Access to Care and Veterans Administration. 2 C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC Intake Receptionist Job D (4).doc . Provides Case Management and Financial Assistance in the absence of the Social Worker, as time allows. . Familiar with programs of Salvation Army, Interfaith Council and Human Services Emergency Fund programs so in the absence of the Social Worker appropriate referrals may be made. . Provide assistance to social worker with the holiday programs by making appointments, running errands, packing or distributing food items, working with volunteers, etc. . Provide Notary Public services and witness signatures of residents on appropriate documents. . Computer entry of department statistical information and general information. . Maintains information and statistics necessary for monthly activity and annual reports, and prepare reports. . Attend weekly Human Services Department staff meetings. . Perform other duties as required or assigned. IV. EDUCATION AND TRAINING . Associates or Bachelor's Degree in Social Services or related field, . Knowledge of various office procedures, the ability to manage an office, and knowledge of computers and Microsoft Office Software (Word, Excel, Visio, Microsoft Office Suite 2003, etc.). . Must possess and maintain a current and valid Illinois Driver's License and use personal vehicle when visiting clients and attending meetings. . Maintain CPR certification and be ready to use skill. V. WORKING CONDITIONS The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. The incumbent works primarily in an indoors-working environment but must be able to endure the elements of working outdoors. The incumbent is required to perform activities, which include standing, walking, reaching, stooping, crouching, twisting, bending, crawling, climbing and lifting as necessary. The incumbent must be able to clime stairs and ladders, walk on roofs, and inspect mechanical systems which may be in tight confined spaces. All of these conditions require that the incumbent of this position 3 C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC Intake Receptionist Job D (4).doc be reasonably ambulatory and able to climb stairs, possess normal hearing [or hearing corrected to with in a normal audible range], vision [corrected to 20/20 standards], and manual dexterity. Qualified candidates are subject to a background check including motor vehicle report and drug/alcohol physical testing. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job change. 4 C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC Intake Receptionist Job D (4).doc Village of Mount Prospect Mount Prospect, Illinois VILLAGE OF MOUNT PROSPECT SOCIAL WORKER, BILINGUAL - NEIGHBORHOOD RESOURCE CENTER JOB DESCRIPTION Department: FLSA Class Union: Employment Status: Position Reports To: Date: Human Services Exempt None Full-time Human Services Director June 6, 2008 I. JOB DUTY SUMMARY The position of Bilingual Social Worker - NRC is essential in providing an avenue for residents to explore alternative options to make productive changes in their lives. The programs are preventative by nature, and have a special focus in the areas of Neighborhood Resource Center coordination, ImmigrantlHispanic outreach, gang intervention, homelessness, and financial assistance. The position shall promote community partnerships and work with at-risk families to address the causes of criminal activity, community disorder, community fears and concerns, and any other community problem or issues. The incumbent should view this position with special dedication, creativity, and an entrepreneurial spirit. Some marketing, strategic planning and communication experience a benefit. II. ESSENTIAL JOB FUNCTIONS NEIGHBORHOOD RESOURCE CENTER (NRC) RESPONSIBILITIES . Manages, coordinates and oversees all aspects of the NRC including partner agencies. . Reviews all partner agency intake forms and meets regularly with partner agencies to network, discuss, and brainstorm case management options for clients. . Develops and administers the Social Services Outreach Program at the NRC by creating a safe atmosphere for new immigrants and all residents to obtain information and assistance in a non-threatening manner. . Develops purposeful groups that impart meaningful information with the underlining goal of orienting participants to the American way of life, its institutions and systems. . Develop community awareness of gang problems with assistance from local schools and community groups, and be available to speak at community group events. C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC MSW (3).doc . Determines where potential gang problems exist by working with the Mount Prospect Police, local schools, etc. and develops gang intervention services and programs which focus on prevention. . Provide Hispanic outreach services to assess particular needs of the Hispanic population. Provide information, referrals as needed, advocacy, and awareness of laws and programs that will benefit and enhance the life of residents. . Assists with the local "School Social Worker Networking" meeting with Director of Human Services. . Assist with the Police Social Services program. FINANCIAL ASSISTANCE RESPONSIBILITIES . Provides financial assessments and assistance to low income residents of all ages, utilizing the Salvation Army, Interfaith Council and emergency funds, as well as community agencies funds. . Conducts assessments and provides assistance to transient individuals in Mount Prospect who have been referred by churches, Police Department or self-referred. . Provides assessments and assistance to homeless individuals and families. The assistance involves providing resources and insight which is individualized to the client's particular situation. Makes referrals to Journey's from PADS to Hope. . Distributes resources from Village Hall and NRC's Emergency Food Pantry. . Makes assessments and distributes items to needy families from the Emergency Food Pantry. . Assists with the annual Holiday Meal Basket program. . Assists with the annual Holiday Star Program. . Assist the Fire Department's Christmas toys program by assessing families in need of assistance. . GENERAL SOCIAL SERVICES RESPONSIBILITIES . Provides crisis intervention services to residents of all ages, which may involve inter- departmental work with and referrals to and from the Police, Fire, and all other Village departments and other agencies. . Provides direct client contact including but not limited to case management, advocacy, information and referral, practical assistance and assessments to residents of all ages. 2 C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC MSW (3).doc . Provides Mental Health intervention involving but not limited to psychosocial assessments, commitment evaluations and short-term confidential individual, family and marital counseling through Police Social Services. . Develops and leads group counseling sessions and support groups in areas of community need as approved by the Human Services Director. . Provides outreach and home visitations to homebound residents involving but not limited to, assessments, case management, practical assistance, crisis intervention and mental health intervention. . Works with the Fire Department, particularly with victims of fires and youth fire starters. Networks with American Red Cross and other agencies with regards to victims of fires. . Develop and implement solutions to specific problems that are identified or brought to our attention through the community. . Develop collaborative partnerships between individuals, and organizations necessary to jointly solve public safety problems. . Assess community needs on a continuing basis and develop programs suitable to those needs. . Identify and develop collaborative working relationships with local social services providers, medical providers and community organizations (public, private, county and statewide) including School Districts, Library and Park District. . Represents the Human Services Department at the Mount Prospect Interfaith Council. . Is an active member of the Visions Family Issues Sub-committee. . Keeps abreast of changes in Federal and State Laws pertaining to Medicare, Medicaid, SSI, SSA, PA, Food Stamps, immigrant/refugee applications, etc. . Attends weekly Human Services staff meetings, and other appropriate community meetings as approved by the Human Services Director. . Represents the Village of Mount Prospect as a member of a social services board of directors as approved/appointed by the Human Services Director. . Provides consultation and education to other professional staff, community resources and individual groups. . Networks with other social services agencies. . Maintains data base records and monthly report. . Contributes to the maintenance of the office computer resource file. 3 C:\Docurnents and Settings\coshea\Local Settings\Ternporary Internet Files\OLK77B\NRC MSW (3).doc . Works closely with and coordinates programs with the Human Services team. . Assists clerical staff with various office duties as needed including, but not limited to, answering phones, assisting walk-ins, lending closet, food pantry, etc. . Maintains CPR certification and be ready to use skill. . Perform other duties as required or assigned. III. BASIC QUALIFICATIONS - EXPERIENCE AND KNOWLEDGE . The ability to fluently speak, read and write in Spanish, and be bi-cultural in Spanish. . The ability to coordinate/manage a free standing and effective neighborhood resource program. . Experience directly working with and counseling clients. This individual will have a counseling background, excellent assessment skills and know how to work with the community and community agencies. . Being a team player with the Human Services Department and various Village staff members is essential! . Must be able to work flexible work hours which, from time to time, will include evening hours. . ACSW certificate, psychotherapeutic counseling experience, community planning perspective, contacts with social services agencies, and experience speaking to large groups; bilingual in Polish, Russian, etc. are all preferred. IV. EDUCATION AND TRAINING . A Master's degree in Social Work or equivalent. . LSW or LCSW license or equivalent. . Must possess and maintain a current and valid Illinois Driver's License and use personal vehicle when visiting clients and attending meetings. . Knowledge of Microsoft Office Software (Word, Excel, Visio, etc.) required. V. WORKING CONDITIONS The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. 4 C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC MSW (3).doc The incumbent works primarily in an indoors-working environment but must be able to endure the elements of working outdoors. The incumbent is required to perform activities, which include standing, walking, reaching, stooping, crouching, twisting, bending, crawling, climbing and lifting as necessary, which may be in tight confined spaces. The incumbent must be able to climb stairs and ladders. All of these conditions require that the incumbent of this position be reasonably ambulatory and possess normal hearing [or hearing corrected to with in a normal audible range], vision [corrected to 20/20 standards], and manual dexterity. Qualified candidates are subject to a background check including motor vehicle report and drug/alcohol physical testing. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job change. 5 C:\Documents and Settings\coshea\Local Settings\Temporary Internet Files\OLK77B\NRC MSW (3).doc Mount Prospect Village of Mount Prospect Mount Prospect, Illinois ~ INTEROFFICE MEMORANDUM TO: VILLAGE MANAGER FROM: PUBLIC INFORMATION OFFICER DATE: AUGUST 1, 2008 SUBJECT: CREATION OF PROPOSED 2009 MARKETING BUDGET BACKGROUND In recent years, the Village of Mount Prospect has experienced considerable redevelopment and reinvestment, and envisions further development to come. During this exciting time of change, it is essential that the Village, as a vibrant and thriving community, actively promote all it has to offer. By establishing a marketing plan at this point in time, we will be prepared once the new developments do come on line, our brand will be known, and there will be a "buzz" about Mount Prospect. Through the marketing campaign we will target consumers and businesses, both existing and potential. DISCUSSION Throughout 2007 and 2008, staff has been refining the "brand strategy" to be used in the marketing campaign. The goal of the brand strategy is to increase the awareness of Mount Prospect in such a way that establishes strong feelings and reactions and a favorable view towards the Village as a whole. The core of the branding strategy is to build on the inherent values of the community. Based on the research and feedback from the community, staff proposed the following strategy: Mount Prospect....Right Place, Right Time We feel this brand best defines this moment in Mount Prospect's "life." It captures the hope and excitement of things to come, but at the same time can be universal and apply across time and throughout the different areas of the Village. It has a compelling nature to it - implying people wouldn't want to miss out on an opportunity - to move their family or business here or just to shop, dine or attend one of our many events. We are currently surveying the community as to their preference for a tag line. The choices are "Right Place, Right Time" and "Be a Part of It." The results of the survey will be presented to the Village Board at the September 9 Committee of the Whole Meeting. 2009 Proposed Marketing Budget August 1,2008 Page 2 The main goals of the marketing action plan are to: 1) Promote the Village to potential new businesses, encouraging them to locate here; 2) Develop a continual marketing program for existing businesses in order to attract customers. We have had very positive feedback to the initiatives we have implemented thus far. Additionally, the special events that we focused on promoting have had record turnout. Some of the marketing/advertising methods we used in 2008 include: street pole and building banners, seasonal calendar of events, newspaper ads, radio ads, ads in regional family publications and bus stop posters. In 2008, we intend to focus on three events - the Art Fest/Blues Fest, Downtown Block Party and Winter Parade. RECOMMENDATION: We would like to continue the build the momentum we have started, increasing awareness and recognition of Mount Prospect and all we have to offer both within the community and to the external public. We want to get the message out that Mount Prospect is a great place to live, work and have fun. Our intent is to continue the campaign into 2009 and beyond. We are requesting the establishment of a dedicated line item for Marketing expenses to better track the program. We are presenting several levels of options in terms of intensity for the proposed marketing campaign. level 1 level 2 level 3 Level 4 $31,575.00 $71,273.00 $101,123.00 $314,798.00 Maintain 2008 level 2008 level + increased rint advertisin local 2008 level + increased print advertisin and other media - re ional A ressive media campai n to include billboards, commercials, etc. The attached documents provide greater detail on each of the options. Thank you for your consideration, I look forward to discussing this with you further. 2009 Proposed Marketing Budget Level 1 Item Marketing/Design Services Event Coordination Campaign Concept Design Services for Ads, banners, etc. Description Cost $20,000.00 Advertising Local Newspapers Journal & Topics Pioneer Press Print ads Daily Herald 6-Pack (6 ads any section) Oaklees Guide 6 weeks @ $378 7 weeks @ $469 4 runs @ $580 2 Ads @ $902 Bus Stop Signs 4/month - 3 months @ $75 each Metra Ads 1-sheet platform poster 4-week run - 2 @ $500 Level 1 Total 8/1/2008 $2,268.00 $3,283.00 $2,320.00 $1,804.00 $900.00 $1,000.00 $31,575.00 Page 1 2009 Proposed Marketing Budget Level 2 Item Marketing/Design Services Event Coordination Campaign Concept Design Services for Ads, banners, etc. Description Cost $20,000.00 Advertising Local Newspapers Journal & Topics Pioneer Press Print ads Web expandable button Holiday insert Daily Herald 6-Pack (6 ads any section) Oaklees Guide 13 weeks @ $289 13 weeks @ $444 3 events @ $375 8 runs @ $580 2 Ads @ $902 Bus Stop Signs 4/month - 6 months @ $75 each Metra Ads 1-sheet platform poster Train Car Card 4-week run - 3 @ $500 4 week run - 4 @ $150 Total Level 2 8/1/2008 $3,700.00 $3,882.00 $1,125.00 $647.00 $4,640.00 $1,804.00 $1,800.00 $1,500.00 $600.00 $71,273.00 Page 2 2009 Proposed Marketing Budget Level 3 Item Marketing/Design Services Event Coordination Campaign Concept Design Services for Ads, banners, etc. Description Cost $30,000.00 Advertising Local Newspapers Journal & Topics Pioneer Press Print ads Web expandable button Holiday insert Daily Herald 6-Pack (6 ads any section) Oaklees Guide 13 weeks @ $289 13 weeks @ $444 3 events @ $375 $3,700.00 $3,882.00 $1,125.00 $647.00 8 runs @ $580 2 Ads @ $902 $4,640.00 $1,804.00 $3,600.00 Bus Stop Signs 4/month - @ $75 each Metra Ads 1-sheet platform poster Train Car Card 4-week run - 3 @ $500 4 week run - 4 @ $150 $1,500.00 $600.00 Comcast Commercials (TV) 8 week run, includes production 2 @ $5,700 $11 ,400.00 Chicago Public Radio 26 weeks Special event flight 2 @ $3,400 2 @ $2,091 4 @ $3,288 $12,000.00 .$6,800.00 $6,273.00 $13,152.00 Chicago Magazine Crain's Chicago Magazine Total Level 3 $101,123.00 8/1/2008 Page 3 Level 4 2009 Proposed Marketing Budget Cost $30,000.00 Item Marketing/Design Services Event Coordination Campaign Concept Design Services for Ads, banners, etc. Description Advertising Local Newspapers Journal & Topics Pioneer Press Print ads Web expandable button Holiday insert Daily Herald 6-Pack (6 ads any section) Oaklees Guide Mendola Media Plan (see attached) 13 weeks @ $289 13 weeks @ $444 3 events @ $375 8 runs @ $580 2 Ads @ $902 Total Level 4 8/1/2008 $3,700.00 $3,882.00 $1,125.00 $647.00 $4,640.00 $1,804.00 $269,000.00 $314,798.00 Page 4 MOUNT PROSPECT MEDIA PROGRAM PROPOSAL Presented by Lesnick/Mendola Consulting ... OVERVIEW OF MOUNT PROSPECT MEDIA PROGRAM lesnick/Mendola Consulting recommends developing a multi-phase, integrated media marketing campaign for launch in 2010 or earlier. Our recommended program includes an extensive outdoor advertising program, local cable TV commercials, advertorial placements, banner ads, a newsbureau/public relations program and direct- to-consumer outreach. The goal of the media campaign will be to raise awareness of the area, generate consumer traffic and encour- age retirees, corporate executives, prospective and first-time homebuyers who live in Chicago to consider Mount Prospect, Il as a first-choice option. As Mount Prospect continues to undergo significant commercial development, the central theme of the campaign will focus on showcasing all of the activity surrounding Randhurst Mall and Downtown Mount Prospect. This not only appeals to shoppers, but also to homebuyers, who in 2010 may be ready to purchase homes again. Research Program lesnick/Mendola Consulting can produce a multi-phase research project that will involve focus group sessions, online survey programs and messaging and creative ad testing with both residents and Chicago-area based con- sumers. The research will be designed to assess local shopping and home buying trends among target audiences and their criteria for selecting a living or shopping location. Data that will be captured through the research will play an instrumental role in developing the strategic theme of the messaging and subsequent creative concepts. These will be presented to Mount Prospect for review and approval. This data will also help determine the appro- priate media mix to effectively communicate the Mount Prospect message. Campaign Design and Development After a thorough understanding of the both client and audience needs has been developed, lesnick/Mendola Consulting will begin to develop creative advertising for Mount Prospect. The typical process includes ad development, presentation and selection, market testing, final recommendations, and deploy- ment. The creative ads are packaged and presented to the decision-makers in such a way as to be comprehen- sive, clear, and concise. We want the city to be proud of it's new campaign! ... RECOMMENDED MEDIA OUTLETS The media plays an important role in getting the message out to other communities. It also plays a key role in generating positive buzz and word-of-mouth marketing. The following media outlets will play an instrumental role in the image-building process of Mount Prospect as it undergoes redevelopment for 2010: Outdoor advertising Billboard Program lesnick/Mendola Consulting will solicit bids from, meet with, and recommend specific solutions based on propos- als from outdoor media companies which secure appropriate geographic distribution and effectively use avail- able media space to positively impact target audiences. Advertorial Article in Local Area Publications By definition, an advertorial is an advertisement that has the appearance of a news article or editorial. As advertorials simulate editorial content, they offer valid information to readers and, therefore, offer more credibil- ity than a paid advertisement, thanks to its editorialized content. lesnick/Mendola Consulting can develop the content, design the layout and produce images with or without assistance. The advertorial can be printed and presented as an entire newspaper section with photos and captions. It can also be inserted the same way within a newspaper as store fliers, comics sections, and other non-editorial content. The client will have full content ap- proval of the advertorial, a luxury usually not provided with regular editorial. We will negotiate advantageous rates and ensure ideal placement within key Chicago-area publications, such as: Crain's Chicago Magazine, Chicago Tribune, Chicago Sun Times, Red Eye, Time Out Magazine, Chicago Parent, Chicago Magazine, Pioneer Press Papers, etc. TV Commercial lesnick/Mendola Consulting can produce a local cable TV commercial. We will oversee creative messaging and implementation to ensure contnuity with the other campaign elements. lesnick/Mendola Consulting can man- age the project through every step of the process, from pre-production storyboarding, to casting, photography, and post-production editing. Additionally, we can leverage our indutry expertise to effectively purchase airtime. The commercial would be placed on channels with high target-audience viewership, such as HGTV, TLC, Discov- ery Channel and Animal Planet. The commercial can also be packaged as a DVD and used in Press Kits, and incorporated into the content of a Microsite, detailed below. Web Banner Ads A variety of banner ads reflecting the campaign look and feel can be placed on key web sites. These include such high-traffic sites as Chicago Tribune.com and Metromix.com, as well as smaller, more event- and locale-spe- cific sites, also important web outlets. Banners can include incentives for consumer c1ick-throughs, such as win- ning store prizes from participating Mount Prospect merchants. Banners ads can also link directly to the microsite detailed below, thus helping Mount Prospect collect valuable consumer data for future use, including information- al email blasts and promotional announcements. News Bureau Program lesnick/Mendola Consulting can create a News Bureau program for Mount Prospect. Our program encompass- es a wide variety of key marketing tools for the media, all of which are designed to serve as effective gateways for the delivery of messages to audiences in Mount Prospect and the surrounding Chicagoland area. The News- bureau program involves the development and implementation of the following tools: Press Kits On an ongoing basis, "media-ready" kits that contain promotional materials are compiled and distributed to journalists. These kits are distributed at special events that involve media attendees and can include: press releases, fact sheets, backgrounders, CD-ROM with video of Mount Prospect, brochures and many more. These concise press kits serve as invaluable tools in generating media publicity and ensure that reporters have readily-available information that enable them to meet their story deadlines. The press kits also ensure that the most up-to-date and accurate information is provided to the media at all times. Newswire Distribution Through established newswire services, lesnick/Mendola Consulting will develop press releases to an- nounce the launch of the program. Several press releases (3-4 releases) will be developed and distributed during the course of the campaign through the newswires. The newswire service includes a wide net- work of media organizations, reaching out simultaneously to 80,000 reporters, and 3,600 media sites and search engines, Thomson First Call wire service and ReleaseWatch. Media Outreach/Public Relations Additional news articles, feature stories, and editorials that promote Mount Prospect businesses and/ or event programs in the community can be publicized through well-planned, creative media outreach. Effective media outreach builds positive relationships with key media outlets, including television, radio stations, newspapers and magazines. Microsite A fully integrated marketing program can include the creation and launch of a promotional microsite (limited scope website) featuring testimonials from a wide variety of residents with diverse backgrounds, as well as useful information and pictures. Other features of the site can include an area for developers and investors, information on the Mount Prospect marketing program, online press kits for the media, TV commercials, realty information, links to other important community organizations in the area, etc. A microsite serves as a gateway to direct all traffic generated through the billboards, advertorial articles, TV commercials, banner ads and media outreach, to the appropriate destinations and contacts in Mount Prospect. Special Events In order to help spread the word and generate additional buzz surrounding Mount Prospect in 2010, it is im- portant to consider presence at special events. lesnick/Mendola Consulting can arrange space reservations, as well as booth design, t-shirt graphic design and overall planning. We will also research key events in Chicago that draw crowds of 60,000+ visitors and make recommendations to Mount Prospect and seek approval prior to moving forward with reservations for a specific event. We usually recommend that City officials and community volunteers be present the day of the event to interact directly with consumers who approach the booth and ask specific questions about development, housing and/or community activities. Materials, such as flyers, brochures, commercial development information, applications, residential real estate listings and many more can be devel- oped for and distributed at any of the many special events that take place throughout the Chicago area. ... ABOUT LESNICK/MENDOLA CONSULTING Tommaso lesnick and Antonio Mendola, principals of lesnick/Mendola Consulting, each have more than 10 years experience in their respective fields. They have come together to provide clients with unique strategic insights, complemented by award-winning creative advertising and PR marketing. Their goal is to show your community's most important attributes in a believable, memorable way that makes the community more attractive to both new and existing users. Now in its second year, one of their most recent projects includes the "Why Berwyn" promotional campaign on behalf of the City of Berwyn, Il and the Berwyn Development Corporation. While 2007 was the first year launch for the program and included a more limited network of billboards, this year's updated destination-mar- keting campaign includes an expanded program that will combine mainstream, jumbo and junior size panels. These various size billboards grouped together are expected to uniformly create a more significant marketing net- work and generate a stronger wave of impact on Chicago consumers compared to 2007. Along with this new 2008 campaign, the BDC will also conduct direct-to-consumer outreach at special events in Chicago. The goal of the campaign is to continue the momentum that was ignited and generated through the 2007 program and con- tinue encouraging long and short-term homebuyers who live in Chicago to consider Berwyn, Il as a first-choice, conveniently located option. The billboards are installed in extended key-location zones where automotive and pedestrian traffic counts in Chicago are high. ... CONTACT INFORMATION Antonio Mendola 510.583.6111 Antonio. mendola@gmail.com ... CONFIDENTIALITY NOTICE All materials and content contained within this proposal are considered confidential and proprietary until ap- proved and signed off by the client. ... PROGRAM ESTIMATE Billboard Program l/M Service Project Management Fee: Expenses (billboard purchasing): $10,000 $120,000 Research Program, Survey Development, Participant Recruitment, Chart & Report Creation l/M Service Project Management Fee: Expenses: $7,000 $6,000 Campaign Design, Development, Photography & Illustration l/M Service Project Management Fee: Expenses: $20,000 $10,000 Advertorial Article Development, Design and Ad Space Project Management l/M Service Project Management Fee: Expenses *: *(includes a full page ad in approximately 3 major Chicago publications) $5,000 $6,000 TV Commercial l/M Service Project Management Fee: Expenses (includes casting, filming and editing of video content): Ad space purchasing through Comcast (HGTV, HC, CNN, etc.)* * This rate is based on an average expenditure amount. Number of ad spots and channels can be negotiated in further detail with Comcast Spotlight. $7,000 $25,000 $15,000 Web Banner Ads Design (includes project Management for ad space negotiation and purchasing) l/M Service Project Management Fee: Expenses * : * This rate is based on an average expenditure amount. Number of banner ads can be negotiated in further detail with online outlets. $3,000 $6,000 Newsbureau Program l/M Service Project Management Fee: Expenses *: *Includes newswire membership fee and distribution services for up to 3-4 releases at 500 words each. $4,000 $2,000 Microsite Design and Content Management l/M Service Project Management Fee: Expenses: $8,000 $4,000 Special Events Booth Design and Space Reservation l/M Service Project Management Fee: Expenses *: * covers space reservation for 2-3 special events in Chicago $3,000 $8,000 A tag line is defined as an "often repeated phrase associated with an individual, organization, or commercial product; a slogan." A tag line typically accompanies a logo. * 1. Does the tag line "Be a Part of It" make you feel: strongly agree agree disagree strongly disagree N/A Welcome 0 0 0 0 0 That there is a lot going 0 0 0 0 0 on Like you want to learn 0 0 0 0 0 more Like you want to come to 0 0 0 0 0 an event Like you want to shop 0 0 0 0 0 here Like you want to dine 0 0 0 0 0 here Like you want to open a 0 0 0 0 0 business here Like you want to live here 0 0 0 0 0 * 2. Does the tag line "Right Place, Right Time" make you feel: strongly agree agree disagree strongly disagree N/A Welcome 0 0 0 0 0 That there is a lot going 0 0 0 0 0 on Like you want to learn 0 0 0 0 0 more Like you want to come to 0 0 0 0 0 an event Like you want to shop 0 0 0 0 0 here Like you want to dine 0 0 0 0 0 here Like you want to open a 0 0 0 0 0 business here Like you want to live here 0 0 0 0 0 Brand Promise A brand is the promise you make and the associations that result from your ability to keep that promise. Mount Prospect's Brand Promise is: "There are many reasons for people and business to want to be in Mount Prospect - friendly neighbors, healthy economic climate, thriving business core, and a location that puts the entire region at its fingertips. By providing a premium quality environment for retail, commercial and residential success, Mount Prospect holds the promise of bright opportunities for everyone." * 1. Do you feel that the slogan "Be a part of it!" conveys Mount Prospect's Brand Promise? How? * 2. Do you feel that the slogan "Right Place, Right Time" conveys Mount Prospect's Brand Promise? How? * 3. How does this image make you feel? * 4. What is your age range o 18-29 o 30-44 o 45-59 060 + 5. What is your gender o Male o Female 6. Are you a o Resident of Mount Prospect o Non-Resident Mount Prospect Village of Mount Prospect Mount Prospect, Illinois ~ INTEROFFICE MEMORANDUM TO: MIKE JANONIS, VILLAGE MANAGER FROM: MAURA EL METENNANI, PUBLIC INFORMATION OFFICER DATE: AUGUST 6,2008 SUBJECT: WEB DESIGN AND CONSULTING SERVICES RFP REQUEST Since the inception of the Village web site, staff has done their best maintain the site while limiting the associated costs. When staff sought advanced support for the site, Cleaver Consulting was hired in 2003 to provide advanced web site design and technical support services. For the past five years, Cleaver has redesigned the Village web site twice and the employee Intranet once. Up until the last couple of years, staff and Cleaver have been able to meet the demands imposed upon them. Recently, though, staff has identified many issues related to the continued support of the web site that must be addressed in the near future in order to ensure the demands and expectations of both the public and the Village's employees are being met. First, Cleaver Consulting is no longer very responsive to our service requests. In general, it takes at least one full day to get a response to an issue and several days for a resolution to the problem. This may be because the consultant now works full-time for another company and only provides support to the Village on an as-needed basis. More importantly, though, some of the consultant's resolutions to a problem have not adequately addressed the Village's service request. For example, after the fall storm, staff was asked to create an on- line survey to provide feedback for an after-action report. Cleaver Consulting was unable to create an on-line form (similar to a survey form found on www.surveymonkey.com) that could store all the necessary responses in a simple database. A lot of time and effort was wasted creating the survey. In fact, the IT Division got involved in order to get the survey to work properly. Unfortunately, the IT Division has neither the time nor the experience necessary to always provide quick and efficient solutions to web related issues. In addition to these issues, it should be noted that Cleaver Consulting is not proactively redesigning the Village website nor releasing new features on a regular basis. As a result, the Village web site and its users suffer to take advantage of any new features and system efficiencies available to others in the industry. Secondly, the Village does not have a comprehensive software application that effectively manages the web site's design and content maintenance requirements. Many of the components are pieced together and much of the work is manual, making updates to the site very cumbersome and inefficient. With my experience as the web administrator for the Web Design and Consulting Services RFP Request August 6, 2008 Page 2 last several years, and in light of the recent technological advancements in web content management, I believe that the content maintenance function should now be much more decentralized. In order to efficiently divide the burden to manage and maintain the entire site, each department should have one or two staff members with permission to post to the web site. With a new web design and content application, final authorization and control can still be centralized with the Public Information Officer. In addition to the content management, a new application can provide the web administrator an easier way to professionally design and navigate the web site with little intervention from a consulting service. Finally, there have been a number of features identified by Village residents and staff that we have been unable to implement thus far because of the lack of knowledge and experience. Some of those features include: 1. Improvements for Existing Features a. E-Newsletter: There are formatting problems with the current E-Newsletter software that double the time necessary to compose newsletters. b. Events Calendar: We have received several requests for a community calendar where select external organizations can log on to the Village's calendar website using a user name and password, and submit changes. This is an application that the consultant has been working on for six months with no resolution. c. Surveys: Staff has subscribed to an outside survey provider. The survey application has limited functionality and could be improved with a new application or by a consultant. 2. New Features a. Fill-able Forms: These on-line forms permit responses to questions to be automatically dumped into a database or similar file. b. Automatic Notifications: Notifications of news, emergency alerts and board agendas (RSS feed and Notify Me). 3. Future applications to consider a. Bidding b. Blogs c. Customer Service Complaint System (similar to Customer Relationship Management System) d. Electronic Permit System e. Employment Applications In order to determine whether any of the aforementioned issues could be successfully addressed by a new consultant or some type of application, I recently conducted some research to see what other communities were doing. Some have hired more sophisticated Web Design and Consulting Services RFP Request August6,2008 Page 3 web design and content maintenance firms. An award-winning government web site design and consulting services firm, Civic Plus (www.civicsplus.com). was one such firm that was used by a few organizations (IAMMA, ILCMA, Libertyville, Buffalo Grove, Roselle - examples of these web sites are attached). I recently spoke with one of Civic Plus's representatives, took an on-line demonstration of their applications, and obtained a cost estimate ($19,550 - one time fee; $6600/annually) for consulting, design, development, content and training support services. After speaking with Civic Plus and participating in the demonstration, I feel confident that most, if not all of these issues, can be addressed by hiring a new consultant. Therefore, I am seeking your consent to issue a request for proposals to hire a new web design and consulting services firm. Entering into a contract with a full-service web site provider will allow us to make several enhancements to the site, consider new initiatives, and most importantly, will save an enormous amount of staff time by making maintenance of the web site much more efficient. Additionally, through our contract we will receive regular software and technological updates, thus keeping the site current. While these costs are not currently in the Village budget, staff believes that the gains in efficiency, as well as improvements in technical support and ingenuity, would be well worth the expenditure. If you interested a demonstration with Civics Plus, I would be more than happy to schedule a time. I look forward to your response. ~rv--- Maura EI Metennani Public Information officer MJ/mcd c: Assistant Village Manager Information Technology Director ~~-'~~I~'~ ~ .~ (i ,:l4Jil -Ill Elected OfI\culs Police Deputment Fire Deputment Job Opportunities Munlclp.11 Code Community Directory = BUFFALO GROVE BULLETIN 50th Anniversary Concert & Ice Cream Social Come to a wonderful,low-oost, family event filled with music and ice cream I ~ Buffalo Grove Days Is Coming! Buffalo Grove is turning fifty and there is no better way to celebrate than participating in BuffaloCrove Days: 2oo8.~ Ha~r CoII_ Needs Your AdvlC<t Harper College is inviting all members oftheoommunity to participate in Providing Advice for Tomorrow's Harper (PATH). ~ Contact Us liaye a qUestion or a Comrnconf? J.etu."know. ----!"--....,.---- IE" t.. ~ 'ova'" 1"" ~ 0"" . ,0 . {;) ~ (,) I /~"'''h <k '.-'" ~.I g. .~@. '"Ji:i .. lA<l<i""I-lll""""-,',""',',,,, CoogI< ~.,..... . Go F~ ~ '-1 t:i ~.g,l;s~T'-~-; ,,,......... . . ',;;";;"" 1!!i"",;O;-4i")9.";.;;;io """"""'" -" nosIE'CLE N'LL'NO'S 1lf t--ihI..It , P',..; P.Jf .....v ...,(, ~Jffm '.JIIIIIIU'=-:"'".:':''''II:''' SEA!,-C,!_ _ __A . GO ...._1....- JobOpportI.dIes How do L1 RlISOlXCe [)tedory Codes & QrciMnc8s Agendas & MirLtea VI8Q!lHllllHlus Q!)ICK LINKS W'ago Co<rty Cook Co<rty _SllItcS'tIDOIS. ~,,:\~:,-' SIGN u.1 ~roa'.l~N~ g.:':o..L11'J "tb r~v~ tal- RDs"", . nortiJustml SliIJIirlJ ojChitago, is on!J mimtltSJrom wrld "ass shoppin& arts. and sports, RDstUt prwU/ts thl fMl1lit! oj lift and stnSt oj -Nni!Y -aIt! foll1td on!J in a ""aU to..... IIith tht <<JIIJ'tnima of a Iatgtr m'tropoliJan art.. ojviiWA1l.1' '^Q.! How do I tnd my stlllll R!!CI'esenl~orSeoal:or? tbw do I feaster to 'Ide? How do I meln!! II r1M1Jllsllor tdJIc Wltamlllllon? NEWS & ANNOUNCEMENTS Vnw All I EI:a] T Ta~. 01 RO'l&le Come on out ;nd celebrale the 21th Annual Tasle of Roselle August 1, 2 and 3, 20081 The Tasle will feature food vendors, live enlertalnmen~ carnl't'al rides, magic shows, a craft fair and other activities. [Read on..~ :~rw"'ILJI T ....IOUolil..jllI 01. Ag.....tCIIme Say good-bye to crime with the Roselle Pollee and Fire Departments during National Night Out Against Crime on August 5. The National Night Out celebraUon will begIn at 6:00 pm al the Clauss Recreation Center, 555 W. Bryn Mawr Avenue. (Read on...) T R.dLJul. Ra..*klJ CJW1'lef.... Comjngto InlpfOW -,..,MC;tlon So1fety In an etrort 10 reduce vehicle collisions and make Village streets sarer, a Red Ught RunnIng Camera Will begin moniloring Ihe Intersection of Lake Street and Oary Avenue In Roselle In Barly August \Read on...1 T JojlllfheVl&ltjeao..dfol CiOfte4f. FlrstSat\JrdayoflMlIY month 9:00. 11 :00 a.m. Roselle Village Hall (Read on...) JL ::J4J.l!l to ..:.i m~JLrb "!J ." . ' .. . -..".: -, ,-. ----- --. -. ... ................"...... ... ECCC~I.."',,""__=- ~ ~umml',,"'''' '''lIil'l-~_~_' wl'T'i"To'l:'fill.rn";ji.1i.;r.rn"..~ ,fIe~dtl'lewfl\'UlesIooIs~ , o'~ . ~ .0 {;j (.11.,1),,",,,, <IlF"",'''eJl g.~~. ':J ti j~", 1<<1 http'II';".~.;"'" . - .. .. . J Coogk- [G. ":c;;.-F(C>.I.'~FT~~k;".~!!lli35,,.;;;.;jr'Ch..k. "i~f"'M.o .,,;:u.."t;"Send'.;- ~~jl~~~!le ~ ~ Mayor Jeffrey Harger welcomes you to the Village ofUbertyvil1e, where you ~ cao enjoy Ihe spirit of independence whether you live. work or visit usl ~ __ News and Announcements OJ- U![jIIJ Quickllnh Vi@W'AII; .Upd..lteonOelayedMetI,lOtfttZone . L.bertvYIe Soorts eo.mex, The application for the much-antlcpated quiet lone along the Milwaukee District . WI!lae Bo8rd Aoerll:tas t North line will be ta.-llled. &MJm..J ~=:;=es I .~OccortlIlIies _~ I If you donl find what you are looking for here. please lei us know through our ~ or give us Ii call at @47)E-243l and we will use your feedback for Mure improvements. VIeW Alii D RSS . SINnUlel Ewllls-EI~ There Is plenty to ENJOY this summer in Ubertyvll1e. Check out our new' summer even1s page. lMditlonal info 1 ViIag!l of 1.berlyvIlc,118lNest Cook Street, LboftyvIe,linois, 60048 Ph. (847)362-2430 .~I:o./rn~"""'_il""'i._.ll.tIAI;.IJI~ -""".;....~; I Search * Friday, August 1, 2008 .....' MMlSIreet IIbI!:IIvWIe's OJ: . ~ AUl).l-Auo-J OlwidAdl!r~~elCerter FiHllval of the Arts -. Parks & Rl!lCI'88Dln ~ FADs VIew All _V'.tlerelll'evoubceted I lIl"ld'Nhlllllll'evcuhl:us? _=~~a~1 _W1efe do I 0lIl'tl: 10 we the I 1tOIl1 J 1 Opinion Poll lNny..e you 'tIismg CU' I ...? r"",.....,. r""""""", hformMion r__ ("VlsIi'lgtheNN r htrmgtotheNea Submit *l - -- .;,;,;,;,.,,;,;~-- ~_.....;",;.=....;,;,; '........1OUnri'll.:i.'I':'J.;;LlII~..::rn...~...oIrlI...;........~ ~ ...::. rrr;r:,-Cltt-Ir<",,",=--,,~ ~ .:.J ::J4J2!/ 10" -.:.J ~lGO IJ''''''''IIl;;. --- ."""",. I EIe ~.. _. F....M 1"'" ljolp rQ~' 0.9 ~ (')1,,")50"", 'ttF_;M ~el~-3 .~~ -':JJi ..,p';;; Ie) tttp'II_,,d,,a~~- . " J Coogle K;'. .GoF?i~.T~-'a:;;~.;;"lh~3s "';;;;(1 ~c;;;d......._. __ ;;M.l; s.;;;-;;~"~:- .~ ~- ..:J=Go Irl- __ ~p,lnm~ The Village of Lake Zurich is located in southwestern lake County approximately Y miles from downtown Chicago. The Village is an established residential community, which traditionally served as a market eenterfor surrounding rural areas and, earlier in the 20th century, as a popular summer resort. The population has more than quadrupled since 19BJ, as the Vllhlge has shared in the economic grO'Mh that has come from an expanding Chicago metropolitan area_ Lake lurich has developed into a community with above-average wea~h and housing values, and has a balanced talC and rewnue base , The proposed acquisition of the EJ&E railway by Canadian National adversely affects lake lurich. For information. click on the train for information on what you can do as well as important information. News & AnnOllnCBments _Al'1 till 6ytKy Moth Alett The Oypsy Moth was found In Paulus Park this summer. The moth, In its laml! slage, feeds on the leaves of Oak trees as well a8 the leaves of other spetles Oftrees.IRead on...1 lheL1keCIM.f.yTlL.1fhlon lake Propertt OWners Assoc. and ArtIculale Promotions Proudly Presents: ----.-- - - ------.....~----~......... Ctlendor Alt!)." VIage Boerd Meeli'lg Auv.1' The L..e CotI1y Trkltt*.ln AUC).11 COITdtee Meetings -.... FAQs WlIII can be done ebott .......oes? Can I tun IeeveS n the VIage ofL8k.ZI6ict'l1 Howoolrnelc:eesuggestlon? Wlolsrespon:sille.tlocanl report.pcthoIe? Questions On Cfl a..t3 Oearup I \\MAl I Opinion 1'011 How lid you he. IIIbol.t the vIlIge's wdIsIe7 r_ r,,,",,,,,,, r WJfdoflrlb1h r ~Se8rcn rE..... -- . ~ ~ r-r-r-r-rJ~emet_~~ I EIe ~dl ~'"""." 1""" ~ le-. .0 .~~ .(.lI!J.....'" 'k'''''''.. elg.~..;1J .Dli jAll>",lI)ttto'II"';'.~d"'oI . ....m__.___. ... ._..._.. . Coosle ~1. '~F~'~~ rti~~;'.,s"';;';;T~~ ~ ~Ii. PrnlEmail v_""""'" News & AmoI.ncemetts v__ PUBLIC MEETINGS. AGEN~t..J!NurE~ , I.CONTM:T Us ,WHAT'S N[W 1 I _OOEJlIKl- I ~I~ LINKS Rein E*rel Or.-.: PtO!J'em lNI C,uI.. '... S,...... Emergency Pr!IJ*td-en """"'""""""""'"'"' - 1'VCclrMrlerBoxCc:qJon p"",,~ ,/,;~~ l~~~.,\ '4 ~'i " ..;' "' i>:.~" . ~.Oiro~ ""_ "Aut"''' . ..- ~AW#_\;.~~'--- ",..--- O.M.B.A.R.D' ILLINOIS " RESIDENTS Welcome to the Village of Lombard's websrtel BUSINESSES VISITORS .~ E.sen.oes HowdoL.1 Lombard is a community INilh much to offer. From our history as the lilac Village to our involvement in the Lombard Character Countsl Coalition, the Village is striving to form partnerships in the community to better serve OUf residents. And in keeping with our tradition of offering the best possible services and programs and meeting the needs of Ihose who request informal ion from us, we are utilizing the World Wide Web to our advantage as a communication tool between you and us. In the spirit of communication and meeting your needs, the Village welcomes your feedback and comments. Please ~ with any questions or comments you may have and we will gel you a prompt reply. Vlllolg, MIssion Statement: "The Miss/on of the Vifl8ge of Lombard i3 to prcMd6.svperior and responsive govemmenta/ &eMce3 to the people of Lombard. " "Our 3h918d Vision for Lombard is a community 0I9XC9/19nc9 9X9mpJified by it3 government working together with reMJent3 and businesses to create II dislinctive &en&8 01 spim and an outslsnding qualm! cHlo. . RECYCLE Keep Lombard Green :::t4J.RI .L~ -~ m.fJJw<< ;;11 4iii . -.. ....""'., CALENDAR VIlWAU ...... l.on'afdCr1Jse~s .....' ConcertnlceClelllTlSodl:ll Aug.) antust S~OrI Fest I FA~ . t-bw ao I register 10 vcle1 . Ne there tn( voU'teel' opport\dies 1!W8iellie1 "WlIIIs Srnoke-free l~del0ib0lA1 T.H I , " ^'- "",.J __ ___ r:rc-r-r:r. ..- ~