HomeMy WebLinkAboutCOW Agenda Packet 01/25/2000 COMMITTEE OF THE WHOLE
AGENDA
Meeting Location: Meeting Date and Time:
Mount Prospect Senior Center Tuesday, January 25, 2000
50 South Emerson Street 7:30 p.m.
I. CALL TO ORDER - ROLL CALL
Mayor Gerald L. Farley
Trustee Timothy Corcoran Trustee Dennis Prikkel
Trustee Paul Hoefert Trustee Michaele Skowron
Trustee Richard Lohrstorfer Trustee Irvana Wilks
I1. ACCEPTANCE OF MINUTES OF JANUARY 11, 2000
II1. CITIZENS TO BE HEARD
IV. DOWNTOWN REDEVELOPMENT UPDATE
During 1999, the Village made substantial progress in assembling prope~es for downtown
redevelopment. There was also substantial progress in completing previously approved projects in
the downtown such as the Clocktower third building. As such, 1999 can be viewed as a year in which
plans and the preliminary process of downtown redevelopment was completed so that the construction
phase of redevelopment may take place in the year 2000 and the next several years. The pace of
ac~vity in the downtown will soon increase with the coming of the Construction season. This discussion
is intended update the Village Board on the various projects that have previously been discussed and
to advise the Board on any outstanding issues that they should be aware of.
Community Development Director Bill Cooney has provided a detailed summary of the various
properties in the downtown regarding current development and potential development. All properties
discussed are within the TIF District. It is clear from the summary provided that this is an exalting time
in Mount Prospect with redevelopment aggressively moving forward.
The discussion this evening is intended to provide a general overview of the vadous projects underway
and contemplated in the next several years and is intended for information purposes only and requires
no action by the Village Board.
V. CORRIDOR DESIGN GUIDELINE UPDATE
The Village Board approved a contract for consultant services with Wolff Clements and Associates in
1999 for Corridor Design options for the Village Board. During that discussion in which the contract
was approved, numerous Village Board members requested regular updates and the opportunity to
provide some insight on possible corridor development proposals. Some preliminary work has been
completed including creation of base maps, site analysis, site photography, poten~al program elements
and input from Plan Commission members.
NOTE: ANY INDIVIDUAL WHO WOULD LIKE TO ATTEND THIS MEETING BUT BECAUSE OF A
DISABILITY NEEDS SOME A CCOMMODA TION TO PAR TICIPA TE, SHOULD CONTAC T
THE VILLAGE MANAGER'S OFFICE AT fO0 SOUTH EMERSON, MOUNT PROSPECT,
ILLINOIS 60056, 847/392-6000, EXTENSION 5327, TDD #847/392-6064.
This information will be provided to the Village Board for their input and consideration.
Members of the Plan Commission have been invited to participate in this discussion so that possible
corridor image/identity enhancement solutions and design themes can be openly discussed and
considered. The input and data from this meelJng will be utilized for the next phase of the project which
will include actual designs submitted for considera'don. Appropriate Community Development staffwill
be present to facilitate the discussion along with numerous visual examples for information purposes.
VI. MANAGER=S REPORT
VII. ANY OTHER BUSINESS
VIii. ADJOURNMENT
CLOSED SESSION
LITIGATION:
5 ILCS 120/2 (c) (11)-"When an action against, affecting or on behalf of the pa~cular public body has been
filed and is pending before a court or administrative tribunal, or when the public body finds that an action is
probable or imminent, in which case the basis for the finding shall be recorded and entered into the minutes
of the closed meeting."
REVISED
MINUTES
COMMITTEE OF THE WHOLE
JANUARY 11, 2000
I. CALL TO ORDER
The meeting was called to order at 7:37 p.m. by Mayor Farley. Present at the
meeting were: Trustees Paul Hoefert, Richard Lohrstorfer, Michaele Skowron and
Irvana Wilks. Absent from the meeting was Trustee Corcoran. Members present
included Village Manager Michael E. Janonis, Assistant Village Manager David
Strahl and Finance Director Doug EIIsworth.
I1. APPROVAL OF MINUTES
Approval of Minutes from November 23, 1999. Motion made by Trustee Hoefert
and Seconded by Trustee Lohrstorfer to approve the Minutes. Minutes were
approved unanimously.
II1. CITIZENS TO BE HEARD
None.
IV. FUND BALANCE POLICY DISCUSSION
Finance Director Doug EIIsworth stated that during the Budget process that
occurred last fait, there was a discussion to increase the General Fund balance
from 16.50% to 25% through gradual increases of available annual surpluses. The
recommendation was based on the elastic revenue sources that the Village
depends on. He stated the Fund balance increase would provide a cushion to ride
out a minor recess[on. He also highlighted the fact that a 25% reserve is consistent
with other communities as evidenced by the survey that he provided in his material.
He stated the Village could operate with a 16.5% Fund balance even though 25%
is the typical national average.
George Busse, 1007 Greenfield Lane spoke. He stated that as a member of the
Finance Commission, he voted to retain the 16.5% fund balance as evidenced by
a Commission vote of 5-4. He feels it is unnecessary to increase the balance to
25% when the Viltage has yet to reach the full 16.5% level nor demonstrated the
need for the full 16.5% He stated that Mount Prospect has been more fiscally
disciplined than other towns and should not necessarily follow the trend of other
communities.
General comments from the Village Board members included the following items:
There was some concern raised that the Village should be more fiscally responsible
with the Fund balance including the fact that the Village has successfully increased
revenues in the past when necessary. There was also some discussion regarding
a possible compromise percentage between the 16.5% and 25%. If the Village
operated at the Iower percentage, the staff would be more creative in their critical
review of available funds. Additional fund balance will usually improve the
borrowing rate. The village has exercised restraint in utilizing the available fund
balance and that policy will continue regardless of the fund balance amount.
Comments were made stating that even though the Village has gone to the
residents for increases in the past, the fact that establishing a cushion during a
down time would not require the Village to go to the citizens during a downturn
which could possibly impact residents more.
Consensus of the Village Board was to retain the original Resolution
establishing a 25% Fund balance based on previous Village Board action.
Based on this consensus, no additional action is necessary.
V. FUTURE COMMITTEE OF THE WHOLE MEETINGS
Mayor Farley stated that the list has been revised and the revised list is before
each Board member with the appropriate back up describing each suggested topic.
He suggested some items could be combined since the topics are quire similar.
The Mayor proceeded to read each topic to determine whether there was
consensus to consider the topic in the future.
The consensus of the Village Board was to remove the following topics:
Voter Turn-Out
Attraction and Compensation of Board Members
Discussion of Laws Governing Conflict of Interest
Board consensus also determined that items should be added to the list:
Those items included:
Village-Owned Property Used for Possibly Setting Up
Small Pocket Parks
Prospect Heights Arena Update
The topics are summarized on a separate sheet and attached to these Minutes.
2
I. MANAGER,S REPORT
None.
VII. ANY OTHER BUSINESS
Trustee Hoefert commented on the Clocktower landscaping plan.
Village Manager Janonis stated that Village staff has been in discussions with the
Clocktower developer in attempting to address the appearance issues. He stated
that sales have been going extremely well at the site.
Trustee Skowron reminded everyone of the Celestial Celebration scheduled for
February 5, 2000.
Mayor Farley announced that a Prayer Breakfast has been scheduled for
January 21, 2000, at Mr. Peter's.
CLOSED SESSION
Motion made by Trustee Hoefert and Seconded by Trustee Lohrstorfer to move into
Closed Session to discuss Litigation and Personnel. The meeting moved into
Closed Session at 8:31 p.m.
Meeting reconvened into Open Session at 9:30 p.m.
VIII. ADJOURNMENT
No other bus[ness was transacted and the meeting was adjourned at 9:31 p.m.
Respectfully submitted,
DAVID STRAHL
Assistant Village Manager
DS/rcc
H:\G E N\Cow~v~inutes\011100 COW Minutes.doc
3
Village of Mount Prospect
Mount Prospect, Illinois
INTEROFFICE MEMORANDUM
TO: MAYOR GERALD L. FARLEY AND BOARD OF TRUSTEES
FROM: ASSISTANT VILLAGE MANAGER
DATE: FEBRUARY 3 2000
SUBJECT: VILLAGE HALL
The Village Board stressed the need to discuss the future status of the building at the topic
discussion for future Committee of the Whole topics. The status of the Village Hall has been the
subject of discussion several times in the past. However. while there was general consensus on
the fact that the Village Hall needed to be addressed at some point it was not a pdority due to other
more critical services or issues in the community. The delay in the discussion of the building status
has allowed other issues to be resolved, but the Village Hall status remains unknown.
Purpose:
Provide direction as to a preferred course of action that will lead to obtaining all necessary
information to the Village Board for the decision on the final disposition of the Village Hall The
direction should include critical elements that the Village Board considers important to assist in the
deliberations of the building's status.
General Back.qrou nd:
The current Village Hall was built as a bank facility in 1958 and was acquired by the Village of
Mount Prospect in 1975. The building currently houses the administrative offices of Finance,-
Community Development, Village Clerk, Village Manager's Office, and the Mayor. There are
currently 38 full-time and 12 part-time employees working in the Village Hall. The Village Hall is
comprised of approximately 15,000 square feet on two floors and a basement.
Numerous physical and operational deficiencies have been identified through at least four different
studies dating as far back as 1987 and as most recent as 1995. The findings of the studies have
not changed significantly from one study to the next, except for the estimated cost of remediation.
Public Works' employees have been very creative in maximizing existing space within the existing
footprint, but certain operational issues cannot be overcome by moving a few walls. Some offices
have recently been painted and reconfigured in an effort to improve operations as much as
possible. Some new furniture has been purchased to improve the utilization the existing space
move fully. All furniture purchases were made specifically to standardize appearance and
efficiency and to take advantage of the benefits of universal configurations through fumiture design.
All furniture is completely movable, if necessary without a loss in functionality.
VILLAGE HALL
February 3, 2000
Page 2
In 1995, the Village Board set aside $1 million for possible rehabilitation of the Village Hall:.
However, other community priorities required the Village Board to direct those funds toward street
reconstruction. The funds were profit from the sale of property for the Clocktower development.
An additional space study was commissioned in 1995 to review the structure to identify any
outstanding physical and operational deficiencies. The study was completed and confirmed many
of the issues identified in previous studies:
While no formal declaration has been made it has been understood that if a new Village Hall were
to be constructed it would remain in the downtown area. Some review was undertaken of
alternative sites, but no serious evaluation of possible sites was completed. The most logical
location of a new Village Hall is the current location of the Senior Center so a combined facility
could be maintained on a block that already contains the Mount Prospect Public Library. Such a
campus would limit the amount of public property to a minimum and not adversely impact other
taxing bodies' property tax revenues.
Redevelopment Value of Current Villa,qe Hall Site:
As downtown redevelopment has progressed over the last two years interest in the redevelopment
potential of the current Village Hall site has dramatically increased. Along with the execution of a
redevelopment agreement in August 1999 with Norwood Builders for the "Fannie May/General
Store" site on Northwest Highway, the Village also entered into a companion "option agreement"
with Norwood for the "right" to purchase and redevelop the Village Hall site "should it become
available."
A threshold question that needs to be considered and answered in this larger discussion of the
status of Village Hall is whether the site's highest and best use is as a public building or as an
extension of the current TIF redevelopment effort. Within that discussion consideration should be
given to the fiscal impact of putting this property back on the tax rolls as well as the "revitalizing"
benefits to be derived from additional new retail and residential construction. This critical first step
in identifying the path the Village will eventually follow.
Recent Activities:
In response to the Village Board's desire to initiate discussions of the future of the Village Hall, the
Village Manager and Assistant Village Manager met with representatives from the Mount Prospect
Public Library and School District 57 to determine if there was any value in combining public
facilitates into a single structure. The discussions were very frank and may yet yield some possible
co-location opportunities; however, it is premature to speculate whether a co-location is a viable
option at this time. One of the elements that has been identified is the need for parking for the
Village Hall and the Library so discussions with the Library also included the need for shared
parking ramp access.
Staff also reviewed the existing operational and physical limitations of the Village Hall and Senior
Center. The summaries from the vadous departments are attached to this memorandum for your
review. A summary of the past studies is included for review in addition to the summary of the
ILLAGE HALL
February 3, 2000
Page 3
outstanding building code issues for each building. A very preliminary cost model has been
drafted, but is of limited value until the costs for such a municipal facility has been proposed.
Recommendations:
The Village Hall discussion is very much a "chicken and egg" situation where it is difficult to
determine what should be the starting point. In addition, there are numerous decision points that
need attention throughout the process. In order to offer some sense of order to the decision phase
I would offer the following options.
· Determine whether the Village Hall needs to be replaced.
· Determine the redevelopment value of the current Village Hall site.
· Determine whether the Village Hall should be combined with the Senior Center on the Senior
Center site.
· Form a task force of staff and community members to discuss and ultimately recommend the
preferred structural layout.
· The task force should be charged with determining the appropriate space uses and needs of
Village administration activities and senior and/or youth activities within a single structure. The
task force should also provide information for consideration regarding the general appearance
of the structure and the municipal campus.
· The task force should provide a written report outlining their recommendations to the Village
Board by May 1, 2000.
A Village Hall is typically the centerpiece in any community and gathering citizen input in order to
determine how the structure will compliment the community is a worthy endeavor.
DAVID STRAHL
c: Village Manager Michael E. Janonis
H:\GEN\Village Hall\Village Hall Cover Memol.doc
Village of Mount Prospect
Mount Prospect, Illinois
INTEROFFICE MEMORANDUM
TO: VILLAGE MANAGER MICHAEL E. JANONIS
FROM: ASSISTANT VILLAGE MANAGER
DATE: JANUARY 12, 2000
SUBJECT: EMPLOYEE COUNT VILLAGE HALL/SENIOR CENTER
According to the authorized employee strength in the 2000 Village budget the following
employee count is presented.
Full-time Part-time
Village Manager's Office: 4 3
Village Clerk: 2
Comm. Dev. - Planning: 6 1
Comm. Dev. - Building: 8 1
Comm. Dev. - Health: 5 2
Finance: 13 5
TV Services: 3
MIS:
Human Services: 7 3
Total: 49 15
DAVID STRAHL
H:\GEN\Village HalI\VH SC EE Count.doc
Village of Mount Prospect
Mount Prospect, Illinois
INTEROFFICE MEMORANDUM
TO: VILLAGE MANAGER MICHAEL E. JANONIS
FROM: ASSISTANT VILLAGE MANAGER
DATE: JANUARY 6, 2000
SUBJECT: VILLAGE ADMINISTRATION ISSUES- VILLAGE HALLJSENIOR CENTER
Below is a summary of issues related to operational deficiencies and limitations regarding
the overall long-term use of the existing Village Hall and Senior Center (TV Services/MiS).
Security:
· There are no panic buttons for employees in case an employee is in danger.
· There is no separation of the public from the employees during after hours activities and
during the course of regular business hours.
· Should segregate public meeting spaces from meeting spaces for regular Village
business.
· Additional exits for staff only,.
Environmental,:
· Wide Temperature variance throughout building.
· Poor installation of windows.
· No space, for storing and accumulating recycling materials.
· Designated staff restrooms separate from the public restrooms.
· No quiet space for employees to have a private space to think or recharge, space
separate of the designated eating areas.
· More functional eating areas designated specifically for eating not as a back-up meeting
room
· No fire sprinklers.
· No ADA elevator in Senior Center.
· Windows should be opened for fresh air.
Operational Issues:
· Similar functions should be grouped together, i.e. Village Manager's Office and Village
Clerk in the same office grouping.
· Common filing spaces for groups of offices.
ILLAGE ADMINISTRATION ISSUES - VILLAGE HALL/SENIOR CENTER
January 6, 2000
Page 2
· Dedicated computer training room.
· Self-help computer terminals for resident/customer use.
· Instalt central information kiosk or help desk to direct residents/customers
· Install gatekeepers for each department so flow of residents/customers can be
controlled.
· Improve customer staging for service at the counters.
· Inadequate space for projected growth in staff and technology improvements.
· Designated storage areas lacking.
· ConsoliDate computer operations into a dedicated area designed to handle the
computer needs.
· Install adequate generator to power entire facility.
· Consider engineering representative to assist in the processing of walk through permits.
· Consider creation of a subbasement if building height is an issue.
· Main customer service areas should be on ground floor with building entrance on grade.
· Install separate climate controls for TV studio.
· Properly designed public meeting space for TV broadcasts with adequate ceiling
heights
· Properly designed studio interview and broadcast space.
· Anticipate additional clerical staff space depending on the needs of the elected officials.
DAVID STRAHL
H:\GEN\Village Hali\VMO VH Issues.doc
VILLAGE OF MOUNT PROSPECT
VILLAGE ADMINISTRATION
Mayor
and
Board of Trustees
Village Manager
Public {
Information Administrative
Coordinator Assistant
I' I
Managemeat I Management Cable Records Clerk
Intern Information Productions
Systems Coordinator
Coordinator
Cable Secretary
Productions
Specialist
Village Administration includes the Village Manager's Office as well as the Television Services Division and
Village Clerk's Office. The Village Manager's Office has five full-time employees and one seasonal employee.
The Television Services Division has three full-thne employees. The Village Clerk's Office has two full-tune
employees.
91
Village of Mount Prospect
Community Development Department
MEMORANDUM
TO: MICHAEL E. JANONIS, VILLAGE MANAGER
FROM: WILLIAM J. COONEY JR., DIRECTOR OF COMMUNITY DEVELOPMENT
DATE: JANUARY 6, 2000
SUBJECT: VILLAGE HALL OPERATIONAL DEFICII~NCI~S - COM3,II~ITY DEVELOPMENT
DEPARTMENT
The Community Development Department offers the following operational deficiencies related to the Village
Hall:
· The environmental control systems are unbearable. We never know what the temperature will be in the office
and it often makes working effectively difficult.
· There is no space for secure personal storage for those without offices.
· There is no space to clean up (lockers, showers, non public washrooms) for those that may want to walk or
ride a bike to work. Village staffhave to brush their teeth in a public washroom.
· There is no training room (as at Public Safety). Training often ties up the lunch room for an entire week.
· There are no first floor restrooms.
· There is no ventilation in the basement washroom.
· Mechanical equipment is very loud, disrupting communications in the Environmental Health Division.
· Public entry to the building drops residents into the heart of either the Finance Department or Building
Division. The is very disruptive to staff (any number of whom can be asked a question) and makes it difficult
for residents to find their way around the building. A single point of ent~ with one person (or counter)
serving a reception function would be much better. · '
· There is no common area to display awards, art work and other items for public display (a single entry area
would work well for this also).
· Village Board/ZBA chambers are in another building.
· Village Board/ZBA chambers have no nearby meeting space (for example, residents Will now meet at the
back of the chambers after their case, disrupting the Board).
· There is not sufficient or appropriate cold storage for less commonly used files.
· Lighting in the building work spaces'is poor.
· The fi'ont door area (by the building clerks) is very much subject to the weather. It gets very cold in winter
and full of leaves in the fall.
· There is little/no flexibility in phone and computer lines for changes in staffing or equipment.
· There is not enough reproduction equipment for peak times (Board packet production) and the copiers are
remotely located.
· The 2na floor copier is in a public area.
· Having CD all on one floor would improve communications between staff and their effectiveness.
· The elevator has been known to get stuck between floors.
· There is very little meeting space. What we have is often too small.
Access to larger or shared meeting areas (especially in the Senior Center) not only have limited availability,
but require time for break down and set up between activities - this also limits their availability.
· There is no separation between staffand public spaces in most of the building. This greatly reduces the
effectiveness.
· We have meetings with property owners to discuss property maintenance items in rooms that have several
existing violations!
· Village cars must be parked across town at the Public Works facility, requiring coordination for car pick ups
at the beginning and end of the day and inefficient use of stafftime.
We also made a list of other Village Hails that would be worth visiting to see how these matters were handled
elsewhere: Woodstock, Woodridge, Lincolnshire, Northbrook, Lombard, Barrington (plans), Schaumburg, Carol
Stream, Elk Grove, Bloomingdale, Streamwood, McHenry, Naperville, Glenview, Skokie, and Crystal Lake.
William J. Cooney Jr.
VILLAGE OF MOUNT PROSPECT
COMMUNITY DEVELOPMENT DEPARTMENT
Village Manager
· . · Community Development
Director
Deputy Dire.~or
Building Inspection [ Environmental ~._ ~_~
Commissioner I Health Manager Secretary
O) Inspectors [ interns
(3) { (2)
Intern
The Community Development Deparlment consists of three divisions: Building Inspections, Environmental Health
and Planning. The Community Development Deparlmant consists of 19 full time employ, ees, I part time
employee, and 4 seasonal employees.
133
VILLAGE OF MOUNT PROSPECT
FINANCE DEPARTMENT
INTEROFFICE MEMORANDUM
TO: DAVID STKAHL, ASSISTANT VILLAGE MANAGER
FROM: DIRECTOR OF FINANCE
DATE: JANUARY 4, 2000
SUB~_~CT: DEFICIENCIES OF CURRENT VILLAGE HALL
The Finance Department was asked to prepare a list of what we consider to be deficiencies or problems
associated with the existing Village Hall. Following is our list.
.Employee Safety, Comfort, Morale
· No bathroom on the main floor.
· Inconsistent room temperatures. Employees regularly use floor heaters or fans.
· Bad glare from windows.
· Poor lighting in many parts of the building.
· No real coffee room or coat room for Finance Department.
.O..perational Inefficiencies
· Inadequate wiring. Fuses blow, must use many extension cords.
· Inadequate storage (daily storage, long-term storage and supplies).
· Overcrowded condition in Customer Service area.
· Noise level is very high on main floor with Finance and Building Department totally open.
· Finance Department split between two floors.
· There is no dedicated training room for training to hold personal computers.
The Finance Department conference room serves as storage room, coffee room and coat room
· There is no loading dock or side door to Which deliveries can be made.
· There is inadequate air conditioning/ventilation in the computer area.
· There is inadequate space for a separate, secure room for the file servers.
Customer/Resident Relations
· Bad traffic pattern for customers, causing much confusion.
· There is inadequate open space for residents during peak business times. Crowded conditions.
· There is inadequate parking spaces for residents during cel~ain times of the day and month.
· We do not have an adequate central area to display public information, notices, etc.
· There is no drive-up drop box for residents convenience.
· There is no table area for residents to fill out forms.
ther Concerns
* No sprinkler system to proteet employees, equipment & furniture, and files.
No alarm system to protect employees, equipment & furniture and files.
· When meetings are held in 2na floor conference room, participants can get to many parts of the
building.
· The building is not conducive to modem technology. Running cables is very difficult.
Should you need clarification on any of these issues, please let me know.
Douglas R. Ellsworth, CPA Dkector of Finance
Copy: Carol Widmer, Deputy Finance Director
VILLAGE OF MOUNT PROSPECT
FINANCE DEPARTMENT
Village Manager
Finance Director
R~sk [ Executive
Management Secretary
I
Deputy Finance Director
I
Data Processing I Accounting Customer Service
Supervisor I Supervisor Supervisor
Data Entry ~ Account Clerks
Operator (2) (3)
I Payroll & [__._ Switchboard
PC Specialist Benefits Part Time
Part Time Coordinator (2)
I Clerical
. Account Clerk Part Time
(2)
The Finance Department has three divisions: Data Processing, Aeeoanting and Customer Service. Additionally,
Finance personnel administer the Village's Risk Management Program which is accounted for as an Internal
Service Fund. The Finance Deparlment is comprised of fourteen full,time and five part-time employees.
117
VILLAGE Of MOUNT PROSPECT
HUMAN SERVICES DEPARTMENT
INTEROFFICE MEMORANDUM
TO: MICHAEL JANONIS, VILLAGE MANAGER
FROM: NANCY MORGAN, HUMAN SERVICES DIRECTOR
DATE: JANUARY 6, 2000
SUBJECT: INFORMATION ON CURRENT AND FUTURE SENIOR CENTER NEEDS
Enclosed please find information regarding the Mount Prospect Senior Center and
Human Services building deficiencies, short term relocation needs for the Mount
Prospect Senior Center and Human Services, justifications to and not to move to
Randhurst, current parking needs, and a summary of visits to two new, local senior
centers.
SENIOR CENTER DEFICIENCIES
Activity space/number of rooms are too small which limits the number and kinds of
activities we can offer seniors.
No space for rooms to be conducive to moro elaborate activities i.e.: woodworking,
lapidary, etc.
Kitchen is too small. Larger kitchen would accommodate senior parties and possibly
congregate meal site.
Lack of space/room/kitchen for a congregate meal site.
Need more storage space for staff and clubs.
Inadequate Senior Center Library.
Lack of parking.
Security:
Front office is too wide open
Staff working with clients
Supervision of activity rooms
Bad windows in activity rooms.
Secure space for computer training for seniors, and to be used by VOMP staff training.
No space for Senior Citizens exercise room,
Bathrooms are too small.
Showcase is too small for handmade senior items.
Lack of table and chair storage.
Room divider system that adequately cuts out sound.
Electrical system. Ex. we can not brew two 55-cup coffee pots on same circuit at same
time.
Lack of heat/AC zones per activities rooms.
HUMAN SERVICES DEFICIENCIES
Storage for files/supplies.
Need for a dedicated Food Pantry room.
Inappropriately small sized Nurses Lending Closet, and too far away from front area.
Need for a separate waiting area for clients vs. intermixing with Senior Activities.
Front bench waiting area is too drafty in winter.
Security i.e. personnel safety with clients and for staff to observe activity rooms.
Some rooms do not have heat. They aro heated by space heaters.
Inadequate storage for program items such as Summer Adventure, Mentor, Family Fun
Nites, Social Sewing Club, etc.
No dedicated client work area (transients, frail elderly who can't walk distances, etc) in
front aroa.
Space for a Human Services brochure & bulletin board for Social Services information
which is separate from Senior Center information.
No kitchen/break room/lunch room dedicated to staff.
Appropriate Home Delivered Meal distribution area.
SHORT TERM RELOCATION NEEDS FOR SENIOR CENTER
Lg. meeting room with mounting place for movie screen- 150 max.
Craft/class with cable TV connections- 100 max.
Kiln room with lots of cabinets space and with venting for Kiln heat- smallish room.
Card room - 100 max.
Pool room with cable TV connection to accommodate 2-9' tables and stools.
Small card room/support group room.
Waiting area for clients/Lounge/Library to be visible by staff at reception area with Cable
TV connection.
Kitchen with sink, refrigerator, stove, cabinets, counters, etc.
Parking for Seniors - currently only 60 spaces.
Showcase to sell homemade items, and advertise upcoming senior events.
Coffee area close to reception area (store, showcases, sit down snack area).
Water fountain.
Plenty of space for Club storage.
Storage for tables and chairs.
Limited access phone line for the public or a pay phone.
SHORT TERM RELOCATION NEEDS FOR HUMAN SERVICES
Larger reception area for 2 staff to accommodate copy machine, fax, other equipment
and misc. office supphes such as~ books, paper, staff mail bins.
Waiting area needs to be visible by staff in reception area.
6 offices (2 are shared by 2 staff):
1 additional office for group sessions(if possible).
Conference room/lunch room.
Nurses Lending closet room close to front office area.
Accessible Food Pantry room.
Large storage room for files archives, large items and shelving for supplies.
Large storage room for Summer Adventure, Mentor, Family Fun Nites, Social
sewing club, etc.
Security/intercom system.
PA system.
Keep offices away from public areas but not too far.
Provision for easy delivery of Home Delivered Meals and distribution to volunteer
drivers rather than through mall and up and down elevators and escalators.
JUSTIFICATION TO MOVE TO RANDHURST
Dr. Khipple to do programs.
Partnership with Northwest Community Hospital walking group, etc.
Partnerships with memhants.
Food Court for Seniors.
Fashion shows by stores for Seniors.
Craft demonstrations.
Being in a public place/shopping center would: Promote visibility.
Increase younger senior membership.
Increase Senior attendance of programs due to access to food.
Increase community awareness of Senior Center to all ages.
Clientele accessibility.
On PACE and Township bus lines.
DEFICIENCIES REGARDING MOVE TO RANDHURST
Security. Lower level is very isolated.
With the nature of some of our clients, this may present a problem.
Undesirables may wander in and cause a problem for Senior programs.
Need for security system connected directly to Randhurst Security guards.
Distance seniors need to walk from parking lot to Senior Center may be more than
many can make, even if we get reserved, close parking.
Food Pantry: accessibility to those making donations and those receive food.
Awkward location for Home Delivered Meals:
Distance for meals to be delivered to us by provider, and then to be sorted.
Distance for volunteers to walk carrying the meal boxes to parking area.
Nurses Lending Closet equipment will need to be carried through the mall and up and
down the elevators and escalators.
CURRENT SENIOR CENTER SPACE
From my information, the current building size is:
1sT FLOOR OF SENIOR CENTER BUILDING IS 8,892 + 1,800 = 10,692 SQ. FEET.
2ND FLOOR OF SENIOR CENTER BUILDING IS 3,608 SQ. FEET.
CURRENT PARKING NEEDS OF THE SENIOR CENTER/STAFF. DOES NOT
INCLUDE 2ND FLOOR NEEDS.
Regularly planned activities:
MondayAM 109
Monday PM 67
Tuesday AM 75
Tuesday PM 93
Wednesday AM 119 (Feb. Mar. April, 72 of this number arrive 24 every three hours)
Wednesday PM 105
Thursday AM 62
Thrusday PM 197 (Feb. Mar. April, 72 of this number arrive 24 every three hours)
Friday PM 114 (Feb. Mar. April, 72 of this number arrive 24 every three hours)
Friday PM 138
Sunday PM 36
One time Seasonal Activities:
August Picnic 120
Grandmothers Card Party 100
Womens Club Card Party 120
Advisory Anniversary 90
New Residents (Sat.) 65
2nd Friday in September Health Fair 400
Flu Shot 125 per hour - all day for three to four days in September and October.
SUMMARY OF VISIT TO ARLINGTON HEIGHTS AND NILES SENIOR CENTER
General comments:
Niles built-in much more space than they currently need for growth~
Niles had a bright, colorful, airy feel.
Arlington Heights is on one floor, which is good. Niles is on three floors, which is not
good. Seniors don't want to go off of the main floor.
Arlington Heights Senior Center is 42,000 sq. feet.
Lobby/Reception area:
Niles has a great open reception/lobby area which is dedicated to this function. It was
busy, cozy, efficient, friendly, yet gave staff more privacy.
Niles has sm. library nook is off lobby.
Arlington Heights has beautiful lobby but it's too large. Gives a cold feeling.
Large Nurses Lending Closet with a slop sink is in a separate room off reception area.
Room light sensors are not good.
Niles has sm. kitchen area for coffee, etc. in lobby.
Arlington Heights has concealed area for wheelchair by front door.
Niles lobby has a majority of single chairs with a few love seats. There was only one
three-person sofa.
Niles had one large coat area in lobby. Arlington had coat closets in all activity rooms.
Arlington Heights nutrition snack shop is not popular.
Kitchen
Both facilities have commercial kitchens, which is not good. Lg. home style kitchen
would be appropriate, with a large island for teaching classes.
Niles has a washer/dryer for kitchen cloth goods.
Activity Rooms
Dedicated drop-in card room is associated with pool room in Niles.
Large room has capacity for 240 in Niles. This room has a stage.
Arlington has TV with cable hook up in all activity rooms.
Arlington has acoustically appropriate reom for choral group.
VILLAGE OF MOUNT PROSPECT
HUMAN SERVICES DEPARTMENT
Village Massager
Human Services Director
I Human Services Dept~ty
Director
Social Services I Nursingd-lealth
Services Activities
Social Worker [ [ R~gister N~.lrse [Part Time
Community
Program Asst.
Part Time
Village of Mount Prospect
Community Development Department - Building Division
MEMORANDUM
TO: WILLIAM COONEY, AICP~ DIRECTOR OF COMMUNITY DEVELOPMENT
FROM: WILLIAM G. GEORGE, CBO, BUILDING COMMISSIONER
DATE: JANUARY 5, 2000
SUBJECT: INSPECTION OF VILLAGE HALL, BUILDING ANALYSIS
As per your request, the Building Division inspected the Village Hall to determine the extent of the existing
defieienuies. Following is a brief summary of those deficiencies:
A. Structural Review:
I reviewed our files on 12/30/99 and was unable to find the original building plans for the Village Hall. Plans
for the second floor addition, done in 1964, show the floor layout of the original basement and first floor.
These were limited to just floor layouts with minimal details of the mechanical systems. The full architectural
plans for the second floor indicate an upgrade on most of the mechanical systems.
1. The exterior facade of the building shows that the brick veneer is failing, this is apparent by the missing
brick at numerous locations. This failure is due to moisture infiltration and expansion and eonl~action
caused by changes in the weather. The granite stone panels are pulling away fi.om the building structure.
The stone panels are anchored in a stack bond, which is not a common practice. These panels should be
supported with a minimum of 4 (four) anchors per panel. In addition, the panels should the be injected
with a soft sealant between the joints to allow for thermal and structural expansmn. The stone brickwork
appears to be in sound condition, however it is recommended that it be tuck'pointed to seal those areas that
show some deterioration of the mortar.
2. The window glazing of the single pane glass throughout the building has all but disintegrated allowing for
the infiltration of exterior air, which reduces the efficiency of the heating and cooling equipment. There
is also significant moisture damage to the plaster soffits and sills. This is caused by the by the abundant
amount of condensation during the winter months.
3. The existing elevator is undersized as per the ADA and the Illinois Handicap Accessibility requirements.
The cab is currently 48-1/4" deep x 80-1/2 "wide. The cab should be 51" deep with a 54" clearance to
the door. This would allow the flee access of a wheelchair bound person for maneuvering purposes. In
addition, the current elevator cab is not large enough to remove an individual in a stretcher in a medical
emergency. Existing storage of materials is prohibited in the elevator equipment room, as ~s the use of
electrical conduit and computer cable in the elevator shaft.
4. The wood ladder to the roof scuttle is in an unsafe condition; it would not safely carry the weight of a
200-lb. person. The scuttle should be constructed of non-combustible material.
5. The west side stairwell does not meet code requirements. The 1960 National Building Code required that
this stairwell be designed as a two-hour enclosure. (Which it was at the time the second floor addition was
built), with the numerous remodeling projects that have taken place this enclosure has smee been
eliminated.
Building Analysis January 5, 2000
Page 2
B. Electrical Review:
1. The incoming electrical service is 120/208 volt, 3 phase, 4 wire system, from an outside pad mounted
transformer. A secondary service enters the building in the southwest corner of the building and
terminates in the 800 amp main electrical switchboard. It was noted in our inspection that the majority of
the panelboards have limited availability for additional circuit breakers. This is also true of the main
switchboard. Recorded data indicates that the current use of over 650 amperes are being utilized of the
800 ampere available. This represents that over 80% of the power supplied to the building is being used,
it is recommended that this figure be verified. This recommendation is based on the current remodeling
being done to the building at this time. If additional loads are being placed on this system the service
should be upgraded to a minimum of 1200 ampere capacity. During our inspection cloth covered
insulated wire was noted in the main electrical panels, this should be removed as soon as possible.
2. Maintenance of the entire system needs to take place, it was noted in our inspection that due to the
remodeling projects a number of knock out covers are missing from the ceiling and exposed wall 1900
boxes. There are numerous locations where the improper use of extension cords exists. The use of
armored cable in areas such as the boiler room show signs of stress as the cables have separated from
their connectors. This can create a dangerous situation for anyone coming into contact with the armored
cable. There are a number of locations that equipment has been over fused thus not allowing for breakers
to trip if needed to do so.
3. A serious item is that the main electrical disconnect switch for the building can not be fully closed due to
an obstruction of the switch arm by conduit. In essence, electrical power can not be shut off to the
building at any time because of this obstruction, creating a serious potential safety issue for individuals
working on the building's electrical service and for emergency response personnel. This item should be
corrected immediately.
4. The emergency lighting and power system ts provided by a diesel powered 60KW, 120/208 volt, 3 phase,
4 wire Budha Generator. This generator is located in an enclosed building m the west of the main
building. The age of this generator along with the fact the manufacturer is now out of business makes th/s
unit obsolete. John Rosebaeh from Public Works indicates that the manual start and the running
condition are poor at best. If this unit were to be replaced with a newer model the transfer switch would
be required to be automatic and an emergency load determination be made so that certain systems could
be operational in the ease of external power failure.
5. The interior lighting is mostly inefficient surface and recessed fluorescent lighting on the Zmain floor.
Recent remodeling projects have addressed this problem in portions of the Village Hall, however.
incandescent lighting is still utilized throughout the majority of the structure. This is an inefficient type
of lighting and is not recommended with the use of computer equipment.
6. The number of power outlets or receptacles within the building is insufficient for the needs of the general
workforee, requiring the extensive use of extension cords. Branch circuits wiring is of TW type, which is
old, brittle and dangerous. All TW wiring should be removed and THI-IN-THWN wiring should be
installed in its place. John Rossbach has advised us that all circuit panelboards were upgraded eight years
ago, however the RHW feeder wires were never upgraded. This should be done as soon as possible
because both the TW' and RHW wires create potential f'n:e hazards.
' Building Analysis January 5, 2000
Page 3
Plumbing Review:
1. The plumbing system needs to be upgraded and numerous areas are in need of repair. It was noted in our
inspection that several copper lines in the boiler room are excessively corroded and that the temperature
and pressure valve on the hot water tank does not terminate as per code (within 6" Of the floor). The shut
off valve is not accessible to the hot water heater; it is located at 8' above the floor. On the lawn
irrigation system, there needs to be an anti-siphon device as per our Cross-Connection Ordinance. There
is also no backflow device on the make-up water connection to the boiler.
2. Both washroom sinks (men's and women's) on the second floor do not conform to the ADA or Illinois
Accessibility Standards; a wheelchair individual could not get under the current sink. The toilet rooms in
the basement washrooms do not meet handicapped standards for having handicapped toilets. The water
coolers/drinking fountains located on the basement and first floor level are not handicapped accessible.
D. Mechanical Review:
1. The entire self-contained air-conditioning/air supply units that feed all levels have far exceeded their
service life. The units that feed all levels are no longer allowed for use within the Village and should be
replaced. The fresh air intakes for mixed air temperature require that they be manually adjusted, this can
be done at different times during the day depending.on outside air conditions, This can make some areas
of Village Hall cool and some areas hot, and significant manpower is required to make those adjustments.
The major maintenance of these units require an outside enntraetor to do the work and with the age of the
equipment parts are not only expensive, they can be hard to obtain. The cooling unit, the cooling tower is
no longer code compliant and again parts are expensive if available.
2. The boiler is not only passed it's usefulness it now is beginning to rust beyond repair, our inspection
shows that the bottom of the unit could go at any time. Some of the gauges that regulate the boiler are
missing the actual gauge hands therefore, it is not known at what temperature the unit is operating. This
~s a serious condition. Although an asbestos report was done some time ago and remedial work was done
this needs to be addressed again, as there appears to be cracks in the sleeves that protect friable fibers.
The boiler has a three-year-old certificate; this unit should have a new certificate each year for
compliance with the State of Illinois.
H:\G EN~ UILDING~t~uilding Analysis.doc
Village of Mount Prospect
Community Development Department - Building Division
MEMORANDUM
TO: WILLIAM COONEY, AICP, DIRECTOR OF COMMUI~TY DEVELOPMENT
- FROM: WILLIAM G. GEORGE, CBO, BUILDING COMMISSIONER
DATE: JANUARY 6, 2000
SUBJECT: INSPECTION OF SENIOR CENTER, BUILDING ANALYSIS
Starting with southern facing elevation, the sill stones through all the windows needs to be tuckpointed and it
appears that the gaskets around most of the windows are severely deteriorated and need to be replaced.
Grade level receptacles to the exterior of the building are not GFI, strongly recommend they be so.
There are numerous holes and tears in the screening of the windows, they need to be replaced.
Trim work around the building and faqade areas needs to be scraped and repainted.
System rain gutter - all the joints, couplings and comers need to be re-steeled; there is evidence of icing over.
A cornerstone annual marker denotes date of construction as 1950 in the southeastern comer.
On the eastern exposure of the building there are some bricks falling on the lower levels below the windows and
behind the bushes. The windowsill stOnes need to be re-tuck'pointed.
All wood trim needs to be scraped and painted on the eastern elevation.
Grade level receptacles should be GFI and there are two on either side of the main entrance.
The roof gutter system to the northeast comer of the building has disconnected from the downspout and is free
from the building.
Looking at the northerly exposure of the building, there is a settlement crack at the northeast door extending from
the upper right-hand comer to the brick line into the fagade. The Siamese connection for the Fire Department for
the auto sprinkler system ~s missing a cap. At the center of the building north elevation just behind the fire alarm
bell and strobe light is another hairline crack in the brick faoade.
At the western exposure elevation there is an indication that the gutter system is leaking in behind the fagade with
the formation of icicles dripping at this particular location all the way through across the fascia from behind the
gutter.
Starting with the interior structure at the north door entrance m MPTV second floor atrium area: appears to be
water damage; ceiling tiles are water stained and marked. There is an indication ora liquid leak around the vent.
Unable to gain entry to the boiler room at this time.
Building Analys~s January 5, 2000
Page 2
In the kitchen area there is evidence of an arced-out ground fault receptacle to the wall of the kitchen sink. It is
apparent from the wiring methods used here over the years for remodeling and extending the systems electrically,
that there has been an extensive use of wire mold. At this juncture, it looks as though a lot of old wiring is left in
the building unused and needs to be pulled and cleared.
Due to the type of heating system in the building there is massive imbalance of heat. It can be extremely high in
one room and cool in another. The heating system is considered antiquated and imbalaneed. C01d air return ducts
appear m be extremely dirty and could be considered a fire hazard. The fluorescent lighting system throughout
the building is very old, using the old fill type ballast and lenses are brittle. Strongly recommend that this lighting
system be changed to something more efficient and more easily maintained.
The base trim molding throughout the building as cracked and deteriorated and needs to be replaced. It allows
water to penetrate into the masonry units which it is supposed to be protecting.
Electrical panels :need to be re-pulled. There is evidence of camera cloth wiring for main feeders and also for
numerous double tabs and not very good wiring procedure to numerous panels throughout the building. This
needs to be corrected.
There ~s evidence of leakage where the addition meets the old structure. The offices have a problem with water
leaking down the walls. They installed a gutter to catch it but that is not a remedy or a solution to the problem.
Typical electrical supplies for workstations and desks is severely inadequate. There are multiple power strips and
extension cords used to support the desktop electronics and insufficient number of receptacles. System should be
upgraded. The double-hung windows in the older section of the Senior Center all need to be replaced. There
have been numerous repairs on the windows. When they are lifted high enough, they actually fall out of the
frame. The top sections do not stay in place. This can be a real hazard. Receptacles in the restrooms for MPTV
are non-GFI protected. MPTV studios are severely overloaded electrically. There is no physical room and no
room to expand the system as it exists.
MPTV is also not handicapped accessible and the restrooms are not handicapped compliant.
H:~GENkBUILDING~Sr Center Analysis.doe
Prospect: Fke Departmem
InteroffiCe:Memo
TO: BILL COONEY, DIRECTOR OF COMMUNITY DEVELOPMENT
FROM: R. PAUL VALENTINE, FIRE MRA~S~
DATE: JANUARY 7, 2000
SUBJECT: VILLAGE HALL
It is my understanding that you are gathering information regarding the code deficiencies for the
Village Hall. Following is a list of deficiencies for the existing conditions and if the building is
renovated.
If the building is renovated the following needs to be addressed:
1. The building is not protected by automatic sprinklers or standpipes.
2. The building's fire alarm system does not contain audiovisual devices for ADA
requirements.
3. The detector spacing is not in accordance with applicable codes. A new fire alarm system
would be needed.
4. The existing emergency lighting is questionable. A complete survey would need to be
conducted for illumination levels. The existing generator is antiquated and may require
replacement.
5. Additional exit signs are needed.
6. The existing means of egress would need to be evaluated and may require the enclosure of
the stairs.
Without a renovation, it would be difficult to enforce any of the requirements noted above if this
was an existing business in the Village. However, the following defiqiencies are a result of the
inadequacies of the building and should be addressed.
1. There are a number of extension cords throughout. There appears to be a lack of outlets.
2. Because of the poor heating and ventilation system, there are a number of space heaters
that create a fire hazard. This is an ongoing problem.
3. The openness of the stairwell combined with the storage of materials in the basement level
is conducive for vertical fire and smoke spread.
I hope this information is useful. Please contact me if any additional information is required.
RPV/nn
Cc: Chief Figolah
G:~2000 Memos\Cooney-Village Hall.dec
VILLAGE HALL RENOVATION REPORTS
FIRM: YAS/FISCHEL PARTNERSHIP
EVANSTON, ILLINOIS
REPORT DATE: September 21, 1995
SUMMARY OF STUDY
Develop a building pmgrara. This was achieved by interviewing key staff members and using
past experience/rules of thumb for similar building types. The end product was a Program Area
Summary in square feet and a functional spatial relationships diagram which was created as an
"idealized" diagram. (This diagram showed that the building functioned best on 1 or 2 levels.)
Simultaneously, the existing site was analyzed for external site influences and possible building
expansion locations.
Prepare functional concept options. This was accomplished by analyzing the previously
developed building program together with the three-level existing building; in this procedure,
four functional concept options were createdl During the creation of the concept options,
"brainstorming" meetings were held with village staff and our mechanical, plumbing and
electrical engineers.
· Analyze the existing architectural, structural, mechanical and electrical building systems.
· Prepare a building cede analysis.
Review building options:
· Renovate the existing Village Hall facility.
Relocate the Village Hall to other existing office space.
· Build a new Village Hall on the current site, or a new, similar site.
SUMMARY OF CONCLUSIONS AND COST ESTIMATES
1. Renovating the existing building is feasible; the program developed in this report works
within the available area of the existing facility with minimal additions for vestibules. Costs
for this alternative, which include complete interior and major exterior renovations and site
work, are approximately $120.00 per square foot. The costs are high because of the nature of
the work: This is a "gut" renovation, with complete replacement of mechauical and electrical
systems per current codes, as well as major exterior renovation. This assumes all work
would be completed in one phase of work. Phasing work on the project would be more
expensive.
Renovation of existing Village Hall:
$123.66/sfx 14,812 sf= $1,836,117.00.
2. Relocating the Village Hall to leased space is an option; it will require the smallest
expandimre of capital funds, but may have a minimal image as the center of Mount Prospect
village government. Costs for this alternative are a range of $35.000 to $40.00 per square
foot for interior buildout only.
Tenant buildout associated with leasing office space: $40.00/sf x 15,000 sf =
$600,000.00 plus yearly rem of $240,000.00+/-, based on a long-term lease @
$16.00/s£
3. Constructing a new Village Hall on the current site or on a new one is a viable option,
considering the comparable costs required to renovate the existing facility. A new facility
would also allow the Village of Mount Prospect to construct a facility which would meet
optimum program requirements of function and proximity relationships of departments and
divisions within Village government. This alternative would also allow the most design
freedom in design of a facility in order to match the image of what the Village of Mount
Prospect believes it should represent to the community. Costs for this alternative are a range
orS110.00 to $130.00 per square foot.
Build a new Village Hall:
Range orS110.00 to $130.00/sfx 18,000 sf=
$1,980,000.00 - $2,340.00.00
4. Furniture, Furnishings, and Equipment costs, based on systems furniture for open office
workstations and closed offices and conference rooms, is anticipated to be approximately
$100,000.00 - $125,000.00.
5. Items have been identified that relate to Building Code requirements. These items, and their
associated costs, are as follows:
Enclose east stair at second floor plan $2,179.00
Toilet rooms (~ basement) renovation for ADA compliance $32,726.00
Plumbing fixtures and piping: $17,500.00
Partitions, ceramic file, toilet access: $15,226.00
Elevator cab replacement for ADA compliance $15,000.00
Note: Current elevator cab size is 4'-0" deep, which is less then the required cab size of 4'4" depth per ADA.
It appears that the elevator shaR is sufficiently large to accommodate the required cab size in compliance with
ADA requirements.
Mechanical Chiller: Change system fi:om water-cooled to air-cooled. $80,000:00
Fire Protection/Sprinklers $29,624.00
Electrical Fire Alarm Systems $17,250.00
Subtotal $176,779.00
Contingencies $70,316.00
Totals of Code-Related Costs $247,095.00
X:~FILESkFRONTOFF~UILDING\VILLAGE HALL RENOVATION REPORTS.doc
VILLAGE HALL RENOVATION REPORTS
FIRM: TENG & ASSOCIATES
CHICAGO, ILLINOIS
REPORT DATE: February} 1989
SUMMARY OF STUDY
Teng & Associates was retained as a Consulting Engineer to perform a condition report on the
HVAC systems serving the Village of Mount Prospect Village Hall. This condition report
addresses inherent ambient contrOl problems through a process of analyzing historical
background, field review of present conditions, building load calculations and building control
systems.
This condition report is a result of consistent complaints from personnel working in this build'rog.
The complaints ranged from locally hot and cold spots in the general oftice area on the first floor
and drafty conditions in the basement, to cold down drafts from windows on the second floor.
This report will provide Village management with alternative solutions, in both a short and long-
term scope, to eliminate temperature control problems. The report shall also include a cost
estimate for each solUtion and possible complications of implementing such alternatives.
SUMMARY OF CONCLUSIONS AND COST ESTIMATES
The Village Hall for the Village of Mount ProSPect has undergone interior alterations from the
initial construction originally designed as a bank, the building now functions as an office center
for the administrative staff of the Village. The building, originally designed to have adding
machines, now Contains computers, copiers, plotters, microwaves and printers. The building has
approximately 15,000 square feet of floor area on three levels, including a basement. The total
refxigeration load is 50 tons or 300 square feet per ton. This is a high value when compared to
modem buildings.
The building suffers from temperature control problems that are caused by improper zone control
zone control provides different I-IVAC conditions to each building exposure or a combination of
exposures as the sun 'travels from east to west during the day. To compound the problem, the
build'mg's I-IVAC equipment, including the boiler, air supply units, cooYmg tower and system
pumps, is old and close to the end of its service life.
The Village of Mount Prospect can implement short-term alterations to alleviate some of the
persistent problems and provide better comfort for the occupants. For a long-term outlook in use
of the building, the Village would need to provide long-term alterations. Estimates of such
alterations are as follows:
Short-Term Alterations
Short-term alterations can be implemented to improve the conditions and control of local
temperatures at local zones. However, it is important to note that these modifications are only a
temporary solution to symptoms of a forthcoming problem. This problem is having to replace
the major equipment. An estimate of these costs if$14,740.
Long-Term Alterations
Long-term alterations are highly dependent on whether or not the Village of Mount Prospect
intends to maintain occupancy in this building and for how long. If the Village does plan to
maintain occupancy in this building and the Village plans to stay for I0 to 20 years, serious
consideration must be made to replacing the existing units in the basement.
Another issue is energy. Consider that the basement units are approximately 30 years old. These
units can be replaced with more energy-efficient units and the controls modified so that mild or
cold outside air can be used for 100% "free" cooling when outdoor temperature is below 65°F.
Our recommendation is that the Village of Mount Prospect should plan the removal of the
existing boiler and air-handling units in the basement and replace these with modem, more
efficient units that will have a service life of 20 years or more. The major obstacle with this plan
is that the units are "boxed" in the basement.
Alternate #I
Replacing the equipment in the basement and the cooling tower with the same
type of system: $61,008
Alternate #2
:. Replacing the equipment in the basement and the cooling tower with air-cooled
condenser: $62,088
The oPtiOns are clear~ and the decision rests with the Village of MOunt Prospect.
X:',FILESL~.ONTOFF~BUILDING\VILLAOE HALL RENOVATION REPORTS.doc
VILLAGE HALL RENOVATION REPORTS
FIRM: HANSCOMB ASSOCIATES, INC.
CHICAGO, ILLINOIS
REPORT DATE: May 15, 1989
SUMMARY OF STUDY
Using Teng & Associates' mechanical and electrical reports, Hanscomb was asked to prepare a
concept estimate to correct all deficiencies in the Village Hall. Hanscomb obtained information
on this proposed project through a meeting held with Teng on May 9, 1989 and through
telephone conversations with Teng and various Village personnel.
SUMMARY OF CONCLUSIONS AND COST ESTIMATES
For years, staff members in the Village Hall have complained about temperature control in this
building. Since this HVAC equipment was installed over 25 years ago, the use of the building
has changed. There are now differeut walls, which impede the flow of air, and the system was
never rezoned to reflect the changes. Also, the office equipment such as computers, electric
typewriters, etc. now emit more heat, which was never compensated for in the cooling system.
Teng & associates has recommended that the Village plan the removal of the existing boiler and
air-handling unit in the basement and replace them with more modem and efficient units that will
have a service life of 20 years or more.
Most of the equipment in the building is obsolete and has served its useful life. We are
recommending the Village consider this long-term program intended to correct all deficiencies.
These are as follows:
Substructure work $ 16,731
Superstructure work 6,241
Exterior doors and windows 128~61
Interior construction 58,909
I-IVAC mechanical 164,470
Electrical total 95,437
Gen. design and constxuction contingency 216,708
Estimated project subtotal $ 686,757
The following items are excluded from the estimates:
1. Professional consultant's fee (est. $86,290).
2. Additional escalation costs if not started by fourth quarter 1989. (Suggested start date by
March 1990, with completion by September 1990.)
3. Roof repairs - unknown at this time. (Will have rooftop units with openings for ductwork
and strengthening.)
4. Exterior closure walls (other than replacement windows) - unknown at this time; pending
detailed design work.
5~ Asbestos removal. (It is known there is asbestos around some of the ductwork on the first
floor. Until the ceiling is removed, it would be difficult to project quantifies and removal
costs; projected to be significant.)
6. Furniture, furnishings or equipment (not considering any replacements as part of the
estimate).
7. Carpets - To replace 10 to 25-year-old Carpeting on the first floor and basement, estimated
cost is $22,434. This does not consider replacement of carpeting on the second floor.
8. Upgrades to any building public address, telephone, or electrical service and distribution
should consider new electrical power distribution. (In the older section of the building, there
is a substantial amount of cloth-coated wire that is becoming brittle and should be replaced.
Also, the existing breakers are becoming very difficult to replace due to their obsolescence.
Project $30,000 min. for this work.)
9. Upgrades to plumb'rog and install fire protection systems. Est. cost $80,000.
10. Temporary office space to allow complete mover for contractor's work. (Projected to cost
$33,000 for trailer occupancy in parking lot for six months.)
11. Redecoration of adjacent spaces affected by construction - no estimate provided.
X:~ILES~FRONTOFF~BUILDING\VILLAGE HALL RENOVATION REPORTS.do~
VILLAGE HALL RENOVATION REPORTS
FIRM: DAHLQUIST AND LUTZOW, ARCHITECTS
ELGIN, ILLINOIS
REPORT DATE: January, 1987
SUMMARY OF STUDY
The Village of Mount Prospect has commissioned Dahlquist and Lutzow, Architects to give
direction to a long-range renovation program specifically related to the Village Hall. The purpose
of this study is to identify areas of concern related to the efficient day-to-day functioning of this
facility.
It is recognized that, as Village services continue to grow, this building may not be able to house
the offices as they presently do. Our goal is to identify areas which should be addressed,
spec'~fically relating to safety, comfort, and efficient use of space until a more substantial
building program could be put in place. In addition, site issues such as parking were considered
outside the scope of this study. The intent would be that interim repairs will allow the Village to
function in a more efficient manner and add to the inherent value of the building.
The scope of our review includes:
1. An architectural analysis of the building in terms of suitability of meeting departmental
needs.
2. An analysis of the existing plumbing, mechanical, and electrical systems.
3. An analysis of the building envelopes related to construction.
'4. A recommended plan of action prioritizing rehabilitation work. It would be intended that the
prioritizing will assist the Village in identifying key areas where to spend limited funds.
The facility was exam'med in terms of function, obvious maintenance requirements, life safety
code deficiencies, and suitability of use. Being a broad-scoped study, though, minute details
were not examined.
It was the intention of this study to provide as comprehensive an analysis as possible. It should
be recognized that only through exhaustive analysis (beyond the scope of this study) and
construction document bidd'mg, can a final cost of rehabilitation be detetminad. However, every
effort has been made to include items of required work, possible solutions, rehabilitation costs,
and prioritizing of work.
SUMMARY OF CONCLUSIONS AND COST ESTIMATES
It appears that this building can be effectively remodeled to serve the Village of Mount Prospect
for many years to come. Some of the work suggested can be accomplished by Village of Mount
Prospect staff; however, some is more complicated--requiring architectural/engineering input.
The phasing of improvements should be in a logical sequence to minimize reworking of recently
constructed systems or structure. The goal in restructuring of spatial relationships should reflect
the idea of consolidation of related functions and needs which are presently separated. Health,
safety, welfare, and energy conservation concerns should be of highest priority. Miscellaneous
building maintenance should be the next priority. The lowest priority should be decorating-
related work.
Some oft. be work could be done by the Public Works staff, including light demolition, painting,
and miscellaneous construction such as shelving, etc.
The issues which should be addressed in an overall remodeling effort should be as follows, with
highest priorities listed first:
1. The stabilization of the strucmre~xterior walls and roof. The exterior must be weathertight
and structurally sound prior to interior improvements, which could be damaged iftbe exterior
skin is not weathertight.
2. The remodeling efforts should work toward a long-range goal of consolidating departments.
The related proximities should be addressed relative to function, safety, and communication.
3. A part of the above remodeling efforts should include the revision of plumbing/
mechanical/electricai systems to create a comfortable space to work in, with the proper
electrical requirements to support the building during typical day-to-day operations and when
the emergency power is in use.
4. Once the walls are in place, interior fmishas should be addressed. These would include
carpeting, drapery, new ceilings, repainting, and miscellaneous repairs.
5. A long-term consideration would be providing for future additions to improve the overall
function of the building.
The Village should establish a policy relative to Bringing this building up to a level of
handicapped accessibilitY. This policy affects remodeling efforts relative to wall placement.
In terms of prioritizing short-term versus long-term projects, consider a structuring of
improvements as listed below. This is obviously subject to available funds. (No attempt has
been made to prioritize individual line items listed below.)
"One-Year Plan" - $347,700 "Five-Year Plan" - $96,000
Tuckpointing Handicapped accessibility
Marble repair Window covering
New windows Elevator accessibility
Miscellaneous repairs Miscellaneous repairs
Relocation of wall in each space Office landscape screens
Mechanicai/electricai revisions
New carpet
Rent off-site space for storage
New folding partitions in Village Board Room
X:~ILEb-'~"ROlqTOFF~BUILDING\VILLAGE HALL RENOVATION REPORTS.doc
VII LAGE OF MOUNT PROSPECT
COMMUNITY DEVELOPMENT DEPARTMENT
MEMORANDUM
TO: WILLIAM J. COONEY JR., AICP, DIRECTOR OF COMMUNITY DEVELOPMENT
FROM: JEFF PERKINS, PLANNER ~
DATE: JANUARY 6, 2000
SUBJECT: DEVELOPMENT POTENTIAL OF LIBRARY BLOCK SITE FOR FUTURE
CONSTRUCTION OF A NEW VILLAGE HALL
Per your request, I have prepared a brief summary of site conditions of the south half of the "library block" and its
development potential for future construction of a new Village Hall. Staff made estimates of property size from
Sidwell maps and aerial photos. Estimates of space requirements were taken from previous space studies. Estimates
of land requirements for the construction of buildings were taken from a sketch plan of the site prepared by Planning
Division Staff.
Existing Conditions
The existing Village Hall building contains approximately 15,000 square feet of gross floor are~ The building ~s
served by 62 spaces in the adjacent parking lot. Village Hall employees have also had access to 13 additional spaces
on the old Fanny May site.
The existing Senior Center/Television Services building contains approximately 11,000 square feet of gross floor area.
The building has a total of 41 par.king spaces and access to an additional 54 spaces in the public lot at the northeast
comer of Busse and Main.
The library now contains approximately 50,000 square feet of building area and has 162 parking spaces.
There are155 existing spaces in the Bank One lot on the east side of Emerson Street
Space available
The block bounded by Emerson' Street, Busse Avenue, and the south side of the library building is an area of
approximately 304 feet (north to south) by 311 feet (east to west} or 94,240 square feet (2.16 acres). When the
property is redeveloped, the Village will be required to dedicate 17 feet from the west side of the property to complete
the Main Street right-of-way. That will leave a net area of 294 feet by 304 feet or 89,376 square feet (2.05acres).
Future Development
Construction would consist of a 40,000-45,000 square foot structure to house Village Hall, Senior Center, and
Television Services. The building would be a two-story structure, with a basement. A four-level parking structure
serving the building the library, and other downtown uses would be adjacent to the structure. A portion of the site
would be reserved for a "Village Green" area.
Future Village Hall Site
January 6, 2000
Page 2
Future Parking Requirements
A 45,000 square foot (two-story, with basement) structure in the B5 district would have a Zoning Code parking
requirement of 174 spaces. Assuming a future expansion of the library to 100,000 square fee~, the librery would have a
parking requirement of 200 spaces. Thus, the total required parking for the two structures would be 374 spaces.
Future townhouse development where the Bank One parking lot is currently located will require allocation of some
spaces in the parking deck for bank parking. The construction would also eliminate an existing, 54-.space public
parking lot.
The proposed development would be served by a parking structure located between the exiting library and the new
Village Hall structure. A four-level structure (three aboveground and I underground) containing 425 spaces
(including 13 surface spaces) would take up approximately 270' X 130' O5,100) of the site area.
Building Site and Village Green
A two-story Village Hall building with a basement containing 45,000 square feet of floor area would require a building
footprint of approximately 15,000 to 20,000 square feet. Mowing for space required for parking and building area, an
area of approximately 15,000 square feet of open space would remain for a Village Green.
^ copy of the Planning Division's Sketch Plan of the block is attached. Let me know if you want additional
information or clarification.
c: Michael Blue, AICP, Deputy Director of Community Development
\\VI-BV02XDEPTXCOMDEV~GEN~LNG~IEMOS~Iaaalag Memos 2000~q'ew Village Hall.doc
· Page 2
Basement Level 103 spaces
~ Below) c
(~ HO Ramp Up From Sleet Leve~
8,~.~
Village Green
E BUSSE AV ~
Street/lst Level 114 spaces
~/~ Hc Ramp Up
F' BU~E ~V
2nd Level 101 spaces
(v/0 HC ~mp Up From 8eco~ Level
Y BUSSE AV
3rd Level 101 spaces
VILLAGE OF MOUNT PROSPECT
FINANCE DEPARTMENT
INTEROFFICE MEMORANDUM
TO: MICHAEL JANONIS, VII.I.&GE MANAGER ~x.
FROM: DIRECTOR OF FINANCE
DATE: JAlqUARY 6, 2000
SUBJECT: PROPERTY TAX IMPLICATIONS OF VILLAGE HALL SITE
REDEVELOPMI~NT
You requested that I prepare an analysis of the property tax implications shouM the Village Board
decide to construct a new Village Hall/Senior Center and redevelop the current Village Hall site.
To perform such an analysis, certain assumptions have to be made regarding tax rates, assessed values
and the nature of the redevelopment project. Community Development Director Cooney suggested I
base my analysis on the current Village Hall site being redeveloped as 40 condominiums and 16,000
square feet of commercial space.
There are two main components to the analysis. We need to estimate how much property tax revenues
would be generated by the redevelopment of the current Village Hall site, but we also must estimate
the amount of property taxes that will be lost due to the Village's acquisition oftbe doctor's office
building next to the Senior Center.
Property Taxes Generated, from Redevelopment
For purposes of this analysis, we assumed the forty condominiums will be completed in the years 2003
and 2004 and they will have an average sales price of $210,000. Upon their completion in the tax levy
year 2004, we are estimating the residential units will have a total equalized assessed value (E_AV) of
$1,546,563. As for the commercial property, we are estimating the EAV to be $95'/,528. The-total
projected 2004 EAV for both the commercial.space and the residential units is $2,504,091. We
estimate the tax rate in 2004 to be $9.505, thereby generating total taxes of $238,025. The Village's
share of the total taxes generated is estimated at $22,375 per year.
Prooertv Taxes No Lonller Received from Doctor's Office Buildlmt
The 1998 EAV of the doctor's office building was $336,'/67. The total taxes paid on the property for
the 1998 levy was $32,188. For the 2004 levy year, we are projecting the doctor's office property will
have an EAV of $392,805, and will pay total taxes in the amount of $3'/,338. The Village's share of
the total taxes paid on the doctor's office property is estimated at $3,510.
Implications of Tax Increment Financin~ District
Both the current Village Hall and the Doctor's Office building are in the Village's tax increment
financing district, which will not expire until 2008. Of the total taxes paid by the Doctor's Office, a
little over $4,000 is being distributed to all affected taxing bodies each year. The balance is being
eposited into the Village's Downtown Redevelopment Tax Increment Financing Fund~ Until the year
2009, 100% of the property taxes generated by the Village Hall redevelopment project would go into
the Village's TIF Fund~
Summary of Property Tax Implications
The following table summarizes the projected property taxes for the Doctor's Building and the
redeveloped Village Hall project for the tax levy year 2004:
:Est; Pr0j~y'Ta,~s .:.. :: "; :DOct~i"s' :':.: · Village H~II' ..",i :':i: ':." :' :: '.
· . :; ;2004'L /Ye . :...: ': · ',i:
TOtal Taxes $37,338 $238,025 $200~687
TIF Taxes $33~254 $238,025 $204,771
Distributed Taxes $ 4~084 $ 0 $ (~I~084)
This table summarizes the projected property taxes for the tax levy year 2009, the fa'st year after the
end of the tax increment financing district:
EsL Prop~%~ Taxes " ...... Doc~0r's i Village HaH. : '{ · . i: ..' ':
2009 I;e_~,.:..Yea/- · _..L . ]_.B_.t!i.}~l!.n.g..L !' R~devilopment'. Varia__n~. ......
Total Taxes $ 42,663 $271,971 $229,308
TIF Taxes $ 0 $ 0 $ 0
Distributed Taxes $ 42~663 $271,971 $229~308
Conclusion
The above tables show all of the affected taxing bodies will receive higher property tax revenues fi.om
the redevelopment of the current Village Hall site. An additional $200,000 of property taxes will be
generated beginning in 2004, with the amount growing slightly each year therea~er. However, it
should be pointed out that this alone is not justification for constructing a new Village Hall/Senior
Center. Of the $200,000 or so in additional property taxes per year, the Village's share will b~
somewhere near $20,000, far less than annual debt service requirements related to financing a new
Village Hall/Senior Center.
Douglas R. Ellsworth, CPA.
Director of Finance
copy: Bill Cooney, Community Development Director
David Strald, Assistant Village Manager