City Council Packet 2015 09-08-15
AGENDA
CITY COUNCIL MEETING
CITY COUNCIL CHAMBERS
7:00 p.m.
Tuesday, September 8, 2015
Call to Order:
Pledge of Allegiance:
Roll Call by Clerk: WARD I WARD II WARD III WARD IV
Carlo Colosimo Jackie Milschewski Chris Funkhouser Diane Teeling
Ken Koch Larry Kot Joel Frieders Seaver Tarulis
Establishment of Quorum:
Amendments to Agenda:
Presentations:
1. Certificate of Recognition Presented to Deputy Clerk Lisa Pickering
Public Hearings:
Citizen Comments on Agenda Items:
Consent Agenda:
1. ADM 2015-43 Resolution Approving the Assignment of a Lease Agreement from Prime Directive
Quick Link, Inc. to Intelligent Computing Solutions, Inc. - authorize Mayor and City Clerk to execute
Minutes for Approval:
1. Minutes of the Regular City Council – August 11, 2015
2. Minutes of the Regular City Council – August 25, 2015
Bills for Payment (Informational): $674,810.49
Mayor’s Report:
1. CC 2015-64 Proclamation for “Thank a Police Officer Day” and “Paint Illinois Blue”
2. CC 2015-65 Appointment to Park Board – Sash Dumanovic
3. CC 2015-66 Resolution to Accept a Shared Services Study Created with Assistance from CMAP
Between the Village of Oswego, Village of Montgomery, and the United City of Yorkville
Public Works Committee Report:
Economic Development Committee Report:
Public Safety Committee Report:
United City of Yorkville
800 Game Farm Road
Yorkville, Illinois 60560
Telephone: 630-553-4350
www.yorkville.il.us
City Council Agenda
September 8, 2015
Page 2
Administration Committee Report:
Park Board:
Plan Commission:
Zoning Board of Appeals:
City Council Report:
City Clerk’s Report:
Community and Liaison Report:
Staff Report:
Additional Business:
Executive Session:
1. For collective negotiating matters between the public body and its employees or their representatives, or
deliberations concerning salary schedules for one or more classes of employees.
2. For litigation, when an action against, affecting, or on behalf of particular 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.
Citizen Comments:
Adjournment:
COMMITTEES, MEMBERS AND RESPONSIBILITIES
ADMINISTRATION: September 16, 2015 – 6:00 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Milschewski Finance Library
Vice-Chairman: Alderman Frieders Administration
Committee: Alderman Teeling
Committee: Alderman Tarulis
ECONOMIC DEVELOPMENT: October 6, 2015 – 6:00 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Koch Community Development Plan Commission
Vice-Chairman: Alderman Teeling Building Safety and Zoning Yorkville Econ. Dev. Corp.
Committee: Alderman Colosimo Kendall Co. Plan Commission
Committee: Alderman Funkhouser
City Council Agenda
September 8, 2015
Page 3
COMMITTEES, MEMBERS AND RESPONSIBILITIES (cont’d):
PUBLIC SAFETY: October 1, 2015 – 6:30 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Kot Police School District
Vice-Chairman: Alderman Frieders
Committee: Alderman Colosimo
Committee: Alderman Tarulis
PUBLIC WORKS: September 15, 2015 – 6:00 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Funkhouser Public Works Park Board
Vice-Chairman: Alderman Milschewski Engineering YBSD
Committee: Alderman Kot Parks and Recreation
Committee: Alderman Koch
UNITED CITY OF YORKVILLE
WORKSHEET
CITY COUNCIL
Tuesday, September 8, 2015
7:00 PM
CITY COUNCIL CHAMBERS
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AMENDMENTS TO AGENDA:
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PRESENTATIONS:
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1. Certificate of Recognition Presented to Deputy Clerk Lisa Pickering
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CITIZEN COMMENTS ON AGENDA ITEMS:
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CONSENT AGENDA:
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1. ADM 2015-43 Resolution Approving the Assignment of a Lease Agreement from Prime Directive Quick
Link, Inc. to Intelligent Computing Solutions, Inc.
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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MINUTES FOR APPROVAL:
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1. Minutes of the Regular City Council – August 11, 2015
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
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2. Minutes of the Regular City Council – August 25, 2015
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
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BILLS FOR PAYMENT:
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1. Bills for Payment (Informational)
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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MAYOR’S REPORT:
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1. CC 2015-64 Proclamation for “Thank a Police Officer Day” and “Paint Illinois Blue”
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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2. CC 2015-65 Appointment to Park Board – Sash Dumanovic
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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3. CC 2015-66 Resolution to Accept a Shared Services Study Created with Assistance from CMAP Between
the Village of Oswego, Village of Montgomery, and the United City of Yorkville
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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ADDITIONAL BUSINESS:
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CITIZEN COMMENTS:
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Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #1
Tracking Number
ADM 2015-43
PDQ Link Lease Agreement Assignment
City Council – September 8, 2015
ADM – 8/19/15
Moved forward to CC Consent Agenda
ADM 2015-43
Majority
Approval
See attached memo.
Bart Olson Administration
Name Department
Summary
Approving an assignment of the PDQ Link lease agreement to Intelligent Computing Systems,
Inc.
Background
The City approved a lease agreement for water tower antennae space with Prime Directive Quick
Link, Inc (PDQ Link) in October 2006. This agreement’s first term expired October 31, 2010. It was
extended automatically though October 31, 2014, and is in the middle of another extension through
October 31, 2018. The lease agreement allows one final 4-year extension at the tenant’s option. The
tenant pays the City $100 per water tower with PDQ Link antennae.
In 2014, the City was approached by a new company who was in the process of taking over PDQ
Link’s lease agreements. In order for that transaction to be fully finalized, the City must approve an
assignment of the agreement to Intelligent Computing Systems.
All of the terms of the agreement will remain the same as the PDQ Link Agreement. Intelligent
Computing Systems has been making payments on behalf of PDQ Link on time for several months.
Recommendation
Staff recommends approval of the assignment of the PDQ Link lease agreement to Intelligent
Computing Systems.
Memorandum
To: City Council
From: Bart Olson, City Administrator
CC:
Date: August 13, 2015
Subject: Administration Committee meeting
Resolution No. 2015-____
Page 1
Resolution No. 2015- _______
A RESOLUTION OF THE UNITED CITY OF YORKVILLE, KENDALL
COUNTY, ILLINOIS, APPROVING THE ASSIGNMENT OF A LEASE
AGREEMENT FROM PRIME DIRECTIVE QUICK LINK, INC TO
INTELLIGENT COMPUTING SOLUTIONS, INC.
WHEREAS, the United City of Yorkville, Kendall County, Illinois (the “City”)
is a duly organized and validly existing non home-rule municipality created in
accordance with the Constitution of the State of Illinois of 1970 and the laws of the State;
and,
WHEREAS, the City entered into a LEASE AGREEMENT on the 10th day of
October, 2006 with Prime Directive Quick Link, Inc. (“Prime”) for the installation of
ground base stations and antenna facilities on top of the City’s water towers; and,
WHEREAS, paragraph 30 of the LEASE AGREEMENT provides that Prime
may not assign the LEASE AGREEMENT without the prior written consent of the City
except to an affiliate or successor in interest; and,
WHEREAS, Prime desires to assign the LEASE AGREEMENT to Intelligent
Computing Solutions, Inc.; and,
WHEREAS, the City has no objection to the assignment from Prime to
Intelligent Computing Solutions, Inc. as the existing LEASE AGREEMENT is still in the
best interest of the City and welfare of its residents.
NOW, THEREFORE, BE IT RESOLVED by the Mayor and City Council of
the United City of Yorkville, Kendall County, Illinois, as follows:
Section 1: The above recitals are incorporated and made a part of this
Resolution.
Resolution No. 2015-____
Page 2
Section 2: That the City hereby consents to the assignment of the LEASE
AGREEMENT from Prime to Intelligent Computing Solutions, Inc. and the City
Administrator is hereby authorized to execute the City’s consent to that assignment.
Section 3: This Resolution shall be in full force and effect upon its passage and
approval as provided by law.
Passed by the City Council of the United City of Yorkville, Kendall County, Illinois this
________ day of ____________________, 2015.
______________________________
CITY CLERK
CARLO COLOSIMO ________ KEN KOCH ________
JACKIE MILSCHEWSKI ________ LARRY KOT ________
CHRIS FUNKHOUSER ________ JOEL FRIEDERS ________
DIANE TEELING ________ SEAVER TARULIS ________
Approved by me, as Mayor of the United City of Yorkville, Kendall County, Illinois, this
________ day of ____________________, 2015.
______________________________
MAYOR
LEASE AGREEMENT
THIS LEASE AGREEMENT enteredintoasofthis rO+-l day of Gt-kbO'(2006 byandbetweenthe
UNITED CITYOF YORKVILLE ("Landlord")andPrimeDirectiveQuickLink,Inc,("Tenant")locatedat
P,O.Box157,"NorthAurora,Illinois60542
BACKGROUND
A Landlordistheownerinfeesimpleofaparcel of landlocatedintheUNITEDCITYOFYORKVILLE,
KendallCounty,IllinoislegallydescribedontheattachedExhibits"A"(the"Premises"),onwhichmunicipal
watertowers(the"WaterTower")are located,TheWaterTowersarelocatedonthePremisesat4600NBridge
St,610TowerLane,3299LehmanCrossing,2224Tremont,andRt.71,generallywest of theoftheWildwood
subdivisions (seeExhibit "A"forfulllegaldescription).
Eo Tenantdesirestoleasespaceonthetop of theWaterTowerdescribedbelowforthe installation and
operationofcertainAntennafacilities,whichmayincludeAntenna,connecting cablesand appurtenances
(collectively,"AntennaFacilities")foruseinconnectionwithits communications business.
C.Accordingly,thepartiesareenteringintothisLeaseonthetermsandconditionssetforth below,
AGREEMENT In consideration oftheirmutualcovenants,thepartiesagreeasfollows:
I Leased Premises.LandlordleasestoTenantandTenantleasesfromLandlordaportion of thePremises,
consisting ofspaceontheground(the"Land")foraBaseStationandonthetop("Dome")oftheWaterTower,
fortheTenant'sAntennaFacilities,TenantintendstolocateitsAntennaFacilitiesasdescribedmorefullyonthe
attachedExhibit"B"..Tenantmaynotaddadditionalequipmentand/orAntennafacilitiesfromthatshownon
Exhibit"B"withoutthepriorwrittenapprovaloftheLandlord,exceptthatuponLandlord'spriorwritten
consentwhichshallnotunreasonablybewithheld,conditioned,ordelayed,Tenantshallhavetherightto:(a)
makeadditions,alternationsor improvements toTenant'sequipmenthousedwithintheBaseStation;and(b)
replaceanyorallofitsequipmentinstalledonorabouttheDomewithreplacementequipment of a substantially
similarkind,whichisreinstalledinsubstantiallythesameplaceandposition,andis of substantially thesame
sizeandweightasthereplaced equipment
2 Term.ThisLeasehasbeenexecutedthis _dayof2006 (hereinafter referred toas"The
Execution Dale",butTenantshallimmediatelybeobligatedwithin60daystocommencepayment of
thefull rentalamountduehereunder;andthetermofthisLeaseshallendonmidnightonthelastdayof
themonthinwhichtheforth(4th)arrniversaryoftheExecutionDateoccurs(hereinafterreferredtoas
"TheInitial Term"),TenantmayextendtheLease,onthesameterms,forthree(3)"additionalterms"of
four(4)yearseach,(hereinafter "ExtendedTerms'")automatically,unlessTenantgivesLandlordwritten
noticewithinninety(90)days of theendoftheInitialTermoranyExtendedTermsstatingTenantwill
notextendfurther.
3.Rent.
a.TenantshallpayLandlordasmonthlyrentforthePremisesthe SWl1 of$100.00Dollars("Base
Rent")perwatertowerutilizedbyTenantfortheterm of theLease.Provided,however,thatthe
LandlordinitssoleandabsolutediscretionmayaccepttheservicesdescribedinExhibitG(the
Services)fromtheTenantinlieu of baserent.Ifthelandlorddeterminestoaccepttheservicesthe
TenantshallprovidesuchservicestotheLandlordwithoutanycostorexpensetotheLandlord.The
LandlordmayinitsdiscretionfromtimetotimeinwritingdirecttheTenanttopaybaserentorin
lieu thereofprovide theservices.
b.IfLandlordrequires payment oftheBaseRent,TenantshallpayLandlordalatepaymentcharge
equalto3%of thelatepaymentforanypaymentnotpaidwhendue.Anyamountsnotpaidwhen
dueshallbearinterestuntilpaidattherateofI %permonth.
c.AspermittedinSection4,if anyadditionalAntennaArrayisinstalledbyTenant,beyondtheinitial
AntennaArraydescribedinSection 4a.andillustratedinExhibit"B",Tenantshallpayanadditional
annualfeeof$I 00,00 ONEHUNDREDDollarswhichshallincreaseannuallyunderthesameterms
providedinthisLease (hereinafter referredtoas"AdditionalRent").
d.UponexecutionofthisLeasebyTenant,TenantshallreimburseLandlordforitsreasonablecosts
andexpenses,includinganyengineeringandlegalfeesincurredbyLandlordinconnectionwiththe
negotiationofthisLease,inanamountnottoexceed$500.00.
e.IfthisLeaseisterminatedatatimeotherthanonthelastdayofthemonth,Rentshallbeproratedas
of thedate of termination and,intheevent of terminationforanyreasonotherthan nonpayment of
Rent,allprepaidRentsshallberefundedtotheTenant,exceptasotherwiseprovidedherein.
f.BaseRentandAdditionalRentandallotherconsiderationstobepaidorprovidedbyTenantto
LandlordshallconstituteRentandshallbepaidorprovidedwithoutoffset,exceptas provided in.
SectionI7b,below.
4.Uscof Premises.
a.TenantshallusethePremisesfortheinstallation,operation,andmaintenanceofitsAntennaFacilities
forthetransmission,receptionandoperation of acommunicationssystemandusesincidentaltheretoandforno
otheruses.Landlordmay permit otherstouseotherportionsoftheWaterTower.Tenantmayerectandoperate
one (l)antennafacilitiesandmayexpandtoamaximumoftwo(2)suchantennaarrayspertower,butonly
baseduponTenanthavingprovidedtoLandlord,atTenant'sexpense,acertifiedevaluationindicatingthatthe
additionalantennaarraywillnotinterferewithanyexistingantennaoranyproposedantenna,and the Domecan
structurallysupporttheadditionalantennaarray.
b.Tenantshall,atitsexpense,complywithallpresentandfuturefederal,state,andlocallaws,ordinances,
rulesandregulations(includinglawsandordinances relating tohealth,radiofrequencyemissions,other
radiationandsafety)in connection withtheuse,operation,maintenance,constructionand/orinstallationofthe
antennafacilitiesand/orthePremises.LandlordagreestocooperatereasonablywithTenantinobtaining,at
Tenant'sexpense(includingreimbursementofLandlord'sreasonableattorneyand administrative fees),any
federallicensesandpermitsrequiredfororsubstantiallyrequiredbyTenant'suse of thePremises.
c.(I)TheTenantshallremoveitsAntennaFacilitiesfromthePremisesuponterrnination of theLease.
Suchremovalshallbedoneinaworkmanlikeandcarefulmarmerandwithoutinterferenceordamagetoany
otherequipment,structuresoroperationsonthePremises,includinguseofthePremisesbyLandlordoranyof
Landlord'sassigneesorlessees.If,however,Tenantrequestspermissionnottoremovealloraportion of the
improvements,andLandlordconsentstosuchnon-removal,titletotheaffectedimprovementsshallthereupon
transfertoLandlordandthesamethereaftershallbethesoleandentireproperty of Landlord,andTenantshall
berelievedofitsdutytootherwiseremovesame.
(2)Uponremoval of theimprovements(orportionsthereof)asprovidedaboveinsub-paragraph(Tenant
shallrestoretheaffectedareaofthePremisestothereasonablesatisfactionofLandlordordinarywear
andtear excepted,
(3)AllcostsandexpensesfortheremovalandrestorationtobeperformedbyTenantpursuantto
subparts (1)and(2)aboveshallbebomebytenant,andTenantshallholdLandlordharmlessfromanyportion
thereof
d.TenantagreesthatallinstallationsandconstructionsdescribedinthisLeaseshallbecompletedpromptly
inaneat,workmanlikemanner,consistentwithgoodengineeringpracticesand incompliance withall
applicablecodesandregulations,Allcostsoftheinstallation,including,butnotlimited,thecost of extendingof
Landlord'selectricalservicetoTenant'sequipment,shallbepaidbytheTenant,
e,WhentheTenantdoesanyworkonthePremises,itshall,atitsownexpense,removeanyobstructions
therefromandrestorethePremisestoasgoodaconditionasexistedbeforetheworkwasundertaken,unless
otherwisedirectedby Landlord,
5,Construction Standards Tenantundertakesfullandcompleteresponsibilityatalltimeshereafterforthe
expensesof,andqualityof,constructionandcompliancewithallapplicableFederal,StateandLocallaws,
regulations,andcodes,coderequirementsandregulationsofgovernmentalauthoritieshaving jurisdiction over
theconstructionincludingbutnotlimitedtocompliancewithactsaffectingconstructionofpublicbuildingsand
serviceareasusedbypublicemployees,andTenantagreestoremedyorcorrect aI1Y deficiencieswithsuch
compliance.Theconstructionshallbeprocessedpursuanttopermitandconductedbyauthorizedandlicensed
personnelandshallbeperformedincompliancewithLocalandStaterequirementsforconstructionactivities
uponpublic property,Tenantshallberesponsibleforallpermitcosts.Priortothe issuance oj buildingpermits,
Tenant'scontractorshallobtain,maintainandprovideLandlordwithevidence ojeachofthe insurance
coverage's specifiedinSection 22 ofthisLease,inatleasttheamountssospecified.TheAntennaFacilitiesand
theBaseStationshallbeinstalledonthePremisesinagoodandworkmanlikemannerwithouttheattachment of
anyconstructionliens.LandlordreservestherighttorequireTenanttopainttheAntennaFacilitiesinamarmer
consistentwiththecolor of theWaterTowerortootherwisereasonablyshieldtheAntennaFacilitiesfrom
view
6,Installation of Equipment.
a,Tenantshallhavetheright,atitssolecostandexpense,toinstall,operateandmaintainonthePremises,
inaccordancewithgoodengineeringpracticesandwithallapplicableFCCrulesandregulations,itsAntenna
facilities.
b.Tenant'sinstallationofallsuchAntennaFacilitiesshallbedoneaccordingtoplansapprovedby
Landlord,whichapprovalshallnotbearbitrarilywithheld,conditionedordelayed.Anydamagedonetothe
Land,theWaterTowerortheDomeduringinstallationand/orduringoperationsshallberepairedorreplaced
immediatelyat Tenant's expenseandtoLandlord'sreasonablesatisfaction.Inconnectionwiththeinstallation
andoperationoftheAntennaFacilities,Tenantshallnotmake aI1Y penetrationsoftheDomewithoutLandlord's
priorwrittenconsent,whichshallnotbearbitrarilywithheld,conditionedordelayed.AllDomepenetrations
thatmaybepermittedbyLandlordshallbeundertakenonlyunderthesupervisionofLandlord'sengineeror
otherdesignated agent Tenantshallpayallcostsandexpensesinrelationtomaintainingtheintegrityof
Landlord'sWaterTowerinconnectionwithTenant'sinstallationandoperationsoftheAntennaFacilities
c.TheTenantshallcompletetheinstallation of theAntennaFacilitiesandBaseStationasapprovedbythe
Citywithinninety(90)daysaftertheExecutionDate.TheTenantshallprovideLandlordwithas-builtdrawings
of theAntennaFacilitiesandtheBaseStationinstalledonthePremises,whichshowtheactuallocationofall
equipmentandimprovementswithinthirty(30)daysaftercompletionofconstruction.Saiddrawingsshallbe
accompaniedbya complete anddetailedinventoryofallequipment,personalproperty,andAntennaFacilities.
7.Landlord's Right to UseTenantshallallowLandlord,atnocosttoLandlord,tolocate,placeanduse
Landlord's communications facilities(antennas,transmitters,receivers,andsupportequipment)onanyof
Tenant'smountingbracketsorotherfacilitiesinstalledontheWaterTowerwhicharecapable of
accommodating Landlord'sadditionalantermasorrelatedfacilitieswithoutinterferingwithTenant'sAntenna
facilitiesandwithouteliminatingTenant'srighttoexpanditsAntennaFacilitiesaspermittedinSection 4,
above.TenantshallcooperatewithLandlordinconnectionwithlocatingandplacingLandlord'santennasand
otherfacilitiesonTenant'sAntennaFacilitiesontheWaterTower,atnoexpenseto Tenant.
8.Equipment Upgrade.Tenantmayupdateor replacethe AntennaFacilitiesfromtimetotimewiththeprior
writtenapproval of theLandlord,whichapprovalshallnotbeunreasonablywithheld,conditioned,ordelayed,
providedthatthe replacement facilitiesinstalledontheDomearenotgreaterinnumberorsizethantheexisting
facilities.AnychangeintheirlocationontheWaterTowershallbeapprovedinwritingbyLandlord,which
approvalshallnotbeunreasonablywithheld,conditionedordelayed.If theupgradeinvolvesadditional
equipmentinstalledontheDome,orachangeinlocationontheWater Towel.TenantshallsubmittoLandlord
adetailedproposalforanysuchreplacementfacilitiesandanysupplemental materialsasmaybe requested,for
Landlord'sevaluationand approval
9.Maintenance.
a.Tenantshall,atitsownexpense,maintainitsBaseStationandAntennaFacilitiesattachedtotheDome
inasafecondition,ingoodrepairandinamannersuitabletoLandlordsoasnottoconflictwiththeuseofor
otherleasingoftheWaterTowerbyLandlordandsoasnottointerferewiththeuseoftheDome,theWater
Tower,relatedfacilitiesorotherequipment of othertenants.
b.Tenantshallhavesoleresponsibilityforthemaintenance,repair,andsecurity of itsequipment,personal
property,AntennaFacilities,andleasehold improvements,andshallkeepthesameingoodrepairandcondition
duringtheLeaseterm.
c.TenantshallkeepthePremisesfree of debrisandanythingofadangerous,noxiousoroffensivenature
orwhichwouldcreateahazardorunduevibration,heat,noiseorinterference.
d.IntheeventtheLandlordoranyothertenantundertakespainting,construction orotheralterationsonthe
WaterTower,TenantshalltakereasonablemeasuresatTenant'scosttocoverTenant'sequipment,personal
propertyorAntennaFacilitiesandprotectsuchfrompaintanddebrisfalloutwhichmayoccurduringthe
painting,constructionoralterationprocess.
eo If theLandlorddeterminesthatitisnecessaryandadvisabletoraisetheheight of theWaterTowerfor
municipalpurposes,theLandlordshallgivetheTenantninety(90)dayswrittennoticepriortotheExecutionof
theconstructiontoraisetheWaterTowerand,theLandlordshallcoordinatetheraisingoftheWaterTowerto
allowtheTenanttoprotect,modifyand/ormoveitsAntennaFacilitiesasrequiredbytheraisingoftheWater
Tower.TheLandlordshallnotbeliableorresponsiblefor thecoststothe Tenantfortheprotection,
modification,and/ormovingoftheantennaandAntermaFacilities.
100 Premises Access.
a.TenantshallhaveaccesstothePremisesand the WaterTowerbymeansreasonablydesignatedby
Landlord,subjecttonoticerequirementstoLandlordinl Ob,below
b.TenantshallhaveaccesstotheBaseStationatalltimeswithoutnoticetotheLandlord.Tenantshall
haveaccessto theWater Toweronlyupon twenty-four (24)hournoticetothePublicWorksDirector,exceptin
emergencies,inwhich case noticeshallbegivenassoonaspracticabletothePublicWorksDirectorand/orthe
localPolice Department TheLandlordshallhavetherighttohaveitsPublicWorksDirector,or designee,to
accompany TenantwheneverTenantaccessestheWaterTower.
II.Co-Location.TheTenantunderstandsthattheTenantmaybe co-locating ontheWaterTowerwithother
telecommunications providers.
12.Utilities.TenantshallpaytheestimatedcostofelectricityusedbyTenantatthePremisestoLandlord
monthlyinadvanceaspaymentinadditiontotheBase Rent Initially,Tenant's estimatedcostofelectricity
shallbeonehundredandtwentysix($126)peryearpayableinequalmonthlyinstallments often dollarsand
fiftycents($10.50)eachtogetherwiththepaymentof Rent TheTenantshallbeallowedtoutilizethe
Landlord's existing110voltoutletsforelectricalserviceonconditionthatthe Tenant's useof 311 existingoutlet
doesnotinterferewiththe Landlord's use of such outlet TheTenantfurtherexpresslyacknowledgesthatthe
Landlorddoesnotguaranteeuninterruptedelectricalservice,andLandlordshallnotberesponsibleforelectrical
outagesor intenuptions inelectricalserviceusedbythe Tenant
13.License Fees.Tenantshallpay,astheybecomedueandpayable,allfees,charges,taxesandexpenses
requiredforlicensesand/orpermitsrequiredfororoccasionedbyTenant'suseofthepremises.
14 Testing:Approvals:Compliance withLaws ..
a.Tenant'suseofthePremisesiscontingentuponitsobtainingall certificates,permits,zoning,andother
approvalsthatmayberequiredbyanyfederal,stateorlocalauthorityincludingtheLandlord.Tenantshall
erect,maintainandoperateitsAntennaFacilitiesinaccordancewithsitestandards,statutes,ordinances,rules
andregulationsnowineffectorthatmaybeissuedhereafterbytheFederal Communications Commission or
anyothergoverningbodies,
b.TenantmayconductsuchtestsandinvestigationsontheWaterTowerandthePremisesasitdeems
necessaryinordertodetermineiftheDomeandthePremisesaresuitableforTenant's use.
IS.Interference.
a.Tenant'sinstallation,operation,andmaintenanceofitsAntennaFacilitiesshallnotdamageorinterfere
in 311Y waywithLandlord'soperationsorrelatedrepairandmaintenanceactivitiesorwithsuchactivitiesof
otherexistingtenants.TenantagreestoceaseallsuchactionswhichmateriallyinterferewithLandlord'suseof
theWaterTowerimmediatelyuponactualnotice of suchinterference,providedhowever,insuchcase,Tenant
shallhavetherighttoterminatetheLeasewithoutfurtherliability,exceptforpayments of amountsdueatthe
timetheLeaseisterminated.Landlord,atalltimesduringthisLease,reservestherighttotake 311Y actionit
deemsnecessary,uponwrittennotice,initssolediscretion,torepair,maintain,alterorimprovethePremisesin
connectionwithitsoperationsasmaybenecessary,includingleasingparts of theWaterTowertoothers
providedthatsuchactivitiesandadditionaltenantsshallnotdisturborinterferewith Tenant's rights hereunder
andTenant'sabilitytooperateitsAntennaFacilitiesatalltimes,exceptthatTenantshallreasonablycooperate
with 311Y otherpriororsubsequentTenantsasrequired.
b.Before approving the placement of Antenna Facilities,Tenant shall provide to Landlord,at Tenant's
expense,an interference study indicating whether Tenant's intended usewill interfere with any existing
communications facilities onthe Water Tower andan engineering study indicating whether the Dome isableto
structurally support the Tenant's Antenna Facilities without prejudice tothe Landlord's primary use of the Water
Tower.
c Landlord doesnot guarantee to Tenant subsequent noninterference with Tenant's communications
operations,provided,however,thatinthe event any other party except a govemmental unit,office or agency of
the UNITED CITY OF YORKVILLE requests alease and/or permission toplaceanytype of additional
Antenna or transmission facility ontheWater Towers the procedures of Subsection d,below,shall govern to
determine whether such Antenna or transmission facility will interfere with Tenant's transmission operations,
d.If Landlord receives any such request,Landlord shall submit or cause tobe submitted,a proposal
complete with all technical specifications reasonably requested by Tenant to Tenant for review for
noninterference;however,Landlord shall notbe required to provideTenant withany specifications or
information reasonably claimed tobe of a proprietary nature bythethird party ingood faith"The third party
shall be responsible forthe reasonable cost of preparing the technical specifications forits proposed
transmission facility,Tenant shall have thirty(30)days following receipt of said proposal to make any
objections thereto,and failure to make any objection within said thirty (30)day period shallbe deemed consent
by Tenant tothe installation ofthe antenna or transmission facilities pursuant tosaid proposal.If Tenant gives
notice of objection dueto interference during such thirty (30)day period and Tenant's objections are verified by
Landlord tobe valid,then Landlord shallnot proceed with such proposal unless Landlord modifies the proposal
ina manner determined to Tenant's reasonable satisfaction,to substantially reduce the interference,In that case,
Landlord may proceed with the proposal.A governmental unit with jurisdiction of the UNITED CITY OF
YORKVILLE maybe allowed toplace Antenna or other communications facilities onthe Water Tower
regardless of potential or actual interference with Tenant's use,provided however,if Tenant's useofthe
Premises is materially affected,Tenant may terminate theLease.
e.Tenant's useofthe Land and operation of its Antenna Facilities shallnot interfere withtheuseand
operation of othercommunication facilities onthe Water Tower which pre-existed Tenant's Antenna Facilities.
If Tenant's Antenna Facilities cause interference with preexisting Antenna Facilities,Tenant shall take all
measures reasonably necessary to correct and eliminate the interference,If the interference cannot be eliminated
ina reasonable time,Tenant shall immediately cease operating its facility untilthe interference has been
eliminated,If the interference cannot be eliminated within ninety (90)days,Landlord may terminate this Lease.
Inall cases,the most recent Tenant Antenna Facilities shallbe responsible for curing any interference caused by
the installation and/or operation ofits antenna orother telecommunication devices onthe Water Tower,
16 Default and Remedies.Inthe event of a default thatisnot timely cured,Landlord may terminate this Lease
upon written notice tothe Tenant and/or exercise any other right itmay have under this Lease orby operation of
law.
a.Itshallbea default if Tenant defaults inthe payment or provision of Rent orany other sums
or services to Landlord when due,and does not cure such default within thirty (30)days after
written notice to Landlord;orif Tenant defaults inthe performance of any other covenant or
condition of this Lease anddoesnotcure such other default within thirty (30)days after
written notice from Landlord specifying the default complained of (provided that Tenant
should be entitled toa reasonable extended period of time inthe event Tenant hasin good
faith commenced and continues totakeall necessary action to cure the default butis unable
todoso within thirty(30)days,provided Tenant continues topaythe current Rent)or
provide services when due);orif Tenant abandons or vacates the Premises;orif Tenant is
adjudicated as bankrupt ormakesany assignment for the benefit of creditors;orifTenant
becomes insolvent
b Inthe event of adefault,Landlord shallhavetheright,atitsoption,in addition toandnot
exclusive of anyother remedyLandlord mayhaveby operation of law,without anyfurther
demand or notice,to re-enter the Premises andejectall persons there from,and either (i)
declare thisLeaseatanend,in which event Tenant shall immediately remove the Antenna
Facilities (and proceed assetforthin paragraph 4(c»andpay Landlord asumof money
equaltothetotal of (A)the amount of the unpaid rent accrued through thedate of
termination;(B)any other amount necessary to compensate Landlord forall detriment
proximately causedby Tenant's failure to perform its obligations.
c.No re-entry andtakingof possession of the Premises by Landlord shallbe construed asan
election on Landlord's partto terminate thisLease,regardless of the extent of renovations
and alterations madeby Landlord,unless a written notice of such intention is given to Tenant
byLandlord.Notwithstanding any reletting without termination,Landlord mayatany time
thereafter elect to terminate thisLease for such previous breach.
d.Ifsuitshallbe brought by Landlord for recovery of possession of the Premises,forthe
recovery ofanyrentorany other amount due under the provisions ofthisLease,or because
ofthe breach of anyother covenant,the Tenant shallpaytothe Landlord all expenses
incurred therefore,including reasonable attorney fees.
17.Cure of Default.
a.Inthe event of any default of thisLeaseby Tenant,the Landlord mayatanytime,after written notice,
curethe default forthe account of andatthe expense of the Tenant,If Landlord is compelled to payor
electstopayanysumofmoneyortodoanyact which will require the payment of anysum of money or
is compelled toincurany expense,including reasonable attorney feesin instituting,prosecuting or
defending any action to enforce the Landlord's rightsunderthis Agreement,the sums sopaidby
Landlord,withall interest,costsanddarnagesshallbe deemed tobe Additional Rentandshallbedue
fromtheT enant to Landlord onthefirstday of themonth following the incurring of the respective
expenses.
b.Inthe event of any default of thisLeaseby Landlord,Tenantmayatanytime,after notice,curethe
default forthe account of andatthe expense of Landlord,If Tenant is compelled to payor electstopay
anysum of money ortodoanyactwhichwill require the payment ofanysum of money oris compelled
toincurany expense,including reasonableattorney feesin instituting,prosecuting or defending any
action to enforce Tenant's rightsunderthis Agreement,thesumssopaidby Tenant,withall interest,
costsand damages maybe deducted or offset by Tenant against theBaseRent payable onthefirstday of
the month or months following the incurring of the respective expenses,
18 Optional Termination
In addition to the termination rightssetforth 111 other provisions of this Agreement,this Lease maybe
terminated upon written notice:
(a)by Tenant pursuant to Section 2 of thisLease,if Tenant isunableto obtain or maintain any license,
permit or other governmental approvalnecessary forthe construction and/or operation of the intended Antenna
Facilities or Tenants'business priortothe Execution Datewithnofurther liability except as specified inSection
2 of thisLease;or
(b)by Tenant if,dueto uncorrectable interference in teehnology which renders the Premises nolonger
usableor necessary in Tenant's business,andupon presentation of documented proof tothe Landlord thereof,
subject tothe liquidated damages specified in Section 19 below.
(c)by Landlord if;it determines,initssole discretion andforanyreason,to discontinue lise of and to
dismantle the Water Tower,provided,that Tenant atits option shallbe permitted to eontinue its occupancy and
use of the Premises untilnotlessthanthirty(30)days prior tothe scheduled demolition date of theWater
Tower,unlessthe Tenant's continued use of the Premises wouldcreatea compelling health,safetyor welfare
Issue;or
(d)by Landlord if,it determines thatthe Dome/Water Tower is structurally unsound duetotheage of the
structure,damage or destruction ofallorpartoftheWaterTowerfromanysource,or other faetorsrelatingto
thesafe eondition of theDome and/or Water Tower,or compelling health,safetyor welfare reasons,provided
thatthereareno alternative solutions,buttorequiretheremoval of the Antenna Facilities;or
(e)by either party,if Tenantlosesitslicensetoprovide wireless servieeforanyreason,including,butnot
limited to,non-renewal,expiration,or cancellation of itslicense,provided that termination by Tenant pursuant
tothis subsection shallbe subject to liquidated damages as specified inSection19 below.
19.Termination.Notice of termination pursuant toSection18shallbegivenin writing by certified mail,
return receipt requested,andshallbe effective uponreceipt of such notice.All rentals paid fortheLeaseofthe
Premises priortosaid termination dateshallbe retained by Landlord.Upon termination,thisLeaseshall
become nullandvoidandthe parties shallhavenofurther obligations toeachother,except forthatanyclaim
for indemnity or defense which occurs priorto termination shallsurviveasshall Tenant obligations to
reimbursement andreuse of the tower.
20.Alteration,Damage or Destruction.IftheWaterTowerorany portion thereof isaltered,destroyed or
damaged soasto materially hinder effective use of the Antenna Faeilities through nofaultor negligence of
Tenant,Tenant mayelectto terminate thisLeaseupon providing thirty(30)days'noticetoLandlord,Insuch
event,Tenant shall promptly removethe Antenna Faeilities fromthe Premises andshallrestorethe Premises to
thesame eondition as existed priortothisLease,reasonable wearand tear.ThisLease(andTenant's obligation
topayrent)shall terminate uponTenant's fulfillment ofthe obligations setforthinthe preceding sentence,at
which termination Tenant shallbe entitled tothe reimbursement of ally Rent prepaid byTenant.Landlord shall
haveno obligation torepairany damage toany portion of the Premises
2 I.,Condemnation,Intheeventthe Premises ale taken by eminent domain,thisLeaseshall terminate as of the
datetitletothe Premises vestsinthe eondemning authority.Ineventa portion ofthe Premises istakenby
eminent domain,such that Tenant's Antenna Facilities mayno longer be supported and operated.TenantshaJl
havetherightto terminate thisLeaseas of saiddate of title transfer,bygiving thirty (30)days written noticeto
theLandlord.Inthe event of ally taking underthe power of eminent domain,Tenant shallnotbe entitled toany
portion of theawardpaidforthetaking (except assetforthbelow)andthe Landlord shall receive full amount of
such award.Tenantshallhereby expressly waiveanyrightor claim toany portion thereof basedonthefee of
the Premises,Tenant shallhavetherighttoclaimand reeover fromthe condemning authority,butnotfrom
Landlord,such compensation asmaybe separately awardedor recoverable by Tenant on account of the
diminution invalue of Tenant's leasehold estateor ally andall damage to Tenant's business andanycostsor
expenses incurred by Tenant in moving/removing its equipment,personal property,Antenna Facilities,and
leasehold improvements,
22.Indemnitv andInsurance ..
a.Disclaimer ofLiabilitv:Landlordshallnotatanytimebeliableforinjuryordamage occurring toany
personorpropertyarisingoutof Tenant's construction,maintenance,repair,use,operation,condition or
dismantling of thePremisesor Tenant's Antenna Facilities,unlesscausedbythenegligentandintentionalacts
or omissions ofLandlordoritsagentsoremployees,
b.Tenant's Indemnification.UnlesscausedbythenegligentorintentionalactsoromissionsofLandlord
oritsagentsoremployees,Tenantshall,atitssolecostandexpense,indemnifyandholdharmlessLandlordand
all associated,affiliated,alliedand subsidiary entitiesofLandlord,nowexistingor hereinafter created,andtheir
respective officers,boards,commissions,employees,agents,attorneys,andcontractors(hereinafterreferredto
as"Indernnitees"),fromandagainst
i.Anyandallliability,obligation,damages,penalties,claims,liens,costs,charges,lossesand
expenses(including,without limitation,reasonablefeesandexpenses of attorneys,expertwitnessesand
consultants),whichmaybeimposedupon,incurredbyorbeassertedagainsttheIndemniteesbyreason
of anyactoromission of Tenant,itspersonnel,employees,agents,contractorsor subcontractors,
resultinginpersonalinjury,bodilyinjury,sickness,diseaseordeathtoanypersonordamageto,lossof
or destruction of tangibleorintangibleproperty,libel,slander,invasionofprivacyand unauthorized use
ofanytrademark,tradename,copyright,patent,servicemarkorartyotherrightofanyperson,firmor
corporation.,whichmayariseout of orbeinanyway connected withtheconstruction,installation,
operation,maintenance,useor condition of thePremisesorTenant'sAntennaFacilitiesortheTenant's
failuretocomplywithanyfederal,stateorlocalstatute,ordinanceorregulation.
ii,Anyandallliabilities,obligations,damages,penalties,claims,liens,costs,charges,lossesand
expenses(including,without limitation,reasonablefeesand expenses of attorneys,expertwitnessesand
otherconsultants),whichareimposedupon,incurredbyorassertedagainsttheIndemniteesbyreasonof
anyclaimorlienarisingoutofwork,labor,materialsorsupplies provided orsuppliedtoTenant,its
contractorsor subcontractors,fortheinstallation,construction,operation,maintenanceoruseofthe
premisesorTenant'sAntennaFacilities,and,uponthewrittenrequest of Landlord,Tenantshallcause
suchclaimorliencovering Landlord's propertytobedischargedorbondedwithinthirty(30)days
followingsuchrequest,
iii.Anyandallliability,obligation,damages,penalties,claims,liens,costs,charges,lossesand
expenses(including,withoutlimitation,reasonablefeesandexpensesofattorneys,expertwitnessesand
consultants),whichmaybeimposedupon,incurredbyorbeassertedagainstthe Indemnitees byreason
of anyfinancingorsecurities offering byTenantoritsaffiliatesfor violations ofthecommonlaworany
laws,statntes,orregulationsoftheStateofIllinoisorUnitedStates,includingthoseoftheFederal
SecuritiesandExchange Commission,whetherbyTenantor otherwise
iv.Tenant'sobligationtoindemnifyIndemniteesunderthisLeaseshallextendtoclaims,losses,
andothermatterscovered hereunder thatarecontributedtobythenegligenceofoneormore
Indemnitees.
c.Assumption of Risk.Tenantundertakesandassumesforitsofficers,agents,affiliates,contractors and
subcontractors andemployees (collectively "Tenant"forthepurposeofthissection),allriskofinherent
dangerous conditions,ifany,onoraboutthePremises.
d.Defenseof Indemnities.Intheeventanyactionor proceeding shallbebroughtagainsttheIndemnities
byreason of anymatterforwhichthe Indemnities areindemnifiedhereunder,Tenantshall,uponnoticefrom
any of theIndemnities,atTenant'ssolecostandexpense,resistanddefendthesamewithlegalcounselselected
byTenant;providedhowever,thatTenantshallnotadmitliabilityinanysuchmatteron behalf ofthe
Indemnities withoutthewrittenconsent of Landlordand provided further that Indemnitiesshallnotadmit
liability for,norenterintoany compromise or settlement of,anyclaimforwhichtheyareindemnified
hereunder,withoutthepriorwrittenconsentofTenant.
e.Notice.Cooperation and Expenses.LandlordshallgiveTenantpromptnoticeofthemakingofanyclaim
ortheExecution of anyaction,suitorother proceeding coveredbytheprovisionsofthisparagraph.Nothing
hereinshallbedeemedtopreventLandlordfrom cooperating withTenantand participating inthedefenseof
anylitigationby Landlord's OW1l counsel.Tenantshallpayall expenses incurredbyLandlordinresponsetoany
suchactions,suitsor proceedings ..Theseexpensesshallincludeall out-of-pocket expensessuchasreasonable
attorneyfeesandshallalsoincludethereasonablevalueof arlY servicesrenderedbytheLandlord'sattorney,
andtheactualexpenses of Landlord's agents,employees orexpertwitnesses,and disbursements andliabilities
assumedbyLandlordin connection withsuchsuits,actionsor proceedings butshallnotincludeattorneys'fees
forservicesthatare unnecessarily duplicativeofservicesprovidedLandlordbyTenant.If Tenantrequests
LandlordtoassistitinsuchdefensethenTenantshallpayallexpensesincurredbyLandlordinresponse
thereto,including defending itself withregardtoanysuchactions,suitsorproceedings.Theseexpensesshall
includeall out-of-pocket expenses suchasreasonableattorneyfeesandshallalsoincludethecostsofany
servicesrenderedbythe Landlord's attorney,andtheactual expenses ofLandlord'sagents,employees orexpert
witnesses,and disbursements andliabilitiesassumedbyLandlordinconnectionwithsuchsuits,actionsor
proceedings,
f Insurance.Duringtheterm of theLease,Tenantshall(unlessoptionalassetforthbelow)maintain,orcause
tobemaintained,infullforceandeffectandatitssolecostandexpense,thefollowingtypesandlimits of
insurance:
i.Worker's compensation insurancemeeting applicable statutory requirements andemployer's
liabilityinsurancewith minimum $100,000foreachaccident.
ii.Comprehensive commercialgeneralliabilityinsurancewith nummum limits of
$1,000,000,witha$2,000,000minimumumbrellaasthecombinedsinglelimitforeachoccurrenceof
bodilyinjury,personalinjuryandpropertydamage.Thepolicyshallprovideblanketcontractualliability
insurance for allwrittencontracts,andshallincludecoverageforproductsandcompletedoperations
liability,independent contractor's liability,coverageforpropertydamagefromperilsofexplosion,
collapseordamageto underground utilities,commonlyknownasXCUcoverage
Ill,Automobile liabilityinsurancecoveringallowned,hired,and non-owned vehiclesinlise
by Tenant,its employees andagents,withpersonal protection insuranceandproperty protection
insuranceto comply withtheprovisions of statelawwithminimumlimitsof$100,000asthe
combinedsinglelimit occurrence forbodilyinjury,and property damage;
iv Atthestart of andduringtheperiod of anyconstruction,buildersallriskinsurance,
togetherwithan installation floateror equivalent propertycoverage covering cables,materials,
machineryandsuppliesofanynature whatsoever whicharetobeusedinorincidentaltotheinstallation
of theAntennaFacilities.Uponcompletion of the installation of the AntennaFacilities,Tenantshall
substitutefortheforegoinginsurancewith policies of fire,extendedcoverageandvandalismand
malicious mischief insuranceontheAntennaFacilities.Theamount of insuranceatalltimesshallbe
representativeoftheinsurablevaluesinstalledor constructed.
v,AtTenant'soption,Business interruption insurancecoverageinanamountsufficientto
coversuchlossofrevenues,fortheperiodoftimewhichitwouldtake,undernormalcircumstances,to
repairorreplacethatpartes)of the AntennaFacilitieswhichisdamagedandcausedthelossofrevenue,
vi.AllpoliciesotherthanthoseforWorker'sCompensationshallbewrittenonan
occurrenceandnotonaclaimsmadebasis.
vii.Thecoverageamountssetforthabovemaybemetbya combination of underlyingand
umbrellapoliciessolongasin combination thelimitsequalorexceedthosestated.
h.Named Insured's.Allpolicies,exceptforbusinessinterruptionandworker's compensation policies,shall
specificallynameLandlord,includinggenerallyallassociated,affiliated,alliedandsubsidiaryentities of
Landlord,nowexistingorhereaftercreated,andtheirrespectiveofficers,boards,commissions,employees,
agentsandcontractors,astheirrespectiveinterestsmayappearasadditional insured's (hereinreferredtoasthe
"Additional Insured's").EachpolicywhichistobeendorsedtoaddAdditional Insured's hereunder,shall
contain cross-liability wording,asfollows,
"Intheeventofaclaimbeingmade hereunder byoneinsuredforwhichanotherisormaybe
liable,thenthispolicyshallcoversuchinsuredagainstwhomaclaimisormaybemadeinthesame
mannerasifseparatepolicies had beenissuedtoeachinsuredhereunder."
i,Evidence of Insurance.Certificates of insuranceforeachinsurancepolicyrequiredtobeobtainedbyTenant
in compliance withthisparagraph,alongwithwrittenevidence of paymentofrequired premiums shall be filed
andmaintainedwithLandlordannuallyduringtheterm of theLease.TenantshallimmediatelyadviseLandlord
ofanyclaimorlitigationthatmayresultinliabilitytoLandlord.
j"Cancellation of Policies of Insurance.Allinsurancepoliciesmaintainedpursuant tothisLease shall contain
thefollowingendorsement:
"At leastthirty (30)dayspriorwrittennoticeshallbegiventoLandlordby the insurerofany
intentionnottorenewsuchpolicyortocancel,replaceormateriallyaltersame,suchnoticetobegiven
byregisteredmailtothepartiesnamedinthisparagraphof the Lease."
k.Insurance Companies.Allinsuranceshallbeeffectedundervalidandenforceablepolicies,insuredby
insurerslicensedtodobusinessbytheState of IllinoisorsurpluslinecarriersontheStateofIllinoisInsurance
Commissioner's approvedlist of companiesqualifiedtodobusinessintheStateofIllinois.Allinsurance
carriersandsurpluslinecarriersshallberatedA-orbetterby AM.BestCompany,orthehighestavailable
rating.
I.Deductibles,Allinsurancepoliciesmaybewrittenwithdeductibles,nottoexceed$500unlessapprovedin
advancebyLandlord,TenantagreestoindemnifyandsaveharmlessLandlord,the Indemnities andAdditional
Insured's fromandagainstthepaymentofanydeductibleandfromthepaymentofanypremiumonany
insurancepolicyrequiredtobefurnishedbythisLease,
m.Contractor.Tenantshallrequirethateachand everyone ofitscontractorsandtheirsubcontractorswho
performworkonthePremisestocarry,infullforceandeffect,workers'compensation,comprehensive public
liabilityandautomobileliabilityinsurance coverage's ofthetypewhichTenantisrequiredtoobtainunderthe
termsofthisparagraphwithappropriatelimitsofinsurance.TheLandlordshallalsobenamedasanadditional
insuredonsuchpolicies.
n.Review of Limits.At Landlord's option,nomorethantwice during eachterm of thisLease,the parties shall
mutually andingoodfaithreviewthe insurance coverage's tobe carried by Tenant IfLandlord determines that
higher limits of coverage are necessary to protect the interests of Landlord orthe Additional Insureds,Tenant
shallbeso notified,andthe parties shall mutually agreeuponthe additional limits of insurance tobe provided at
the Tenant's solecostand expense ..Ifthe parties areunabletoreachan agreement onthe modification of the
limits of theinsurance,the parties shall mutually agreeuponapersoninthe insurance industry withinthirty
(30)daysfromthewritten request of either party to determine whatare the standard limitsfor insurance ofthe
type specified in substantially similar circumstances.
Hazardous Substance Indemnification.Tenant represents and warrants thatitsuse of the Premises herein
willnotgenerateany hazardous substance,anditwillnotstoreor dispose onthe premises nor transport to
oroverthe Premises any hazardous substance.Landlord represents thatithasno knowledge of the
existence ofany hazardoussubstance on,in,orunderthe Premises.Tenant further agrees tohold Landlord
harmless fromand indemnify Landlord against anyrelease of anysuch hazardous substance caused by
Tenant orits employees or agents andany damage,loss,or expense or liability resulting frothsuchrelease
including all attorneys'fees,costsand penalties incurredasa result thereof
24.
26.
27
28
Landlord agreestoholdthe Tenant harmless fromand indemnify anddefendthe Tenant Indemnitees
against anyrelease of hazardoussubstances andanydamage,loss,liability or expense including butnot
limited to reasonable attorney's fees,incurred asaresultthereof,except tothe extent causedby the negligent
or intentional actsor omissions of Tenant orits employees oragents.n Hazardous substance"shallbe
interpreted broadly tomeanany substance ormaterialdefinedor designated as hazardous ortoxicwaste,
hazardous ortoxicmaterial,hazardous ortoxicor radioactive substance,or other similar termbyany
federal,stateorlocal environmental law,regulation orrule presently in effect or promulgated inthefuture,
assuchlaws,regulations orrulesmaybe amended fromtimetotime;anditshallbe interpreted toinclude,
butnotbelimitedto,any substance whichafterreleaseintothe environment willormay reasonably be
anticipated tocause sickness,deathordisease.
Holding Over.Any holding over afterthe expiration ofthetermhereof,withthe consent of the Landlord,
shallbe construed tobea tenancy frommonthto month atoneand one-half (1,5)times theBaseRentherein
specified (proratedona monthly basis)andshall otherwise beforthetermandonthe conditions herein
specified,so far as applicable.
Subordination toMortgage.Any mortgage nowor subsequently placed uponany property of whichthe
Premises ale apartshallbe deemed tobepriorintimeand senior totherights of the Tenant underthis
Lease-Tenant shall subordinate all of its interest intheleaseholdestate created bythisLeasetothelienof
anysuchmortgage.Tenant shall,at Landlord's request,executeany additional documents necessary to
indicate this subordination,provided thatsuch documents contain reasonable non-disturbance provisions.
Acceptance ofPremises.Landlord represents thattheWater Tower andthe Premises arein compliance
withall applicable federal,stateandlocal building,environmental and other applicable statutes,laws,
regulations,codesandorders,By taking possession of the Premises,Tenant acceptsthe Premises inthe
condition existing asofthe Execution Date,Except assetforthinthis Section,Landlord makesno
representation orwarrantywith respect tothe condition of the Premises and Landlord shallnotbeliablefor
any latent orpatent defect inthe Premises.
EstoppelCertificate.Tenant shall,atanytimeandfromtimetotimeuponnotlessthanten(14)daysprior
request byLandlord,deliver to Landlord a statement inwriting certifying that(a)theLeaseis unmodified
andinfullforce(orif there havebeen modifications,thattheLeaseisinfull force as modified andidentify
the modifications),(b)the datestowhichrentandotherchargeshavebeenpaid;(c)sofarastheperson
makingthe certificate knows,Landlordisnotindefaultunderany provisions of theLease(orifa default
exists,specifyingthenature ofthe default);and(d)suchothermattersasLandlordmay reasonably request
29,Notices,Allnotices,requests,demands,andother communications hereundershallbeinwritingaridshall
bedeemedgivenif personally delivered ormailed,certified mail,returnreceiptrequested;tothe following
addresses:
If toLandlord,to:City Administrator Withacopyto:
UNITEDCITYOF YORKVILLE
800GameFarmRoad
Yorkville,IL60560
If toTenant,to:
30,Assignment
PDQLink,Inc
PO Box157
North Aurora,IL60542
Withacopyto:
a,TenantmaynotassignthisLeaseorsubletthePremises without thepriorwritten consent of Landlordatany
time,exceptto anaffiliate or successor of interest,butsuch assignment orsubleaseshallbe effective asto
Landlord untilwritten consent thereof is provided from Landlord,
b.Nothing inthisLeaseshall preclude Landlordfromleasingotherspacefor communications equipment toany
personorentitywhichmaybein competition withTenant,oranyother party,
31 Successors and Assigns,This Leaseshallbe binding uponandinuretothe benefit of theparties,their
respective successors,personal representatives and assigns,
32,Non-Waiver.Failure of Landlordtoinsistonstrict performance of any of the conditions,covenants,terms
or provisions of this Agreement ortoexerciseany of itsrights hereunder shallnotwaivesuchrights,but
Landlordshallhavetherightstoenforcesuchrightsatanytimeandtakesuchactionasmightbelawfulor
authorized hereunder,either inlawor equity,Thereceipt of anysumpaidbyTenantto Landlord afterabreach
ofthisAgreementshallnotbedeemedawaiverofsuch breach unless expressly setforthinwriting.
a,Tenantshallpayallrealandpersonalpropertytaxes(or payments inlieu of taxes)and assessments for
the Antenna Facilities,if any,whichbecomedueandpayableduringtheterm of thisLease improvements on
theLeasedPremises,or Tenant's leasehold interestintheLeased Premises.Allsuch payments shallbemade,
andevidenceofallsuch payments shallbe provided Landlord,atleastten (l0)dayspriortothe delinquency
date ofthe payment Tenantshallpayalltaxesonitspersonal property onthe Premises,
b.Tenantshall indenmify Landlordfrom ally andallliability,obligation,damages,penalties,claims,liens,
costs,charges,lossesand expenses (including,without limitation,reasonable feesand expenses of attorneys,
expertwitnessesand consultants),whichmaybeimposedupon,incurred byor be asserted against Tenant in
relationtothetaxesowedorassessedonthePremises,
c.Ifthemethods of taxation ineffectatthe Execution Date of theLeasearealteredsothatinlieuoforasa
substituteforanyportion of thepropertytaxesandspecial assessments now imposed on property there
is imposed ataxuponor against the rentals payable by Tenant to Landlord,Tenant shallpaythose
amounts inthesame manner as provided forthe payment ofrealand personal property taxes"
34.Cooperation ..
a.Landlord agrees to cooperate withTenantinany efforts by Tenant tosecureany governmental permits
necessary tousethe Leased Premises as contemplated inthisLease,andto join inany application orother
document reasonably requested byTenant within ten(10)days of Tenant's written request
b.Each party shall provide tothe other partya telephone number which willbe answered bya
representative of suchparty twenty-four (24)hoursadayforuseonlyinthe event of an emergency.Eachparty
agreestonotifytheotherpartyifthereisa change inthe emergency telephone number.
35.Entire Understanding I NoOral Modification.All prior understandings and agreements between the
parties are merged intothisLease,andthisLeasemaynotbe modified orally orinany manner other thanbyan
agreementin writing signed bybothparties.
36.Miscellaneous Documentation.
a.Landlord agreestofurnishTenant with certified copy of Landlord's resolutions authorizing execution of
thisLease.
b.Tenant represents thatitisnot delinquent inany taxes as contemplated by Section 11-42.1-1ofthe
Illinois Municipal Code.
37.Lease Memorandum.Simultaneous withthe execution ofthisLease,the parties have executed a
Memorandum of Lease.Tenant mayrecordthe Memorandum oj Lease-If Tenant's survey requires a correction
tothelegal description rider attached tothe Memorandum of Lease,the parties shall execute an Addendum to
Lease Agreement
38.Miscellaneous.
a.Landlord and Tenant represent thateach,respectively,hasfullright,power,and authority to execute this
Lease.
b.ThisLeaseshallbe construed in accordance with thelaws of theStateof Illinois.
c.If any term of thisLeaseis fOW1d tobevoidor invalid,such invalidity shallnot affect the remaining
terms of thisLease,which shall continue infull force and effect
d.The parties shall execute andTenantshallrecorda memorandum of thisLease which shall contain the
initialterm,Tenant's renewal options andsuchotherbasic provisions as Tenant may reasonably request
ThisLeasewasexecutedas of thedatefirstsetforth above,
LANDLORD:
UNITEDCITYOFYORKVILLE
By:
Its MayorB<F-7<'-~~
.l~CIM "
TENANT:BY~~-
Title:Chief TechnicalOfficer,PDQLink
ExhibitA-Legal Description of WaterTowers
ExhibitB-SitePlanand Equipment!Antenna Facilities
ExhibitC-{Intentionallyleftblankdueto consolidation of exhibits}
ExhibitD-Services provided inlieu of baserent
ExhibitE-{Intentionallyleftblankdueto consolidation of exhibits}
Exhibit F-{Intentionallyleftblankdueto consolidation of exhibits}
ExhibitG-Services provided inlieu of industryrentalrates
Exhibit A-Legal Descriptions
Legal Description -3299 Lehman Crossing
Lot .3013 of the Grande Reserve Subdivision,being a subdivision of part of Sections 11and14
Township 37 North,Range 7east of the Third Principal Meridian,all in Kendall County,Illinois,
Legal Description -2224 Tremont
Lot216 of Raintree Village Subdivision,being part of the Southwest Quarter of Section .3 and
part of the South Half of Section 4andpart of the Northwest Quarter of Section 10andpart of
Section 9,allin Township .36 North,Range 7Eastofthe Third Principal Meridian,inthe United
City of Yorkville,Kendall County,Illinois.
LegalDescription-4600NBridgeStreet
THATPART OFTHE SOUTHWEST QUARTER OF SECTION 4,TOWNSHIP 37 NORTH,RANGE
7 EAST OF THE THIRD PRINCIPAL MERIDIAN,DESCRIBED ASFOLLOWS:COMMENCING
AT THE SOUTHWEST CORNER OFSAID SECTION 4;THENCE NORTH 87 DEGREES 58
MINUTES 26 SECONDS EAST (assumed)ALONGTHE SOUTH LINEOFSAID SOUTHWEST
QUARTER OF SECTION 4,828.23 FEETTOTHE EASTERLY RIGHT OFWAY LINE OF
ILLINOIS ROUTE 47;THENCE NORTHERLY ALONGSAID EASTERLY RIGHT OF WAY LINE
BEING A CURVE TO THE LEFTWITHRADIUSOF 169142 FEETAND CHORD BEARING
NORTH 12 DEGREES 50 MINUTES 21 SECONDS EAST,ANARC DISTANCE OF 76659 FEET
TOA POINT OFTANGENCY;THENCE NORTH 00 DEGREES 08 MINUTES 41 SECONDS WEST,
ALONGSAID RIGHT OFWAYLINE,919.88 FEETTO THE SOUTHERLY LINEOF PROPERTY
DESCRIBED IN BOOK 152,PAGE 392;THENCE NORTH 87 DEGREES 54 MINUTES 21
SECONDS EAST,ALONG SAID SOUTHERLY LINE,672.35 FEETTOAPOINT 94520 FEET
WESTERLY OF (measured alongsaid southerly line)THE EAST LINEOFSAID SOUTHWEST
QUARTER,FOR THE POINTOF BEGINNING;THENCE SOUTH 01 DEGREE 58 MINUTES 29
SECONDS EAST,320.03 FEET;THENCE SOUTH 87 DEGREES 54 MINUTES 21 SECONDS
WEST,PARALLEL WITHSAID SOUTHERLY LINE,28437 FEET;THENCE NORTH 01 DEGREE
58 MINUTES 29 SECONDS WEST,32003 FEETTOSAID SOUTHERLY LINE;THENCE NORTH
87 DEGREES 54 MINUTES 21 SECONDS EAST,ALONGSAID SOUTHERLY LINE,2843 7 FEET
TO THE POINT OF BEGINNING,IN BRISTOL TOWNSHIP,KENDALL COUNTY,ILLINOIS
Doc:49907l1
Legal Description Southsidewatertower,generallv west oftheWildwoodSubdivision
4-o
all interestinthe following described real estate,to-wit:
That part of theSouthwest Quarter of Section 4,TO\illShip 36North,Range 7
EastoftheThird Principal Meridian,described by commencing at the
Northwest cornerof said Section 4;thenceSouth89°40'05"West along
theNorth line ofthe Northeast Quarter of Section 5,655.52 feet to
the tangent center line of Illinois State Route No.47extended from the
South;thence South 01°44'0711 East along said tangent center line and
said tangent center line extended 3,511.16 feet;thence North 89°29'4011
East,548.60 feet;thenceSouth 04'21'07"East,345.0 feet for the point
of beginning;thenceNorth 04'21'07"West,345.0 feet;thence North 03'
40'49"East,122.14 feet;thenceSouth 82'00'49"East,30.08 feet;
thence South 03'40'49"West,117.78 feet;thenceSouth 04'21'07"
East,349.10 feet toa line drawn South 82'39'20"Eastfromthe point
of beginning;thence South 82°39'20 11 East,229.36 feet;thence South 07°20'40"
West,145.0 feet;thence South 76°44'21'1 West,227,96 feet toa line drawn
South 04°21'07"East from the point of beginning;thence North
04°21'07"West,230.0 feet to the point of beginning,in KendallTownship,
Kendall CnuntY.Illinois.
Legal Description -610 Tower Lane
Generally located north of the intersection of Tower LaneandWest Somonauk Street,addressed
as610 Tower Lane,
Exhibit B -Site Plan and Equipment/Antenna Faeilities
PoleMounting Bracket
Cablesfromtop of dome
tobottomofbelL
AP Cluster for Customer
Access
As
Required
Per
Tower
As
Required
Per
Tower
1 Cluster
per
Tower
Sectorized Omni Antenna
forWi-Fi Access
1Per
Tower
Router andWiFiRadio1Per
Tower
Sample Router
...
r:15111:2 .:.2IX)n:,.'\"8a'lj
E:-ernet :::crd
S'tl1ct"c;.nCJs
TiE1 ------
41::.)(t Cards ---,;---;--.-.:..::......--tr--.
Thefollowing equipment isforplanningpurposesonly"Other equipment maybeusedinlieuofthe
belowitemsas necessary to overcome interferenceofotherrelatedissues ..
UnitedCiofYorkville
MITWirelessEdge
Antenna
(Backhaul)
RedlineAN50eRadio
1Each
Location
1Each
Location
•"tit·'.'.'.,.IIVLJ't.-t
•
RemoteEquipmentRack1Each
Location
Exhibit C-{Intentionally left blanli dueto consolidation ofexhibits}
Exhibit D -Servicesinlieu of BaseRent
L Servicesinlieu of BaseRcnt
aInconsiderationandexchangeforservicesinlieu of BaseRentforTenantsWaterTower
AntennaFacilities,TenantwillprovideBroadbandInternetServicestotheLandlordin6
separatelocationsdesignatedbytheLandlord,atnoexpensetotheLandlord.
b.Tenantisnotresponsibleforanyinternal "networking"issuesassociatedwith providing such
BroadbandInternetServicestotheLandlord.Anyandall "networking"equipmentin
providing suchBroadbandInternetServicestotheLandlordwillbeatthesoleexpense ofthe
Landlord.
c.TenantwillalsoprovideatLandlordssolediscretion,WebHostingServices for Official
GovernmentalAgency,andatnoexpensetotheLandlord.
d.TenantwillprovidetoLandlord,unlimitedemailaccountsinassociationwithhostingthe
OfficialGovermnentalAgencywebsite.
Exhibit E-{Intentionally left blank dueto consolidation ofexhibits)
Exhibit F-{Intentionally left blank dueto consolidation ofexhibits}
EXHIBIT G-Services
1.Asa stipulatation of paragraph .3a of thisLease,Tenant willprovidethefollowingservicesinlieu of National
WirelessInternetServiceProviders industry rentalrates:.
a.AtnocosttotheLandlord,TenantshallprovidefreeWi-Fiinternetaccesstoasmanycityparksas
feasiblypossiblewithoutcausingundue hardship ontheTenant.
b.AtnocosttotheLandlord,Tenantshall provide freeWi-Fiinternetaccesstothecityownedfacility
knownasthe Beecher Center asfeasiblypossible without causingunduehardshipontheTenant.
c.AtnocosttotheLandlord,Tenant shallprovidea minimum ofoneinternet accessible camera per
watertowerforpublicaccessviewingasfeasiblypossiblewithoutcausingunduehardshipontheTenant.
d.AtnocosttotheLandlord,TenantshallassistthecityITmanagerwithmattersregardingthe City's
planneduse of wirelessdevices.
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Minutes #1
Tracking Number
Minutes of the Regular City Council – August 11, 2015
City Council – September 8, 2015
Majority
Approval
Approval of Minutes
Beth Warren City Clerk
Name Department
MINUTES OF THE REGULAR MEETING OF THE CITY COUNCIL
OF THE UNITED CITY OF YORKVILLE, KENDALL COUNTY, ILLINOIS,
HELD IN THE CITY COUNCIL CHAMBERS,
800 GAME FARM ROAD ON
TUESDAY, AUGUST 11, 2015
Mayor Golinski called the meeting to order at 7:00 p.m. and led the Council in the Pledge of Allegiance.
ROLL CALL
City Clerk Warren called the roll.
Ward I Koch Absent
Colosimo Present
Ward II Milschewski Present
Kot Present
Ward III Frieders Present
Funkhouser Present
Ward IV Tarulis Present
Teeling Present
Also present: City Clerk Warren, Attorney Binninger, City Administrator Olson, Deputy Chief of Police
Klingel, Public Works Director Dhuse, Finance Director Fredrickson, EEI Engineer Sanderson,
Community Development Director Barksdale-Noble, Director of Parks and Recreation Evans
QUORUM
A quorum was established.
AMENDMENTS TO THE AGENDA
None.
PRESENTATIONS
None.
PUBLIC HEARINGS
1. PC 2015-13 Hari Development Yorkville, LLC, petitioner, has filed an application with the United
City of Yorkville, Kendall County, Illinois, requesting to amend an existing annexation agreement
for the Fountainview Development to remove the land use requirements of a bank and office on
the property described therein an exhibit previously approved as part of the original agreement.
The real property is generally located at the northeast corner of Fountainview Drive and S. Bridge
Street (IL Route 47) in Yorkville, Illinois.
Please, see attached report of proceedings by the Court Reporter for the public hearing.
CITIZEN COMMENTS ON AGENDA ITEMS
Lynn Dubajic gave an update on the Push for the Path. She stated that currently the fund for Push for the
Path is $176,756.28, which is over half way to the goal of $350.000. She also stated that there would be a
golf outing and dinner on September 26, 2015, at the Blackberry Oaks Golf Course.
CONSENT AGENDA
None.
MINUTES FOR APPROVAL
None.
BILLS FOR PAYMENT
Mayor Golinski stated that the bills were $619,639.55.
REPORTS
MAYOR’S REPORT
Collective Bargaining Agreement between the FOP Patrol Officers and the City
(CC 2015-60)
Mayor Golinski entertained a motion to approve the collective bargaining agreement between the City
and the Illinois Fraternal Order of Police Labor Council/Yorkville Patrolman Unit with the revised section
12.2 that was presented to City Council at meeting and authorize the Mayor, City Clerk, and Chief of
Police to execute. So moved by Alderman Funkhouser; seconded by Alderman Tarulis.
Motion approved by a roll call vote. Ayes-7 Nays-0
Colosimo-aye, Funkhouser-aye, Milschewski-aye,
Teeling-aye, Kot-aye, Frieders-aye, Tarulis-aye
DRAFT
The Minutes of the Regular Meeting of the City Council – August 11, 2015 – Page 2 of 3
Tandem Axle Dump Truck Request for Proposals
(CC 2015-61)
Mayor Golinski entertained a motion to authorize staff to issue a request for proposals for a new tandem
axle dump truck with snow plow and brine spreading equipment. So moved by Alderman Frieders;
seconded by Alderman Milschewski.
Alderman Colosimo and Public Works Director Dhuse discussed the price of the dump truck with the
trade-ins. Alderman Frieders and Public Works Director Dhuse discussed the choice of a dump truck
made of aluminum over steel.
Motion approved by a roll call vote. Ayes-7 Nays-0
Funkhouser-aye, Milschewski-aye, Teeling-aye,
Kot-aye, Frieders-aye, Tarulis-aye, Colosimo-aye
Bids for Storage Shed
(CC 2015-62)
Mayor Golinski entertained a motion to reject all bids received for the Public Works storage shed. So
moved by Alderman Colosimo; seconded by Alderman Milschewski.
Alderman Frieders asked if not having the new storage shed impacts where the new dump truck would be
stored. Public Works Director Dhuse stated that the proposed storage shed is strictly for salt. The new
dump truck would be parked within a current Public Works structure.
Motion approved by a roll call vote. Ayes-7 Nays-0
Milschewski-aye, Teeling-aye, Kot-aye, Frieders-aye,
Tarulis-aye, Colosimo-aye, Funkhouser-aye
PUBLIC WORKS COMMITTEE REPORT
Ordinance 2015-43 Authorizing the Subordination of Surface Rights for Public Road
Purpose (Route 71 and Van Emmon)
(PW 2015-42)
Alderman Funkhouser made a motion to approve an ordinance authorizing the subordination of surface
rights for public road purposes (Route 71 and Van Emmon) and authorize the Mayor and City Clerk to
execute; seconded by Alderman Milschewski.
Motion approved by a roll call vote. Ayes-7 Nays-0
Teeling-aye, Kot-aye, Frieders-aye, Tarulis-aye,
Colosimo-aye, Funkhouser-aye, Milschewski-aye
Blackberry Woods Cash Deposit Call
(PW 2015-44)
Alderman Funkhouser made a motion to authorize staff to call the cash deposit in the amount of $174,016
for work to be completed in the Blackberry Woods Subdivision; seconded by Alderman Frieders.
City Administrator Olson recommends this item being tabled for two weeks, after discussions with the
developer's attorney. Alderman Colosimo and City Administrator Olson discussed the fact that the
developer has had a previous delay. The developer has been in contact with the City asking for more time
to clarify a number of issues. Alderman Funkhouser feels the City should call the bond if the developer
continues with repeated delays.
Alderman Frieders made a motion to table Blackberry Woods cash deposit call for two weeks; seconded
by Alderman Kot.
Motion approved by a roll call vote. Ayes-7 Nays-0
Kot-aye, Frieders-aye, Tarulis-aye, Colosimo-aye,
Funkhouser-aye, Milschewski-aye, Teeling-aye
ECONOMIC DEVELOPMENT COMMITTEE REPORT
No report.
PUBLIC SAFETY COMMITTEE REPORT
No report.
ADMINISTRATION COMMITTEE REPORT
No report.
PARK BOARD
No report.
The Minutes of the Regular Meeting of the City Council – August 11, 2015 – Page 3 of 3
PLAN COMMISSION
No report.
ZONING BOARD OF APPEALS
No report.
CITY COUNCIL REPORT
No report.
CITY CLERK’S REPORT
No report.
COMMUNITY & LIAISON REPORT
YBSD Meeting
Alderman Milschewski attended her first YBSD meeting and reported on the items discussed.
School Board Meeting
Alderman Funkhouser reported on the School Board Meeting. City Administrator Olson added to the
discussion.
Whispering Meadows Pot Holes
Alderman Frieders stated the pot holes in the Whispering Meadows Subdivision desperately need to be
addressed.
STAFF REPORT
No report.
ADDITIONAL BUSINESS
None.
EXECUTIVE SESSION
None.
CITIZEN COMMENTS
None.
ADJOURNMENT
Mayor Golinski stated meeting adjourned.
Meeting adjourned at 7:25 p.m.
Minutes submitted by:
Beth Warren,
City Clerk, City of Yorkville, Illinois
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Minutes #2
Tracking Number
Minutes of the Regular City Council – August 25, 2015
City Council – September 8, 2015
Majority
Approval
Approval of Minutes
Beth Warren City Clerk
Name Department
MINUTES OF THE REGULAR MEETING OF THE CITY COUNCIL
OF THE UNITED CITY OF YORKVILLE, KENDALL COUNTY, ILLINOIS,
HELD IN THE CITY COUNCIL CHAMBERS,
800 GAME FARM ROAD ON
TUESDAY, AUGUST 25, 2015
Mayor Golinski called the meeting to order at 7:00 p.m. and led the Council in the Pledge of Allegiance.
ROLL CALL
City Clerk Warren called the roll.
Ward I Koch Present
Colosimo Present
Ward II Milschewski Present
Kot Present
Ward III Frieders Present
Funkhouser Present
Ward IV Tarulis Present
Teeling Present
Also present: City Clerk Warren, Attorney Binninger, City Administrator Olson, Police Chief Hart,
Deputy Chief of Police Klingel, Public Works Director Dhuse, Finance Director Fredrickson, EEI
Engineer Sanderson, Community Development Director Barksdale-Noble, Director of Parks and
Recreation Evans
QUORUM
A quorum was established.
AMENDMENTS TO THE AGENDA
Alderman Funkhouser requested that Item #3 on the Consent Agenda, resolution approving early
acceptance of certain improvements of the Prestwick/Ashley Pointe Subdivision, (PW 2015-43), be
moved to the regular agenda under Public Works Committee.
Amendment approved unanimously by a viva voce vote.
PRESENTATIONS
Aurora Area Convention & Visitors Bureau Update
AACVB Director, Cort Carlson, gave the Council background on his qualifications and past work
experience. He gave a brief history about the inception and purpose of the AACVB. Mr. Carlson provided
a packet showing the economic impact figures related to the AACVB. He discussed the many benefits of
the AACVB. Alderman Frieders asked if the AACVB visits the area hotels. Mr. Carlson stated either he
or his staff visit each hotel.
CMAP Shared Services Study
Louise Yeung defined the purpose of the study for shared services among Oswego, Montgomery, and
Yorkville. The focus of the study is to increase the efficiency of municipal services, identify a process for
sharing municipal services, and improve public relations among the cities. Louise Yeung mentioned
examples of cooperation among other cities to aid in maximizing its efforts in the past. She gave a project
timeline including the process and the study recommendations as well as a review of the effectiveness of
the study. The next step is to present to the Council for approval to work with the other two communities.
She stated that one of the key components to this study is the empowerment of each municipalities staff to
communicate better ways to serve the community. Mayor Golinski, Alderman Frieders, City
Administrator Olson, and Alderman Colosimo contributed to the discussions by citing examples for
possible beneficial relationships among the cities.
PUBLIC HEARINGS
None.
CITIZEN COMMENTS ON AGENDA ITEMS
None.
CONSENT AGENDA
1. Well No. 8 Rehabilitation – Professional Services Agreement – Design and Construction
Engineering - authorize the Mayor and City Clerk to execute (PW 2015-46)
2. Resolution 2015-16 Declining City of Yorkville Funding and Maintenance Participation of
Bicycle Accommodations along Illinois Route 47 (Bridge Street), Between Caton Farm Road and
Illinois Route 71 in Yorkville – authorize the Mayor and City Clerk to execute (PW 2015-47)
DRAFT
The Minutes of the Regular Meeting of the City Council – August 25, 2015 – Page 2 of 4
3. 2015 Sanitary Sewer Lining – Change Order No. 1 – authorize the Mayor to execute (PW 2015-
27)
4. Monthly Treasurer’s Report for July 2015 ADM (2015-40)
Mayor Golinski entertained a motion to approve the consent agenda as amended. So moved by Alderman
Kot; seconded by Alderman Milschewski.
Motion approved by a roll call vote. Ayes-8 Nays-0
Colosimo-aye, Milschewski-aye, Tarulis-aye, Frieders-aye,
Funkhouser-aye, Koch-aye, Teeling-aye, Kot-aye
MINUTES FOR APPROVAL
1. Minutes of the Regular City Council – July 28, 2015
Mayor Golinski entertained a motion to approve the minutes of the regular City Council meeting of July
28, 2015, as presented. So moved by Alderman Milschewski; seconded by Alderman Funkhouser.
Minutes approved unanimously by a viva voce vote.
BILLS FOR PAYMENT
Mayor Golinski stated that the bills were $902,820.04.
REPORTS
MAYOR’S REPORT
Appointment of Freedom of Information Officer – Nicole Kathman
(CC-2015-63)
Mayor Golinski entertained a motion to approve the Mayor's appointment of Nicole Kathman as a
Freedom of Information Officer. So moved by Alderman Tarulis; seconded by Alderman Teeling.
Motion approved by a roll call vote. Ayes-8 Nays-0
Koch-aye, Kot-aye, Frieders-aye, Tarulis-aye,
Colosimo-aye, Funkhouser-aye, Milschewski-aye, Teeling-aye
PUBLIC WORKS COMMITTEE REPORT
Blackberry Woods Cash Deposit Call
(PW 2015-44 )
Alderman Funkhouser made a motion to table Blackberry Woods cash deposit call to October 13, 2015,
City Council meeting; seconded by Alderman Milschewski.
Motion approved by a roll call vote. Ayes-8 Nays-0
Kot-aye, Frieders-aye, Tarulis-aye, Colosimo-aye,
Funkhouser-aye, Milschewski-aye, Teeling-aye, Koch-aye
Resolution 2015-17 Approving Early Acceptance of Certain Improvements of the
Prestwick/Ashley Pointe Subdivision
(PW 2015-43)
Alderman Funkhouser made a motion to approve a resolution approving early acceptance of certain
improvements of the Prestwick/Ashley Pointe Subdivision and authorize the Mayor and City Clerk to
execute; seconded by Alderman Milschewski.
Alderman Funkhouser made a motion to amend the language in section three to read that the City council
agrees to accept those improvements in accordance with the subdivision control ordinance; seconded by
Alderman Milschewski.
Alderman Frieders asked if this motion would repeal the specific section of the ordinance and have the
whole ordinance be referenced. Alderman Funkhouser stated section three stays the same with the
addition of the new language at the end. Mayor Golinski questioned why the ordinance can't be left as
written. Alderman Funkhouser said this would affirm that the City Council was going to accept the roads.
Alderman Colosimo feels the wording in the ordinance is sufficient. City Administrator Olson believes
the intent of the ordinance remains the same. Mayor Golinski, Alderman Milschewski, Alderman
Colosimo, Alderman Funkhouser, and Alderman Teeling offered their insight into the proposed
amendment to the City ordinance.
Mayor Golinski said roll call on the amendment.
Motion approved by a roll call vote. Ayes-5 Nays-3
Funkhouser-aye, Milschewski-aye, Teeling-aye, Koch-aye,
Kot-aye, Frieders-nay, Tarulis-nay, Colosimo-nay
The Minutes of the Regular Meeting of the City Council – August 25, 2015 – Page 3 of 4
Mayor Golinski called for a roll call on the original amended motion.
Motion approved by a roll call vote. Ayes-8 Nays-0
Colosimo-aye, Funkhouser-aye, Milschewski-aye, Teeling-aye,
Koch-aye, Kot-aye, Frieders-aye, Tarulis-aye
ECONOMIC DEVELOPMENT COMMITTEE REPORT
No report.
PUBLIC SAFETY COMMITTEE REPORT
No report.
ADMINISTRATION COMMITTEE REPORT
No report.
PARK BOARD
No report.
PLAN COMMISSION
County Case 15-13 (1211 Game Farm Road) – 1.5 Mile Review
(PC 2015-14)
Mayor Golinski entertained a motion to notify Kendall County that the City is in support of a thirty-three
(33) foot setback from the Game Farm Road new right-of-way. So moved by Alderman Kot; seconded by
Alderman Koch.
Alderman Colosimo questioned the increase from 30 feet to 33 feet. Community Development Director
Barksdale-Noble gave the reasoning behind the increase for the setback.
Motion approved by a roll call vote. Ayes-8 Nays-0
Frieders-aye Tarulis-aye, Colosimo-aye, Funkhouser-aye,
Milschewski-aye, Teeling-aye, Koch-aye, Kot-aye
ZONING BOARD OF APPEALS
Ordinance 2015-44 Granting a Lot Coverage Variance for a Public Storage
Facilities/MiniWarehouse Storage (Lot 19 of Unit 3 Yorkville
Business Center Subdivision)
(ZBA 2015-03)
Mayor Golinski entertained a motion to approve an ordinance granting a lot coverage variance for a
public storage facilities/miniwarehouse storage lot 19 of Unit 3 Yorkville Business Center and authorize
the Mayor and City Clerk to execute. So moved by Alderman Colosimo; seconded by Alderman Frieders.
Motion approved by a roll call vote. Ayes-8 Nays-0
Tarulis-aye, Colosimo-aye, Funkhouser-aye, Milschewski-aye,
Teeling-aye, Koch-aye, Kot-aye, Frieders-aye
CITY COUNCIL REPORT
No report.
CITY CLERK’S REPORT
No report.
COMMUNITY & LIAISON REPORT
No report.
STAFF REPORT
No report.
ADDITIONAL BUSINESS
None.
EXECUTIVE SESSION
None.
CITIZEN COMMENTS
Jenny Lunn, Countryside, asked for consideration to change the policy to allow golf carts in the
Countryside Subdivision. She discussed the benefits of golf carts for Countryside.
The Minutes of the Regular Meeting of the City Council – August 25, 2015 – Page 4 of 4
Gary Kritzberg, Game Farm Road, discussed the increased setback for the county property on Game Farm
Road and the impact it has on his adjacent property. He is looking for the curb to be cut so he can apply
for a permit to allow for a driveway to give him access to his property. Mayor Golinski referred this issue
to the appropriate City Council Committee.
ADJOURNMENT
Mayor Golinski stated meeting adjourned.
Meeting adjourned at 7:43 p.m.
Minutes submitted by:
Beth Warren,
City Clerk, City of Yorkville, Illinois
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Bills for Payment
Tracking Number
Bills for Payment (Informational): $674,810.49
City Council – September 8, 2015
None – Informational
Amy Simmons Finance
Name Department
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Page 1 of 36
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Page 2 of 36
01
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Page 3 of 36
01
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Page 5 of 36
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M
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R
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Page 7 of 36
01
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Page 8 of 36
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01
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Page 11 of 36
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Page 12 of 36
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AD
M
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12
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Page 13 of 36
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Page 14 of 36
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Page 16 of 36
01
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Page 17 of 36
01
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1
1
0
AD
M
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Page 18 of 36
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Page 19 of 36
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Page 20 of 36
01
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Page 23 of 36
01
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Page 24 of 36
01
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1
1
0
AD
M
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R
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12
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01
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Page 31 of 36
01
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Page 32 of 36
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1
1
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AD
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250,866.10$ Page 35 of 36
ACCOUNTS PAYABLE DATE
City Check Register (Pages 1-29)09/08/2015302,869.46
SUB-TOTAL: $302,869.46
OTHER PAYABLES
Manual Check #520399 - Price BUILD Check (Page 30)08/22/201510,000.00
Manual Check #520401 - James BUILD Check (Page 31)08/28/2015 5,052.40
Manual Check #520400 - Stagl BUILD Check (Page 31)08/28/2015 5,739.20
lkhk dll d ()
UNITED CITY OF YORKVILLE
BILL LIST SUMMARY
Tuesday, September 08, 2015
Clerk's Check #131065 - Kendall County Recorder (Page 32)08/28/2015490.00
Manual Check #520402 - Visu-Sewer of Illinois (Page 33)08/28/2015 86,940.33
Manual Check #520403 - Euclid Beverage (Page 34)09/01/2015 12,853.00
SUB-TOTAL: $121,074.93
Bi - Weekly (Page 35)08/28/2015 250,866.10
SUB-TOTAL: $250,866.10
TOTAL DISBURSEMENTS:$674,810.49
PAYROLL
Pa
g
e
36
of
36
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Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Mayor #1
Tracking Number
CC 2015-64
Proclamation for “Thank a Police Officer Day” and “Paint Illinois Blue”
City Council – September 8, 2015
None
Mayor Gary J. Golinski
Name Department
UNITED CITY OF YORKVILLE
Proclamation
WHEREAS, we rely on law enforcement officers to keep our city safe, to
enforce our laws, and to respond in times of crisis; and
WHEREAS, so far in 2015, eighty-three law enforcement officers have
died in the line of duty; and
WHEREAS, the members of the Yorkville Police Department face the
threat of violence and danger every day and they put their lives on the line
to defend ours; and
WHEREAS, they also serve our community by protecting the innocent
against deception and fraud; and
WHEREAS, in times of crisis, they leave their own families to protect ours;
and
WHEREAS, our community is made safer every time a law enforcement
officer takes a drunk driver off the streets or a child predator is brought to
justice so we must show our gratitude to these officers every day.
NOW, THEREFORE, I, Gary J. Golinski, Mayor of the United City of
Yorkville, do hereby proclaim September 19, 2015 as “Thank a Police
Officer Day” in the United City of Yorkville and do hereby call upon all
citizens to show their pride and appreciation for all of our law enforcement
officers by thanking an officer and also by displaying something blue. I
encourage everyone to help “Paint Illinois Blue” to show our support of
these courageous men and women.
Dated this 8th day of September, 2015, A.D.
_________________________
Gary J. Golinski, Mayor
Have a question or comment about this agenda item?
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Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
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Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
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Community Development
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Parks and Recreation
Agenda Item Number
Mayor #2
Tracking Number
CC 2015-65
Appointment to Park Board – Sash Dumanovic
City Council – September 8, 2015
Majority
Approval
Mayor Gary J. Golinski
Name Department
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Title:
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Engineer
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Human Resources
Community Development
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Parks and Recreation
Agenda Item Number
Mayor #3
Tracking Number
CC 2015-66
CMAP Shared Services Study
City Council – September 8, 2015
Majority
Approval
Bart Olson Administration
Name Department
Resolution No. 2015-______
Page 1
Resolution No. 2015-_____
A RESOLUTION TO ACCEPT A SHARED SERVICES STUDY CREATED WITH
ASSISTANCE FROM CMAP BETWEEN THE VILLAGE OF OSWEGO, VILLAGE OF
MONTGOMERY, AND THE UNITED CITY OF YORKVILLE
WHEREAS, the United City of Yorkville recognizes the value of coordination with
neighboring communities on issues of mutual interest; and
WHEREAS, the United City of Yorkville – along with the Village of Oswego and the
Village of Montgomery – worked together, with technical assistance from the Chicago
Metropolitan Agency for Planning (CMAP), on the Lower Fox River Partnering Initiative Shared
Services Study; and
WHEREAS, the Mayor and City Council of the United City of Yorkville approved
Resolution No. 2014-09 on April 22, 2014 in support of this project;
NOW THEREFORE BE IT RESOLVED, by the Mayor and City Council of the
United City of Yorkville, Kendall County, Illinois, as follows:
Section 1: The Mayor and City Council accept the Lower Fox River Partnering
Initiative Shared Services Study;
Section 2: The Mayor and City Council agree to join the Village of Oswego and the
Village of Montgomery in a partnership known as the Lower Fox River Partnering Initiative to
share programs and services when both feasible and desirable; and
Section 3: The United City of Yorkville believes that the partnership will provide
potential benefits to the efficiency of municipal operations.
Section 4: This resolution shall be in full force and effect from and after its passage
and approval according to law.
Passed by the City Council of the United City of Yorkville, Kendall County, Illinois this
______ day of ____________________, A.D. 2015.
______________________________
CITY CLERK
CARLO COLOSIMO ________ KEN KOCH ________
JACKIE MILSCHEWSKI ________ LARRY KOT ________
CHRIS FUNKHOUSER ________ JOEL FRIEDERS ________
DIANE TEELING ________ SEAVER TARULIS ________
Resolution No. 2015-______
Page 2
Approved by me, as Mayor of the United City of Yorkville, Kendall County, Illinois, this
______ day of ____________________, A.D. 2015.
______________________________
MAYOR
for the Village of Oswego, Village of Montgomery,
and United City of Yorkville
Lower Fox River Partnering Initiative
Shared Services Study
DRAFT DOCUMENT FOR INTERNAL REVIEW ONLY
JULY 30, 2015
Unless otherwise specified, all photos are by CMAP staff.
Funding Acknowledgement
This project was supported through the Chicago Metropolitan Agency
for Planning’s (CMAP) Local Technical Assistance (LTA) program,
which is funded by the Federal Highway Administration (FHWA),
Federal Transit Administration (FTA), U.S. Department of Housing
and Urban Development (HUD), Illinois Department of Transportation
(IDOT), and the Chicago Community Trust. The Metropolitan Mayors
Caucus (MMC) and CMAP would like to thank these funders for their
support for this project.
Acknowledgements
Advisory Committee:
Christina Burns, Assistant Village Administrator, Village of Yorkville
Steve Jones, Former Village Administrator, Village of Oswego
Bart Olson, City Administrator, United City of Yorkville
Jeff Zoephel, Village Administrator, Village of Montgomery
Additional thanks to:
Carrie Hansen, Interim Village Administrator, Village of Oswego
Mark Horton, Finance Director, Village of Oswego
Justin VanVooren, Director of Finance, Village of Montgomery
Krysti Barksdale-Noble,
Community Development Director, United City of Yorkville
Jerad Chipman, Senior Planner, Village of Montgomery
Chris Heinen, Planner, United City of Yorkville
Tom Pahnke, Building and Zoning, Village of Oswego
Richard Young,
Director of Community Development, Village of Montgomery
Rod Zenner, Community Development Director, Village of Oswego
Jeff Burgner, Chief of Police, Village of Oswego
Richard Hart, Chief of Police, United City of Yorkville
Larry Hilt, Deputy Chief, United City of Yorkville
Terry Klingel, Deputy Chief, United City of Yorkville
Dan Meyers, Chief of Police, Village of Montgomery
Armando Sanders, Deputy Chief, Village of Montgomery
Eric Dhuse, Director of Public Works, United City of Yorkville
Jennifer Hughes, Director of Public Works, Village of Oswego
Mike Pubentz, Director of Public Works, Village of Montgomery
Mark Runyon, Assistant Director of Public Works, Village of Oswego
Jerry Weaver, Utility Services Director, Village of Oswego
Table of Contents
Chapter 1: An Introduction to Shared Services 4
Purpose and Scope of the Study 6
Relationship with the GO TO 2040 Regional Comprehensive Plan 6
What is a Shared Service? 7
Chapter 2: The Case for Shared Services 8
Benefits of Shared Services 10
Commitment to Efficient Governance 11
Shared Regional Contexts 12
Chapter 3: Process for Developing the Partnering Initiative 20
Guiding Principles 22
Process Overview 22
Chapter 4: Shared Service Initiative Progress Report and Recommendations 26
Overall Goals for Shared Services 28
Administration and Finance Prioritized Actions 29
Community Development Prioritized Actions 35
Public Safety Prioritized 40
Public Works 44
Chapter 5: Joint Planning Opportunities 48
Invest in a New Technologies 50
Conduct Joint Water Supply and Wastewater Treatment Planning 50
Jointly Implement Bicycle and Pedestrian Trail Network 52
Chapter 6: Sustaining the Initiative 54
Evaluating the Initiative 56
Lessons Learned 59
Chapter 7: Next Steps 64
Engaging Elected Officials 66
Align Shared Service Efforts with other Planning Priorities 67
Connecting with Regional Partners 67
Appendix A: Oswego, Montgomery, and Yorkville Contract Alignment Analysis 68
Appendix B: Case Studies 74
Case Study 1: Municipal Partnering Initiative (MPI) 75
Case Study 2: DuPage MPI 80
Case Study 3: South Suburban Code Enforcement 83
Appendix C: Workshop Materials 86
Goal-Setting and Visioning Workshop List of Services by Department 87
Visioning Workshop Exercise 89
Prioritization Workshop 90
April Roundtable Exchange Group Discussion Worksheet 91
3
Chapter 1
An Introduction to
Shared Services
An Introduction to Shared Services
Local governments play an important role in
maintaining quality of life for communities. From
cleaning out sewer pipes to repaving aging roads,
they perform many critical functions. In order to
ensure the delivery of high quality services to
residents in the face of budget cuts and economic
hardships, local governments are expanding
opportunities for shared service delivery to
improve the efficiency of government operations.
This multijurisdictional project provided technical
assistance to the Village of Oswego, Village
of Montgomery, and United City of Yorkville
to identify opportunities for sharing municipal
services. The Study includes a number of
recommendations for shared service projects
and has already led to the creation of the Lower
Fox River Partnering Initiative that will oversee
long-term cooperation among the communities.
The Study is the result of collaboration between
municipal staff from the communities and the
Chicago Metropolitan Agency for Planning
(CMAP). By exploring shared services, the three
communities are providing strong leadership for
improving efficiency of local governments across
the region.
5An Introduction to Shared Services
This Study documents the communities’ process of establishing the Lower
Fox River Partnering Initiative and provides specific recommendations
for the communities to implement shared services. The Study also
synthesizes best practices for shared services based on the experiences of
other municipal partnerships. The lessons learned from regional examples
should not only inform the efforts of the three communities, but also
provide guidance to other municipalities interested in shared services
across the region.
This Study focuses on sharing opportunities between the three local
governments only, rather than shared services between other levels of
government, such as counties, and other taxing bodies, such as school
districts or park districts.
This Study does not recommend any consolidation of any kind. The
findings of the Study aim to increase the quality and efficiency of
municipal service delivery, and are not intended to lead to municipal or
departmental consolidation, staff layoffs, or reduced quality of service for
the communities’ residents.
CMAP developed and now guides the implementation of GO TO 2040,
metropolitan Chicago’s long-range regional plan. To address anticipated
population growth of more than 2 million new residents, GO TO
2040 establishes coordinated strategies that will help the region’s 284
communities address transportation, housing, economic development,
open space, the environment, and other quality of life issues. The GO TO
2040 plan strives to balance the need for local autonomy and regional
cooperation. It provides principles that municipalities and counties can
apply to decide how and where development should happen or which
infrastructure investments to prioritize in their communities. The
plan recommends supporting local planning through grant programs,
infrastructure investments to implement plans, technical assistance, and
collaboration between municipalities on shared priorities.
The Plan contains four themes and 12 major recommendation areas:
• Livable Communities
• Human Capital
• Efficient Governance
• Regional Mobility
Achieving regional goals for governance efficiency requires significant
innovation and coordination at the local level. GO TO 2040 states that
“one community, or even a single level of government, cannot solve our
most pressing problems alone. Though northeastern Illinois is a large and
diverse region, our communities are interdependent and our leaders will
have to work across geographic borders to create sustainable prosperity.”
Oswego, Montgomery, and Yorkville are addressing GOTO 2040’s
recommendations for increasing the efficiency of local governments by
promoting strategic coordination to efficiently deliver high-quality services
to residents.
Purpose and Scope of the Study
Relationship with the GO TO 2040
Regional Comprehensive Plan
Lower Fox River Partnering Initiative Shared Services Study6
What is a Shared Service?
Intergovernmental cooperation is not a new phenomenon, but it often
occurs informally or on an ad hoc basis. This study provides a framework
by which the three communities can formally share services on an ongoing
basis.
Shared services can take many forms. Shared service initiatives can
be distinguished by the scale of governments involved. Vertical service
sharing is when a higher level of government provides a service to the
units of government below it. Counties, for instance, may provide services
for the municipalities within their boundaries. Horizontal service sharing—
the main focus of this study—occurs across multiple entities at the same
level of government.
There are multiple ways to structure shared services. Shared activities
involve the mutual undertaking of municipal operations or functions.
Examples of shared activities include use agreements to share equipment
or staff and coordinated implementation of a program across multiple
communities, such as a shared gang unit task force.
Joint procurement is when multiple municipalities develop and execute a
single bid to a vendor to provide a service. When communities combine
needs through joint bids, they may be able to achieve an economy of scale
to purchase goods or services at a lower cost than if each of them were
to bid separately. Vendors can include private companies and other local
governments.
Shared service agreements can take the form of contracts, memoranda of
understanding, intergovernmental agreements, policy documents, or even
the formation of a new position or department. Some agreements require
governing body resolutions to pass while others lend themselves to less
formal documented agreements, or can be budgeted and implemented at
the departmental level alongside other non-shared services.
7An Introduction to Shared Services
Chapter 2
The Case for Shared Services
The Case for Shared Services
The motivation for municipalities to share services
can come from a variety of driving forces. In many
places, greater public demand for transparency
in public spending and fiscal constraints have
encouraged local governments to increase the
efficiency of their operations. Some seek shared
agreements to offset costs when assets are
underutilized. Given fiscal uncertainties from
the economic recession and statewide budget
concerns, Oswego, Montgomery, and Yorkville are
using this study to demonstrate commitment to
efficient governance and to explore innovations
in service delivery. The three communities are
particularly well-suited to share services due
to similarities in demographic make-up, growth
patterns, and geographical characteristics. Their
mutual identities as Lower Fox River communities
provide a strong foundation for the Partnering
Initiative.
9The Case for Shared Services
1 Institute for Local Government. “The Importance
of Written Agreements.” http://www.ca-ilg.org/
post/importance-written-agreements.
Maintaining high levels of service in the face of rising
costs can be challenging. Shared services are attractive
for local governments because they can have wide-
ranging benefits, several of which are identified below.
• Save and control costs. Municipalities can
potentially reduce costs of service delivery by
achieving economies of scale when they share
services.
• Increase quality of service delivery. Local
governments may be able to carry out existing
services at a higher level by sharing the costs and
labor of service delivery.
• Expand scope of service delivery. When
municipalities pool their resources, expertise,
equipment, and capacities, they may also be able
to provide more services than what they could do
individually.
• Increase efficiency. Many communities share
common corridors and infrastructure systems, but
their municipal services end at political boundaries.
Governments can increase the efficiency of these
activities when they are carried out jointly across
contiguous areas.
• Formalize arrangements. Individual municipal
staff members may enjoy good relationships with
their counterparts in adjacent municipalities. Many
even have informal arrangements in place to share
services. Formalized shared service initiatives allow
municipalities to clearly define expectations, liability,
financial responsibility, and intent of the partners,
as well as provide clarity when staff changes
occur. Shared service agreements provide written
descriptions of how the service will be implemented
in practice, as well as provisions for dispute
resolution and out-clauses.1
• Improve public relations. Taxpayers want to
know that their tax dollars are being spent wisely
and efficiently. Municipal leaders can demonstrate
commitment to fiscal responsibility by implementing
more efficient governance practices. Municipalities
that share services cite strong public support for
their initiatives.
• Increase regional cooperation. The process for
sharing services requires significant collaboration
among neighboring communities. Over time,
municipalities can use shared services to build
relationships and trust with their neighbors in other
areas of governance and planning.
Benefits of Shared Services
Lower Fox River Partnering Initiative Shared Services Study10
Commitment to Efficient Governance
Oswego, Montgomery, and Yorkville have undertaken several relevant
planning efforts in recent years that identify common goals relating to
governance efficiency. The plans include many recommendations for
improving municipal services and provide impetus for conducting this
Shared Services Study.
• Oswego’s 2012-2017 Strategic Plan, which guides Village operations, calls
for efficient municipal governance and services as a primary goal. This
goal includes eighteen objectives that from adopting fiscally responsible
practices in municipal operations to encouraging innovation and cross-
departmental collaboration. This strategy is particularly important
for enabling staff to think in new ways about service delivery and
cooperation.
• Montgomery’s 2014 Comprehensive Plan calls for the establishment of a
“Joint Services Council” of service provider representatives to improve
cooperation and efficiency of service delivery.
• Yorkville’s 2008 Comprehensive Plan vision statement aims to “creat[e]
systems for routine collaboration among and between organizations that
influence City goals.” Furthermore, one of Yorkville’s land use goals is to
improve cooperation and coordination of planning documents between
Yorkville and “other municipalities, counties, and regional planning
bodies,” setting the stage for collaboration on broader planning efforts in
addition to day-to-day service delivery.
The municipalities also have a long history of working together. For
example, they have boundary agreements in place that allow neighboring
municipalities the right to review proposed developments within a
quarter mile of municipal borders. As another example, the Villages
of Oswego and Montgomery, along with the Oswegoland Park District,
the Oswego Community School District #308, the Oswego Public
Library District, and the Conservation Foundation, completed a Green
Community Vision Plan to guide environmental activities in the area.
The two-year process resulted in an environmental vision statement with
seven priority goals, action steps, and timelines for achieving the shared
vision. Since the plan’s adoption, both municipalities have implemented
several of its recommendations through environmental commissions and
environmentally friendly development strategies.
More recently in 2013, Oswego and Montgomery attempted a joint waste
hauling bid. Ultimately, the communities were not able to agree upon
certain specifications, including the hauling schedule, and decided to
pursue separate bids. The process of collectively building the Lower Fox
River Partnering Initiative through this project allowed the communities
to step back and establish a foundation for collaboration that can support
future shared service efforts.
11The Case for Shared Services
Aurora
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Batavia
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Joliet
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Plainfield
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Figure 2.1: Regional Location
12
The shared characteristics of the three communities make them natural
partners for shared services. Located about 50 miles west of Chicago along
the Fox River, Oswego, Montgomery, and Yorkville have been shaped by
similar geographic and historic contexts.
Oswego, Montgomery, and Yorkville were first settled in the early 1830s
and incorporated in the mid-nineteenth century when the region’s
population expanded west to form what are now Kane and Kendall
Counties. The history of these communities is closely tied to the
development of regional rail and road networks along the Fox River. These
expansions strengthened access for commuters between Aurora and the
Oswego-Montgomery-Yorkville area, and created economic corridors that
form the foundation of the region’s commercial activities today.
Throughout the twentieth century, several companies, including
Caterpillar, Dial, Western Electric, and Wrigley located facilities in the area.
That commercial growth has contributed to rapid population growth and
development. Montgomery now has a population of 18,440, representing a
230% increase from 2000. In the same timeframe, Yorkville grew by 170%
to 16,920 residents. Oswego, the largest of the three with 30,355 residents,
has grown by 130% in the last decade. While rates of population increase
have slowed due to the national economic recession, the municipalities
continue to grow today.
The communities now face the challenge of providing high quality services
to their expanding residential populations. All of the municipalities
strive to maintain tight-knit community identities while accommodating
growth. The communities envision a future in which development does
not outpace quality of service provision to their growing residential
populations. Montgomery’s Comprehensive Plan, for instance, articulates a
vision of keeping a “warm, small-town atmosphere” as it develops through
sustainable growth practices. Similarly, Oswego’s Downtown Framework
Plan vision statement expresses the desire to retain the historic charm of
Main Street while also attracting new development to the neighborhood.
The rapid growth patterns of Oswego, Montgomery, and Yorkville have
also led to irregular municipal boundaries. The communities’ intertwined
borders lend themselves to service coordination, especially for services
that are determined by physical geography. For instance, the communities
can gain efficiencies by collaborating on services like snow removal and
mowing, rather than conducting services strictly within municipal borders.
As suburban communities with significant potential for new development,
Oswego, Montgomery, and Yorkville have an opportunity to coordinate
municipal services and planning to ensure sustainable growth and
development. With cooperation, the communities can better balance the
demands of growth on their public infrastructure, water, land, and other
shared resources.
Shared Regional Contexts
13The Case for Shared Services
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W 127TH ST
W 111TH ST
HA
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ELDAMAINRD
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Source: chicago metropolitan agency for planning, 2014.
County Boundary
Montgomery
Oswego
Yorkville
Other Municipalities
Unincorporated
Forest Preserve
Water
0 21
Miles
I1:100,000
Source: Chicago Metropolitan Agency for Planning, 2014
Figure 2.2 Study Area
14 Document Title Goes Here
DuPage
Will
Du
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Ka
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Kendall
Aurora
Joliet
Montgomery
Oswego
Plainfield
Plano
Sugar Grove
Yorkville
Fox Ri v e r
MorganCreek
Fox River
Wauba n s e e Creek
Rob
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R o b R oyC r eek
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W 111TH ST
AUCUTT RD
HA
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Source: chicago metropolitan agency for planning, 2015.
County Boundary
Municipal Boarders
Unincorporated
0 21
Miles
I 1:100,000
Single Family Residential
Multi-Family Residential
Commercial
Urban Mix with Residential Component
Industrial
Institutional
Open Space
Agricultural
Water
Transportation/Utilities/Communication/Other
Under Construction
Vacant
Existing Land Use (CMAP, 2010)
Source: Chicago Metropolitan Agency for Planning, 2014
Figure 2.3 Existing Land Use
15The Case for Shared Services
2 Village of Oswego 2014-2015 budget,
available at: http://www.oswegoil.org/pdf/
FY15FINALBudgetupdated.pdf.
3 Village of Montgomery 2014-2015 budget,
available at: https://ci.montgomery.il.us/
DocumentCenter/View/1370.
4 United City of Yorkville 2014-2015 budget,
available at: http://www.yorkville.il.us/
documents/FY2015Budget.pdf.
Operationally, the communities share the same fiscal
year, which makes it easy to coordinate budgets for
shared services. The communities do, however, vary
in capacity and resources. Table 2.1 above summarizes
several aspects of municipal operations for each of the
communities. The difference in these budgets is due
to variations in municipal operations. For example,
the United City of Yorkville includes library and parks
operations, while the Village of Montgomery includes
special service areas (SSAs). The staff and financial
resources have implications on each community’s
goals for the services they are interested in sharing
and the most effective ways to deliver those services.
Table 2.1 Municipal Operations
Oswego Montgomery Yorkville
Staff size 112 full-time equivalent
employees (FTE)
56 FTE 74 full-time; 86 part-time (FTE
unknown)
2015 Budget $29,204,0872 $24,319,7523 $30,204,8344
Start of Fiscal Year May 1 May 1 May 1
Home Rule Yes No No
Population (2010)30,355 18,438 16,921
16
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Cemetery
Doud
Cemetery
Lincoln
Memorial
Park
Oswego Prairie
United
Methodist Church
Pearce Cemetery
Willow
Hill
School
Township
of Oswego
Winrock
Park
Long Beach
Elementary
School
Boulder Hill
Elementary
School
Thompson
Junior High
School
Civic
Center ParkViolet
Patch
Park
Fox Bend
Golf Course
Oswego
High
School
Traughber Junior
High
School
Saw Wee
Kee Park
Lynwood
Baptist
Church
Gospel
Assembly
Church
Keck
Memorial
Cemetery
Oswego
Township
Cemetery
Oswego Post Office
Wormley
Cemetery
East View Elementary
School
Marina
Shopping
Center
Oswego
Station
(historical)
Settlers
Landing Mall
Shopping Center
Townes Crossing
Shopping
Center
South Center
Shopping Center
Yorkville
Prairie Nature
Preserve
Christian
Church of Oswegoland
Church of the Good
ShepherdLandmark
Missionary
Baptist Church
Oswego
Presbyterian
Church
Saint
Annes
Church
Calvary
Baptist
Church
Pathway
Community
Church
Saint Luke's
Lutheran
Church
Neighborhood Church
of the Brethren
Valley
Baptist
Church
Little White
School
Museum
Oswego Public Library
Oswego Village Hall
Augusta
Lake Park
Briarcliff Woods Park
Heritage Park
Jaycee Park
Northampton
Park
Stonegate
Park
Susan
John
Park
Boulder
Hill Census
Designated Place
Village of Montgomery
Village
of Oswego
Oswego Fire Protection
District Station 1
Oswego Fire Protection
District Station 3
Oswego
Fire Protection
District Station 2
Source: chicago metropolitan agency for planning, 2015.
1:50,833
County Boundary
Oswego
Other Municipalities
Unincorporated
Open Space
Water
0 10.5
Miles
I
Community Amenities
li Civil
li Fire Station
li School
li Public Library
li Post Office
li Church
li Cemetery
li Shopping Center
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Source: Chicago Metropolitan Agency for Planning, 2014
Figure 2.4: Oswego Municipal Facilities
17The Case for Shared Services
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Yorkville
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Cemetery
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Lincoln
Memorial
Park
Oak Grove
Cemetery
Oswego Prairie
United
Methodist Church
Pearce Cemetery
Riverside
Cemetery
Saint Paul's
Catholic
Cemetery
Willow
Hill
School
Township
of Oswego
Pine
Knoll
Park
Porter
Park
Rose E Krug
Elementary School
Winrock
Park
Long Beach
Elementary
School
Boulder Hill
Elementary
School
Thompson
Junior High
School
Civic Center
Park
Violet
Patch
Park
Fox Bend
Golf Course
Oswego
High
School
Traughber
Junior High
School
Jericho
Lake
Park
Saint
Patrick's
Catholic Cemetery
Saw Wee
Kee Park
Lynwood
Baptist
Church
Gospel
Assembly
Church
Keck
Memorial
Cemetery
Bristol
Grade
School
Bristol
Post
Office
Oswego
Township
Cemetery
Oswego Post
Office
Wormley
Cemetery
Bristol United
Methodist
Church
East View
Elementary
School
Marina
Shopping
Center
Oswego
Station
(historical)
Saint Patrick Catholic
Church
Settlers
Landing
Mall Shopping Center
Townes
Crossing
Shopping Center
Berman
Park
Krug Park
Nicholson
Elementary
School
South Center
Shopping Center
Westwood Park
Yorkville
Prairie Nature
Preserve
Christian
Church of Oswegoland
Church of the Good
ShepherdLandmark
Missionary Baptist
Church
Oswego
Presbyterian
Church
Saint
Annes
Church
New Hope Southern
Missionary Church
Lebanon
Full Gospel Church
Saint Olaf
Evangelical
Lutheran Church
Kingdom Hall
of Jehovah's
Witnesses
Park Place
Baptist
Church
First Church of
the Nazarene
Calvary
Baptist
Church
Pathway Community Church
Faith
Assembly Church
of Montgomery
Saint Luke's
Lutheran
Church
Neighborhood Church
of the Brethren
Valley
Baptist
Church
Montgomery
Park
Pierce
Park
Little
White School
Museum
Oswego Public Library
Oswego Village Hall
Augusta
Lake Park
Briarcliff Woods Park
Heritage
Park
Jaycee Park
Northampton
Park
Stonegate
Park
Susan
John
Park
Boulder
Hill Census
Designated Place
Village of Montgomery
Village
of Oswego
Schaefer
Greenhouses
Ridge
Ambulance
Service
Montgomery and Countryside Fire
Protection District Station 1
Oswego Fire Protection
District Station 1
Bristol - Kendall Fire
Protection District
Station 3
Montgomery and Countryside Fire
Protection District Station 2
Oswego Fire Protection
District Station 3
Oswego Fire
Protection
District Station 2
Aurora Township
Fire Protection
District Station 2
Bristol - Kendall Fire
Protection
District Station 2
Source: chicago metropolitan agency for planning, 2015.
1:50,879
County Boundary
Montgomery
Other Municipalities
Unincorporated
Open Space
Water
0 10.5
Miles
I
Community Amenities
li Civil
li Fire Station
li School
li Public Library
li Post Office
li Church
li Cemetery
li Shopping Center
li Other
Source: Chicago Metropolitan Agency for Planning, 2014
Figure 2.5: Montgomery Municipal Facilities
18
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Kendall
Joliet
Montgomery
OswegoPlano
Sandwich
Yorkville
Fox Ri v e r
F oxRiver
MorganCreek
Ho
l
lenbackCreek
Rob
R
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Creek
R o b Roy Cr ee k
Mid d le A u x S a b le Cree k
BigRockCreek
Bla c k b e r r y C re e k
LittleRockC reek
F o x R i v e r
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Faxon
School
Pavillion
Cemetery
Tukaway
Farm
Cowdrey
Cemetery
Doud
Cemetery
Elmwood Cemetery
Jericho
Cemetery
Oak Grove
Cemetery
Pearce CemeteryTownship
of Bristol
Long Beach
Elementary
SchoolBoulder Hill
Elementary
School
Thompson
Junior High
School
Civic
Center Park
Violet
Patch
Park
Fox
Bend Golf Course
Oswego High School
Traughber
Junior High
School
Harris County
Forest
Preserve
Saint Patrick's Catholic
Cemetery
New Life Assembly Church
Glen D Palmer
State Game Farm Yorkville
High School
Circle Center Middle
School
Saw Wee
Kee Park
Lyon County
Forest
Preserve
Lynwood
Baptist
Church
Gospel
Assembly Church
Keck Memorial Cemetery
Bristol Grade School
Bristol Post Office
Yorkville Post Office
Kendall
County Courthouse
Oswego
Township Cemetery
Oswego
Post
Office
Wormley
Cemetery
Beecher Community
BuildingBible
Baptist
Church
Bristol United
Methodist Church
Countryside
Center Shopping Center
East View
Elementary
School
Fox Industrial Park
Long Grove Woods
Marina
Shopping
Center
Oswego
Station
(historical)
Saint Patrick
Catholic
Church
Saint
Patricks Parish
Center
Waubonsee
College-Yorkville Campus
Yorkville Baptist Church
Yorkville City Park
Yorkville
Congregational
Church
Yorkville Grade School
Yorkville
Public
Library
Yorkville United
Methodist Church
Yorkville
Prairie Nature
Preserve
Christian
Church of Oswegoland
Church of the Good
ShepherdLandmark Missionary
Baptist Church
Oswego
Presbyterian
Church
Saint
Annes
Church
Pathway Community Church
Saint Luke's Lutheran
Church
Neighborhood Church of
the Brethren
Little
White School Museum
Oswego Public Library
Oswego Village Hall
Augusta
Lake Park
Briarcliff
Woods Park
Heritage Park
Northampton
Park
Stonegate
Park
Susan
John Park
Boulder Hill
Census Designated
Place
City of
Yorkville
Village
of Montgomery
Village of Oswego
Rush-Copley
Healthcare Center
Oswego Fire Protection
District Station 1
Bristol -
Kendall Fire Protection
District Station 1
Bristol - Kendall Fire
Protection District
Station 3
Oswego Fire
Protection
District Station 3
Bristol - Kendall
Fire Protection
District Station 2
1:85,185
County Boundary
Yorkville
Other Municipalities
Unincorporated
Open Space
Water
0 10.5
Miles
I
Community AmenitiesliCivilliFire Station
li School
li Public LibraryliPost OfficeliChurch
li Cemetery
li HospitalliShopping CenterliOther
Source: chicago metropolitan agency for planning, 2015.Source: Chicago Metropolitan Agency for Planning, 2014
Figure 2.6: Yorkville Municipal Facilities
19
Chapter 3
Process for Developing the
Partnering Initiative
Process for Developing the
Partnering Initiative
This chapter discusses the process used to
develop the Partnering Initiative and summarizes
the outcomes from each step. The process
outlined below can be used as a template for
future shared service projects with additional
Oswego, Montgomery, or Yorkville staff or for
other municipalities interested in joining the
initiative. Project-specific outcomes are discussed
in Chapter 4.
21Process for Developing the Partnering Initiative
Process Overview
Figure 3.1 Project Timeline
This Study entailed significant research on service delivery and sharing
that informed the design of the process. This background research resulted
in a process for initiating service sharing in the three communities. The
following guiding principles were synthesized from the research:
1. Be flexible. The challenges of shared services vary from community
to community. Efforts to share services require significant flexibility,
especially in initial stages, to be able to accommodate a range of partner
needs and address unexpected legal, logistical, and financial issues that
arise.
2. Establish ownership at all staff levels. Strong leadership from
municipal leaders was identified from the outset as a necessary ingredient
for a sharing Partnering Initiative’s success. In establishing the Partnering
Initiative, the administrators set the direction for other staff by building
a culture of collaboration. At the same time, the process for developing
the Partnering Initiative allowed staff at other levels the autonomy to
develop shared service opportunities that best fit departmental needs. The
administrators’ deference to staff experts on how to share services allowed
them to brainstorm creative solutions that may not have arisen if they had
been given prescriptive instructions from the top.
3. Build upon incremental gains. Past experiences emphasized the
need for municipalities to proceed methodically by fostering relationships
and trust, and by building upon small accomplishments. This Partnering
Initiative starts with easily implementable activities before moving onto
more complicated ones.
4. Be transparent. Shared services require trust among communities that
may compete for economic development, funding, and other resources. In
order for communities to develop good working relationships with their
neighbors, they must create an environment of openness and transparency.
The Partnering Initiative was developed with guidance from other
municipal leaders and technical advisors, as well as robust engagement
with staff from the three communities. The process used to develop the
Shared Services Study entailed conducting background research, seeking
expert guidance, and hosting a series of municipal staff workshops that
helped define the direction of the Partnering Initiative. Figure 3.1 provides
a timeline for this project in 2014-15.
Guiding Principles
Lower Fox River Partnering Initiative Shared Services Study22
5 Resources included: Thurmaier, Kurt; Peters,
Dawn; Rapp, Craig (Eds.), A Handbook of
Alternative Service Delivery for Local Government
(International City/Council Management
Association, 2014). Office of the New York
State Comptroller, Division of Local Government
and School Accountability, Shared Services in
Local Government (2009). Citizens’ Efficiency
Commission for Sangamon County, Exceeding
Expecatations: A New Vision for Greater Local
Government Efficiency and Effectiveness in
Sangamon County (2014). Institute for Local
Government.,“The Importance of Written
Agreements,” Available at: http://www.ca-ilg.org/
post/importance-written-agreements.
6 Detailed case study write-ups of shared services
initiatives can be found in Appendix B.
The Study was led by an Advisory Group comprised
of municipal administrators from each of the three
communities:
Christina Burns, Assistant Village Administrator,
Village of Yorkville
Steve Jones, Former Village Administrator,
Village of Oswego
Bart Olson, City Administrator,
United City of Yorkville
Jeff Zoephel, Village Administrator,
Village of Montgomery
This Advisory Group helped to develop the initial
scope of the project, provided feedback on the process,
and participated in working group discussions to
brainstorm opportunities for shared services. This
group continues to provide leadership over the
ongoing Partnering Initiative in Oswego, Montgomery,
and Yorkville.
To better understand the local service context in this
region, CMAP staff conducted background research
on alternative service delivery practices and shared
service initiatives.5 A literature review of scholarly
articles, guidance documents, and case studies of
previous shared services activities provided the
foundation for how this study was carried out.
The literature review was supplemented by in-depth
interviews with municipal managers, department
heads, and non-profit organizations in this region
that have initiated or participated in previous
service sharing efforts. Interviewees included staff
from the Villages of Burr Ridge, Buffalo Grove, Glen
Ellyn, Glenview, Lincolnshire, and Lombard, as well
as the DuPage Mayors and Managers Association,
Metropolitan Mayors Caucus, and Metropolitan
Planning Council. These interviews provided insight
on the nuts and bolts of shared services, as well as
lessons learned from past experiences.6
CMAP also contracted with HR Green, a firm that
specializes in management and strategic planning
for local governments. HR Green provided invaluable
advice on the process, feedback on the Study, and
assistance in carrying out staff workshops.
Advisory Committee Research and Expert Interviews
23Process for Developing the Partnering Initiative
Because shared services require considerable coordination and buy-in
at the staff level, a number of staff across several departments played a
significant role shaping the Partnering Initiative at every step. In keeping
with background research and the Study’s guiding principles, four
working groups were organized around common service-sharing topics,
each comprised of staff from all three municipalities. The working group
structure was intended to build ownership of service-sharing initiatives
among departmental leadership, and to create a collaborative environment
in which staff from all three communities could identify mutual challenges
and opportunities that they could jointly address.
The initial working groups included department directors and deputy
directors, but have been expanded as necessary depending upon the
service sharing ideas that were discussed. Additionally, municipal
administrators were included in the development of each working group,
primarily in an advisory and managerial capacity. The working groups
were composed of the following staff members from Oswego, Montgomery,
and Yorkville:
Administration and Finance
Christina Burns, Assistant Village Administrator, Village of Yorkville
Carrie Hansen, Interim Village Administrator, Village of Oswego
Mark Horton, Finance Director, Village of Oswego
Steve Jones, Former Village Administrator, Village of Oswego
Bart Olson, City Administrator, United City of Yorkville
Justin VanVooren, Director of Finance, Village of Montgomery
Jeff Zoephel, Village Administrator, Village of Montgomery
Community Development
Krysti Barksdale-Noble, Community Development Director, United City of
Yorkville
Jerad Chipman, Senior Planner, Village of Montgomery
Chris Heinen, Planner, United City of Yorkville
Tom Pahnke, Building and Zoning, Village of Oswego
Richard Young, Director of Community Development, Village of
Montgomery
Rod Zenner, Community Development Director, Village of Oswego
Public Safety
Jeff Burgner, Chief of Police, Village of Oswego
Richard Hart, Chief of Police, United City of Yorkville
Larry Hilt, Deputy Chief, United City of Yorkville
Terry Klingel, Deputy Chief, United City of Yorkville
Dan Meyers, Chief of Police, Village of Montgomery
Armando Sanders, Deputy Chief, Village of Montgomery
Public Works
Eric Dhuse, Director of Public Works, United City of Yorkville
Jennifer Hughes, Director of Public Works, Village of Oswego
Mike Pubentz, Director of Public Works, Village of Montgomery
Mark Runyon, Assistant Director of Public Works, Village of Oswego
Jerry Weaver, Utility Services Director, Village of Oswego
Oswego, Montgomery, and Yorkville Staff
Lower Fox River Partnering Initiative Shared Services Study24
Municipal Workshops
7 The worksheets used in these workshops are
compiled in Appendix C.The development of the Partnering Initiative consisted
of a series of workshops and tasks that allowed
municipal staff to identify the goals of service sharing,
discussed potential challenges, and determined shared
services to pursue.7
• Goal-setting and visioning workshop. The four
working groups convened separately for the first
time in late 2014. With facilitation from CMAP and
HR Green, staff identified common goals for shared
services and participated in a visioning exercise to
brainstorm the types of shared service projects that
could help meet those goals. Each working group
then sorted their potential services for sharing
by using two metrics: level and type of benefit,
and resource intensity. This prioritization exercise
allowed each working group to identify a short list
of services to explore further for potential sharing
arrangements. The working groups designated staff
to conduct further research to document how each
municipality currently delivers services, identify
steps needed to share the services, and anticipate
potential challenges to sharing.
• Prioritization workshop. At the second set
of workshops, staff leads presented findings on
potential shared services. If sharing arrangements
seemed feasible in the near-term, the working
groups outlined next steps for moving forward.
Outcomes of these discussions are described in
Chapter 4.
• Roundtable Exchange. In April 2015, all four
working groups met to share updates, questions,
and feedback about their efforts to date, and
to exchange ideas about how to move forward.
Staff from the Village of Glenview led a group
discussion of lessons learned from their shared
service experiences through their Municipal
Partnering Initiative (MPI) and provided advice to
Oswego, Montgomery, and Yorkville staff on how
to navigate challenges. The Roundtable Exchange
was the first time that staff across all departments
and municipalities convened. In addition to being
a useful forum for multijurisdictional and multi-
departmental exchange, the workshop also served as
a relationship-building activity.
25Process for Developing the Partnering Initiative
Chapter 4
Shared Service Initiative Progress
Report and Recommendations
Shared Service Initiative Progress
Report and Recommendations
Through the process described above, each
working group has put significant work into
implementing shared services. These efforts
are ongoing. This chapter details the progress
of the Lower Fox River Partnering Initiative to
date. It describes the outcomes of the goal-
setting and visioning workshops reviewed in the
previous chapter. Each shared service activity is
summarized and followed by recommendations for
next steps to implement the shared service. Most
of the shared services discussed in this chapter
came out of the municipal workshops, but some
additional recommendations are proposed for
consideration.
These recommendations are categorized into
either short-term activities (to be completed in the
next year), mid-term activities (to be completed in
the next 2-4 years), or long-term activities (to be
completed after 5 years).
27Shared Service Initiative Progress Report and Recommendations
Each working group discussed the motivations for sharing services. The
table below shows the range of goals in order of frequency that they were
identified across the working groups. The top three goals, expressed by all
four groups, were cost savings and control, knowledge exchange across the
communities, and more efficient service delivery.
The most common interests across all working groups related to
improving the efficiency of internal operations: saving costs, sharing
knowledge, reducing the administrative burden of service delivery, freeing
up staff time, and limiting liability. The public works and community
development departments both expressed limitations of being understaffed
and were interested in using shared services to improve service delivery
processes for staff.
Several other goals pertain to improving relations with residents by
expanding and improving the quality of services and building public trust.
Because the public works and public safety departments provide services
that are highly visible to the public, such as crime response, neighborhood
patrol, and infrastructure maintenance, these departments were most
interested in the public benefits of shared services.
Three final goals focus on long-term overarching changes to local
governance: creating a collaborative culture, reducing the volume of
local governments, and preparing for future growth of the communities.
By nature of their work, administrators and community development
departments focus on long-term and strategic planning. These were the
only departments to include such aspirations in their lists of goals.
After establishing these goals, each working group set about prioritizing
the shared services that would best meet their stated goals. The following
sections summarize each working group’s ongoing discussion of priorities
for shared services, and offers next steps for how each activity should be
implemented.
Overall Goals for Shared Services
Table 4.6 Goals for Service Sharing
Goals Administration
and Finance
Community
Development
Public
Safety
Public
Works
Save/control costs ••••
Exchange knowledge ••••
Deliver services
more efficiently ••••
Build public trust/
Set consistent public
expectations
•••
Improve quality of
services for residents •••
Save/free up staff
time •••
Create collaborative
culture ••
Reduce
administrative
burden/ Simplify
bidding process
••
Joint purchasing
and/or joint use
of high-priced
equipment
••
Institute formal
agreements to limit
liability
••
Expand services that
the communities are
able to provide
•
Prepare for future
community growth •
Reduce the number
of local governments •
Lower Fox River Partnering Initiative Shared Services Study28
8 Appendix B provides these case studies.
Administrators are responsible for guiding municipal
growth and managing daily operations. They work
closely with all departments and staff to maintain
municipal budgets and services. This perspective puts
Administrators in the best position to provide long-
term cross-municipal oversight of the Lower Fox River
Partnering Initiative.
Shared service initiatives require significant
commitment and dedication from leaders at the
top. As case studies8 from around the region show,
shared service initiatives often experience setbacks.
The unsuccessful Oswego-Montgomery joint
waste-hauling bid is just one example where a few
operational details can derail an entire sharing activity.
Continued leadership from Administrators and elected
officials can ensure the longevity of the initiative.
Administrators should enable departmental staff
to implement shared service projects by providing
high-level support, such as liaising with municipal
attorneys, budgeting, hiring new staff, strategic
planning, and evaluating the Partnering Initiative’s
success.
Administration and Finance
Prioritized Actions
29Shared Service Initiative Progress Report and Recommendations
The working groups are interested in sharing a wide array of services.
Each of these will take staff time and resources to implement. As part
of their role in overseeing the shared service initiative, Administrators
should organize an annual shared services strategic planning session for
municipal staff to develop a roadmap for sharing services in the coming
year. This meeting will provide opportunities for cross-jurisdictional
coordination, as well as time to reflect on successes and challenges from
the past year. In advance of the planning session, staff should fill out a
short survey identifying the services they are interested in sharing. The in-
person meeting should accomplish four objectives:
• Select the set of shared services to pursue in the next year
• Identify point people to lead each shared service
• Discuss potential challenges and next steps needed for a sharing
agreement
• Compile a shared services action plan that identifies sequence of actions
needed to accomplish all of the shared service activities in the next year
Ideally, the strategic planning session should occur early enough each
fiscal year so that the staff has ample time to design sharing agreements
well before the following year’s budget is passed.
The strategic planning session can provide an opportunity for
Administrators to review the full slate of shared service projects with
staff before individual items are submitted to respective Boards for
approval. This review prevents individual departments from embarking
on overlapping or incompatible shared services and ensures that a
coordinating body is aware of the various shared activities occurring
in the municipalities. With a more global view of municipal operations,
Administrators may also be more attuned to overall political dynamics,
budget constraints, and other considerations that may affect shared
service delivery.
As part of the strategic planning process, the Administrators should
establish a file-sharing platform so that staff from all three communities
can access shared documents.
Next steps: Administrators should set a date for the strategic planning
session in the late summer or early fall of 2015. In advance of this meeting,
Administrators should survey staff to identify services to consider for
the 2015-2016 fiscal year. The interest gauged from this survey should
inform the meeting’s agenda and the relevant staff that should be
involved. Administrators should also create a file-sharing platform to
share information regarding the strategic planning session and subsequent
projects that come out of it.
Organize an annual Shared Services
Strategic Planning Session
Short-term (annual ongoing)
Lower Fox River Partnering Initiative Shared Services Study30
All of the workshops expressed interest in joint bidding and equipment
sharing. To respond to this request, CMAP prepared a memo reviewing the
alignment of terms, conditions, and protections for shared contracts across
each entity. This memo, included in full in Appendix A, has been submitted
to the administrators, who can work with municipal attorneys to
determine how or whether to address the identified contract discrepancies.
This step was a precursor to initial sharing steps in other places. Table
4.7 summarizes the comparison of contract elements. Administrators can
use the contract alignment memo as a starting point for undertaking any
contract amendments. This effort should result in a standardized contract
template for joint bidding, as well as a standardized use agreement for
equipment sharing.
Next steps: The Finance Directors and Administrators should be
accountable for working with municipal attorneys to standardize contract
language that can be used in any multi-municipal sharing agreements.
A potential Joint Purchasing Agent (discussed below) could be an
appropriate person to coordinate the contract alignment process, but
creating and staffing the position is not a necessary prerequisite to
developing shared contract language. Communities may want to complete
this task before a Joint Purchasing Agent is in place to enable other
departments to pursue joint procurement opportunities sooner.
Once attorneys agree upon standardized contract terms, they will still need
to approve individual joint contracts for specific shared services. Based
on the experience of communities involved in the Municipal Partnering
Initiative (MPI) (see Appendix B), the communities should establish a
protocol wherein approval of a contract from one municipality’s attorney is
sufficient for joint bids to be approved for all municipalities. This reduces
the labor and cost of having three individual attorneys review the same
document each time a new joint bid arises.
For equipment sharing agreements, the use policy should cover legal and
financial liability for repairing or replacing borrowed equipment that is
damaged or destroyed. Because public safety and public works equipment
is often required on short notice, all the working groups were interested
in reducing the administrative red tape to be able to borrow equipment.
Therefore, a general policy should serve as a one-time agreement, rather
than requiring individual policies or use forms every time sharing occurs.
Issues to cover in this agreement include requisition process, maintenance
costs, repairs to damaged equipment, liability, and indemnification, among
others. Departments should, however, specify terms of use for specialized
equipment. The communities agreed that only expensive equipment should
require intergovernmental agreements (IGAs). The threshold costs to
trigger IGAs must be also determined.
Develop contract templates for service agreements
Short-term
31Shared Service Initiative Progress Report and Recommendations
Table 4.7 Summary & Comparison of Contract Elements
Oswego Montgomery Yorkville Aligned?Notes
Preamble •••Yes All use similar language.
Scope of Work
•••
Yes All attach the issued RFP and reference it as an Exhibit within the contract, stating
that the contractor shall furnish services as set forth in the RFP and be compensated
in accordance with the Exhibit.
Compensation •••Yes All refer to compensation as listed in RFP.
Contract Term •••Yes Oswego states the agreement begins on date signed by all parties, Montgomery &
Yorkville refer to RFP- which lists specific dates.
Termination of Contract •••No Oswego & Montgomery reserve right to terminate 14 days after written notice,
Yorkville after 7 days.
Status as Independent Contractor •••Yes All specify that the contractor shall not be considered employee of the municipality.
Bonding Yes None state any requirements for bonding of any type.
Signatures •••Yes All require three signatures (Municipal official, Clerk, Contractor).
Certifications of Compliance with
State and Federal Statutes ••No Level of detail varies for each municipality, ranging from Montgomery’s extensive
listing to Yorkville’s inclusion of zero specified certifications.
Indemnification ••No Yorkville’s provision differs from Oswego and Montgomery.
Additional Services ••No Yorkville does not include language barring modifications w/o consent.
Notification ••No Yorkville does not include contact info for City and Contractor.
Non-Disclosure ••No Oswego & Montgomery include, but differ. Yorkville doesn’t include.
Severability •No Only Oswego addresses severability.
Workman’s Comp Insurance •?•No Required by Oswego and Yorkville, Montgomery unknown.
General Liability Insurance •?•No Required by Oswego and Yorkville (differing amounts), Montgomery unknown.
Commercial Automobile
Liability Insurance •?No Required by Oswego, not required by Yorkville, Montgomery unknown.
Umbrella or Excess Liability Insurance •?No Required by Oswego, Not Required by Yorkville, Montgomery unknown.
• = Element is included in municipality’s submitted contract
? = Unknown
Lower Fox River Partnering Initiative Shared Services Study32
All municipal departments make a variety of purchases on a regular
basis. From software and daily use office supplies to police firearms and
specialized maintenance equipment, the types of purchased products are
similar across the three communities. Currently, procurement is done
department by department within in each municipality, including for
items as basic as paper, printer ink, and pens. The communities should
hire a Joint Purchasing Agent to streamline and coordinate procurement
activities of Oswego, Montgomery, and Yorkville. This position can also
function as an advisor regarding general efficiency measures, as well as
other cost-saving procurement approaches beyond joint purchasing.
Joint purchasing came up in all four working groups, and a joint
purchasing agent was suggested in two of the working groups
(administration and public safety). The finance directors have taken on
this activity, with Montgomery’s Director of Finance as the lead.
Next steps: Due to significant demand and wide-reaching benefits for all
departments, the Study recommends moving forward with this activity.
The immediate next steps are for the finance directors to work through
several logistical questions:
• Will the Agent be officially staffed through one of the municipalities?
• Is there sufficient work for the Agent to be a full-time staff person, or is
a contract or part-time staff person more appropriate?
• How will the costs of employee salary and/or benefits be divided?
• How will the Agent’s time be divided?
Once a Joint Purchasing Agent is in place, the department heads for each
municipality should submit a list of order specifications for general office
supplies. The Agent will be responsible for selecting lowest cost supplies
that fit the needs of each of the departments. Based on experiences in
other communities, the Study recommends starting with simple purchases
that do not vary much between communities. Services that can vary
substantially in different communities, such as custodial services and
facility repairs, should be pursued only after communities feel comfortable
with the arrangement.
Hire a Joint Purchasing Agent
Mid-term
33Shared Service Initiative Progress Report and Recommendations
Staff at all three communities routinely undergo professional development
training that keeps them up-to-date on best practices on a variety of
topics. The administrators were interested in shared training sessions as a
non-resource intensive and low-benefit activity that could serve as an easy
starting point for human resources service sharing.
Yorkville served as the lead to share this service and hosted an initial joint
training on reasonable suspicion. The Administrators have been inviting
their partners to upcoming trainings. The communities plan held another
joint training on the Freedom of Information Act (FOIA) in Oswego.
Next steps: The Administrators found this service straightforward to
share, requiring low staff capacity and no additional cost. Going forward,
the Administrators should establish a list of mutual training needs and
jointly plan trainings in the future rather than inform partners about
independently scheduled trainings. Additional training ideas discussed
at the workshops included harassment and management training. Space
permitting, the hosts and locations of the training should rotate among
the three communities. Yorkville should continue to facilitate updates and
discussions about shared staff trainings, but Oswego and Montgomery
should also contribute to training ideas and events.
Shared trainings should also be seen as opportunities to build better
relationships among all levels of staff across the communities. They can
allow staff not currently involved in shared service projects to meet their
counterparts at other municipalities and open doors of communication for
future cooperation.
The communities expressed interest in expanding capacity for existing
IT services. Both Montgomery and Yorkville have contracted part-time IT
staff. Trouble-shooting and general assistance has been difficult with part-
time arrangements: Montgomery’s consultant is only on-site once a week
and Yorkville’s is only on-site one a month. Although Oswego has one
full-time in-house IT consultant who handles various IT, GIS, and other
software issues, the Village is interested in increasing its IT capacities.
The working group discussed sharing IT infrastructure, such as servers or
equipment, as well as IT staffing.
Oswego’s Village Treasurer and Finance Director conducted further
research to determine the viability of sharing IT services, but identified
many potential challenges. Despite significant potential benefits for
Montgomery and Yorkville, the working group felt that it would be
difficult to ensure equal staffing among the three communities. They also
anticipated difficulty for one staff person to work in three very different
IT systems. Due to these complexities, the working group decided not to
pursue any sharing arrangements at this time.
Next steps: The working group should pursue more straightforward
sharing agreements in the early stages of the initiative, but continue to
consider shared IT services and staffing in the future. MPI communities,
for instance, have long been interested in sharing IT services, but found
it difficult to accomplish in the first few years of the initiative. It was
not until 2013 that 13 MPI communities commissioned a joint IT Shared
Services Assessment, which provided them with information to proceed
with an RFP for a shared vendor. If the working group decides to pursue
shared IT services in the future, it should consider first completing a
similar assessment of IT services across the communities before issuing
an RFP. The Study notes, however, that IT sharing has become a very
common outsourced service for municipalities. When the communities are
ready to pursue this service, they should engage an IT provider to provide
a comprehensive assessment of each of their IT needs.
Share professional development training
Ongoing
Share IT services
Long-term
Lower Fox River Partnering Initiative Shared Services Study34
Community development departments constantly negotiate tensions
between tasks that require immediate attention, such as code enforcement
and permitting, and long-term planning. Yorkville and Montgomery also
have very small community development staffs with just a few full-time
staff each. The Community Development Working Group focused on
shared activities that would maximize limited resources for short-term to
free up staff time for longer-term initiatives.
The recommendations in this section focus on how the working group
can codify informal practices in place and institute sharing arrangements
that can free up limited staff time. With expanded capacity, existing staff
will be able to focus more on plan review, long-range planning, and other
elements of municipal growth and development.
Community Development
Prioritized Actions Execute building safety mutual aid agreement
Short-term
The communities have a number of formal and informal building services
sharing practices in place. Yorkville, for instance, has a reciprocal
agreement with Kendall County and another with Oswego to share
building inspectors. The communities also informally share inspectors in
times of need.
After discussing each community’s building service needs, the working
group agreed to pursue a Building Safety Mutual Aid Agreement. This
agreement permits reciprocal use of resources in emergency or unexpected
situations that leave municipalities short-staffed. Although this sharing
occurs on an informal and ad hoc basis already, the participants felt that
codifying the practice into a joint agreement would clarify legal liability.
Next steps: Using the South Suburban Building Officials Association
Building Safety Mutual Aid Agreement as a template, the working group
should work with the building and zoning inspectors to modify the
template for Oswego, Montgomery, and Yorkville. The staff should also
seek approval of the municipal attorneys before finalizing the agreement,
which will then need to be brought to the boards for approval.
35Shared Service Initiative Progress Report and Recommendations
Executing the mutual aid agreement is a simple and immediate next
step. Once that is complete, the working group should explore additional
shared building services to build off of this accomplishment. As a follow-
up activity, the municipalities should align schedules for updating their
building codes. Aligned building codes simplifies the permitting and
plan review process for developers and make an area more attractive for
developers.
The building codes in all of the communities generally follow the 2009
International Code Council standards. Each of the codes has been modified
with local amendments, but the foundational requirements are the same.
Table 4.8 provides a comparison of building codes by municipality. Only
two codes are divergent across the municipalities: Montgomery uses a
more recent 2012 International Energy Conservation Code and a more
outdated National Electric Code.
Next steps: Because this item was not discussed at length during the
workshops, further consideration is needed. The municipalities do not
have set schedules for updating the codes, but should come to consensus
on a regular update schedule. If possible, the municipalities should also
consider aligning local amendments to those codes to further simply the
regulations for developers.
Align building code update schedules
Short-term
Table 4.8 Building Code Comparison by Municipality
Building Codes Oswego Montgomery Yorkville
International Building Code 2009 2009 2009
International Energy Conservation Code 2009 2012 2009
International Mechanical Code 2009 2009 2009
International Property Maintenance Code 2009 2009 2009
International Residential Code 2009 2009 2009
National Electrical Code 2008 2005 2008
Plumbing Code Illinois or 2009 International Plumbing
Code (whichever is more stringent)
Illinois or 2009 International Plumbing Code
(whichever is more stringent)
Illinois or 2009 International Plumbing
Code (whichever is more stringent)
Accessibility Code IL 1997 IL 1997 IL 1997
Schedule for Updating Codes n/a About every 3 years n/a
Link to Municipal Codes Oswego Code Montgomery Code Yorkville Code
Lower Fox River Partnering Initiative Shared Services Study36
Property maintenance and code enforcement require significant staff time
and resources. Site inspections and managing paperwork can be costly
and time-intensive activities for building and zoning staff. The three
communities have a few similar development patterns that make shared
code enforcement appealing. First, the rise of construction activity in the
area is anticipated to increase the workload for community development
staff. At the same time, the communities all have sizeable number of
vacant lands, which account for 6-11% of land uses in the communities. In
fact, vacant lands account for more land use than commercial properties
in all three municipalities. Whether properties are vacant or about to
be developed, they must be regulated through similar code enforcement
strategies.
The municipalities felt that it was important to maintain control over their
own inspectors due to potential differences in enforcement philosophies
and were not interested in sharing inspection services. In order to
increase the efficiencies without sharing inspectors, staff could share the
administrative tasks associated with code enforcement. Shared tasks can
include preparing documents to record liens, conducting title searches, or
assisting with administrative adjudication or filing of judgment liens.
This arrangement allows each municipality to manage its own enforcement
process, but significantly reduces administrative burdens on building
and zoning staff. As a result, inspectors could spend more time on their
primary duties of inspection. The efficiencies gained by this centralized
process may also be helpful to handle fluctuations of code violations.
Shared administration of code enforcement activities also leads to
increased revenues and general improvements to homes across the area.
A similar effort is currently underway in south suburban Cook County,
where four communities are piloting an Administrative Hub that
streamlines code enforcement for residential properties. More details on
their initiative are provided in Appendix B.
Next step: The working group has not yet discussed this activity, but it
has significant potential to broaden collaboration to backroom functions
that open up more opportunities for cost-savings and freed staff resources.
If building and zoning staff decide to share administrative tasks of code
enforcement, they should develop a step-by-step process that clarifies
roles and operations, following the template of the south suburban effort.
Metropolitan Mayors Caucus (MMC) is interested in expanding the
Administrative Hub outside of south suburban Cook County, as geographic
proximity is not necessary for this shared service. Staff should contact
MMC to participate in the Administrative Hub rather than start their own
if they are interested in pursuing this option further.
Streamline administration of code enforcement
Mid-term
37Shared Service Initiative Progress Report and Recommendations
The Community Development working group was interested in shared
grant-writing support as a way to improve long-term capacity. Oswego has
a half-time employee devoted to grant writing, whereas Montgomery and
Yorkville rely upon individual departments to pursue grant opportunities
pertaining to their own work.
The communities were initially interested in exploring the idea of hiring
a shared grant writer. After further consideration, they determined that
this might not reduce the burden of grant writing, which relies heavily on
staff with on-the-ground expertise. Because grant opportunities can be
sporadic and sometimes require staff to meet urgent deadlines with little
turnaround time, they were also unsure whether a shared grant writer
would have enough consistent work or expertise to complete specific
grants.
Given these concerns, the working group opted to look into subscription
services that would keep the communities up-to-date on new grant
opportunities and deadlines. The working group could consider options
like Grant Finder or Granthelp.com, which provide federal, state, corporate,
and foundation grants opportunity listings to municipalities. The working
group expressed uncertainty about whether this service would provide
new and useful information and have not moved forward with any
decisions.
Next steps: Communities should consider an immediate step of
providing grant writing professional development training to better
equip staff to pursue and write grants when opportunities arise. These
trainings can be open to all levels of staff and should be done under the
purview of joint professional development training as described under the
Administration and Finance section. The task of identifying a grant service
provider should be considered low-priority. Any of the communities should
bring promising alternatives to the group for consideration. The working
group should reach out to other communities for service referrals or
reviews when considering options.
Explore grant notification services
Long-term
Lower Fox River Partnering Initiative Shared Services Study38
The Community development departments’ tight budgets and small staff
limit their ability to do robust geospatial mapping, analysis, and data
management. In Oswego, the in-house IT consultant is also responsible for
GIS data management. Montgomery and Yorkville both have consultant
engineers that do GIS work at an hourly rate, which can be prohibitively
expensive for in-depth tasks. This arrangement incentivizes Montgomery
and Yorkville to only use GIS if necessary, limiting their geospatial
analytical abilities.
The working group looked at other GIS consortiums, such as the South
Suburban Atlas GIS Consortium, as models for GIS sharing. The Yorkville
Community Development Director organized presentations from two GIS
contractors, MPG and Deuchler. These contractors provide resources for
application development, cartographic mapping, data development and
maintenance, systems integration, and web mapping.
Next steps: The biggest cost savings are expected from reductions in the
cost of ArcGIS software, in addition to reductions in the cost of accessing
GIS data. The communities should tabulate total costs of their current
ArcGIS services to be able to assess relative benefits from each of the
contractor pricing options.
The communities should also confirm interest in GIS sharing, as the
interest from all three communities was unclear from prior discussions.
Yorkville was most in-need of GIS services. While Montgomery also has
GIS needs, it also relies upon Kendall County for much of its GIS data
and may not benefit as much. While Oswego has a staff person partially
dedicated to GIS, it was interested in strengthening GIS capacities in the
case of staff shortages or emergencies. If any of the contractors is deemed
suitable for a joint contract, the communities should move forward with
drafting the contract.
Explore shared GIS Services
Long-term
39Shared Service Initiative Progress Report and Recommendations
Because crime and violence does not stop at municipal boundaries,
maintaining public safety is an inherently collaborative task. The Public
Safety Departments in Oswego, Montgomery, and Yorkville have a lot
of existing partnerships that make them very receptive shared services.
Oswego, Montgomery, and Yorkville participate in and financially
contribute to Kendall County’s multijurisdictional Special Response Team.
Montgomery and Oswego have conducted some joint community policing
events and seatbelt safety trainings. All three communities are members
of the Illinois Law Enforcement Alarm System (ILEAS), a statewide
mutual aid agreement that authorizes inter-jurisdictional public safety
cooperation for terrorism and emergency response. Detectives from all
three communities participate in the Lower Fox Valley Investigators
Association. Membership in these organizations has afforded officers
many opportunities to work closely with their counterparts in neighboring
municipalities.
The Public Safety Working Group discussed a number of ways to share
resources more efficiently through joint purchasing and equipment
sharing, but was most interested in a larger initiative to form a new joint
Gang Unit Task Force.
Public Safety Prioritized
Each department has specialized equipment such as speed trailers and
crime scene lighting equipment that are costly and infrequently used.
The public safety departments already informally share some equipment,
but this practice has never been formalized. Yorkville has taken the lead
in requesting and compiling a full list of specialized equipment that the
departments would be willing to share.
Next steps: The list of shareable equipment should be saved through a
file sharing platform for all of the communities easily access. Once that
is in place, the next step is to develop specific use policies for equipment
lending. Yorkville should continue to coordinate this effort in line with
any use agreement templates developed through the Administration
and Finance Working Group. While the Study recommends that the
Administrators or Joint Purchasing Agent coordinate general shared use
agreements, public safety officers should stipulate any details specific to
any police equipment. For instance, if any training is needed to operate
specialized equipment, the communities should make necessary provisions
for cross-training. As with other equipment sharing, IGAs should only be
invoked for expensive equipment.
Establish an equipment sharing process
Short-term
Lower Fox River Partnering Initiative Shared Services Study40
ILEAS covers mutual aid during emergency or terrorist situations, but it is
not an all-purpose mutual aid agreement. A broader mutual aid agreement
would be helpful to reduce current difficulties of routine scheduling. It
would also augment staffing during unanticipated circumstances, such as
car crashes, that require more staff assistance and leave other areas of the
community unpatrolled. Special events, such as 4th of July celebrations,
also require additional public safety support and can leave a municipality
short-staffed. The communities note that they already share public safety
staff on an ad hoc basis, but signing a mutual aid agreement would clarify
liabilities and procedures for staff sharing.
Next step: The public safety mutual aid agreement is recommended as a
short-term sharing activity due to its ease of implementation. The working
group should assign a staff lead for this task. The main issues to resolve
include defining protocol for when staff can be shared, how liability will be
handled, and how to conform to existing labor contracts. The point person
should be in charge of drafting language based on existing templates and
circulate the draft agreement to all of the municipalities for approval.
Execute a public safety mutual aid agreement
Short-term
The Public Safety departments have similar supply needs and were
interested in joint procurement. Ammunition, road flairs, evidence
supplies, paper, toner, and office supplies were determined to be easiest
to jointly purchase. They were also interested in potential joint leasing of
copy machines. The working group also discussed IT services, noting that
IT services were a growing proportion of their departments’ budgets.
Next steps: The Public Safety Working Group should coordinate joint
purchasing of general office supplies with other departments. This activity
can be coordinated through the Joint Purchasing Agent, if one is in place.
With more participating departments, the municipalities can achieve even
greater economies of scale. Oswego should continue lead this effort by
collecting a full list of product order specifications for each the Public
Safety Departments of each community.
Due to reasons provided in the Administration Working Group section, it
is not recommended that the working group pursue shared IT services at
this time. Because IT services are critical for public safety operations, the
group was already hesitant to take risks in sharing the service. If shared
IT services are considered in the future, the Public Safety Departments
should coordinate with the Administrators to participate in the IT service
assessment if sharing IT services.
Pursue joint purchasing with other departments
Mid-term
41Shared Service Initiative Progress Report and Recommendations
All police officers are required to receiving many types of training. Due to
budget cuts, training budgets in Oswego, Montgomery, and Yorkville have
decreased by as much as 30-40%. Training sessions can be conducted
jointly to reduce costs, as well as provide a shared training experience
that can help officers work together in the field. In some cases, the
municipalities may be able to pay for training for just one person, who
can then serve as a trainer for the rest of the public safety staff in all
three municipalities. The communities may also work through other
regional resources for training, including the International Association of
Chiefs of Police (IACP), Lexipol, The Police Law Institute, Commission
on Accreditation for Law Enforcement Agencies (CALEA), Police One,
National Institute of Justice, Public Agency Training Council, Northeastern
Illinois Public Safety Training Academy (NIPSTA), and Illinois Law
Enforcement Training & Standards Board (ILETSB).
As a result of this discussion, the working group has already planned some
joint training sessions. The Oswego Police Department and Fire Protection
District jointly completed involuntary committal training in the spring of
2015. The police departments of Oswego, Montgomery, and Yorkville are
jointly planning firearms training in September 2015.
Next steps: The communities should continue to look for new
opportunities for joint training.
Mitigating gang violence is a priority for the communities and should
be addressed collectively. In response, the Public Safety Working Group
established a multijurisdictional Gang Unit Task Force to coordinate
proactive responses to gang violence and assist other agencies with gang
investigations.
While most working groups were encouraged to pursue straightforward
services to share, the staff expressed strong desire and commitment
to creating the gang unit task force and predicted a high likelihood of
success.
In May 2015, the group formally updated the Kendall County Sheriff
Cooperative Police Assistance Team (CPAT) bylaws to launch the gang
unit task force. The unit currently resides as an arm of the Illinois State
Police Task Force and includes three full-time officers from Oswego,
Yorkville, and the Kendall County Sheriff’s Office that focus explicitly on
gang-related issues. Although supportive of the idea, Montgomery opted
out of the unit due to staffing constraints. The members of the Gang
Unit Task Force are indemnified by the Illinois State Police and share a
common uniform.
Next steps: The Public Safety Working Group should evaluate the
progress of the Gang Unit Task Force after its first year. The participating
jurisdictions should assess the unit’s productivity level and financial
sustainability, as well as outcomes of gang activity and violent crime.
The evaluation process should be led by CPAT, which includes the
Oswego, Montgomery, and Yorkville Police Chiefs. Results of this one-
year evaluation should be included the overall annual shared service
evaluation discussed in Chapter 6. If the Gang Unit Task Force is found to
be effective, the group should also consider expansion of the task force to
neighboring communities that face similar problems, such as the Village of
Plano. Montgomery should consider committing staff at a later date if it is
able to do so.
Establish a Gang Unit Task Force
Ongoing
Share public safety training
Ongoing
Lower Fox River Partnering Initiative Shared Services Study42
The municipalities keep independent crime records, but lack the resources
to analyze this data internally, not to mention across jurisdictions. The
communities are interested in jointly hiring a crime analyst. This new
position would be in charge of collecting crime information from all three
municipalities into a single database and analyzing the data to better
understand crime patterns and recommend preventative measures.
Next steps: This activity was initially discussed as an independent
shared service project, but should be integrated into the functions of the
gang unit task force. There are no immediate next steps.
Hire a shared crime analyst
Mid-term
43Shared Service Initiative Progress Report and Recommendations
Public works departments provide many critical services to maintain the
condition of public infrastructure. Public services are often a resident’s
primary form of engagement with the municipality. Routine services, such
as garbage hauling, road resurfacing, snow removal, and landscaping are
very visible to the public and can inspire public outcry when performed
poorly. In addition to all types of routine services, public works officials
are responsible for immediate cleanup after unexpected storms, floods, and
other weather events.
Being on the front lines of public-facing work can put strains on public
works departments to maintain a consistent and high level of service
regardless of budget sizes. Many communities have had to reduce the level
of public works services due to budget cuts. The public works working
group emphasized shared services as a way to increase both the quality
and types of services provided in the municipalities.
Despite the immediacy of several public works activities, many public
works services require significant advanced planning and budgeting. For
example, salt procurement for any given winter occurs as much as two
years in advance. One of the biggest challenges for this working group is
the ability to prepare shared service agreements with enough advanced
notice. The working group members voiced concern that if a joint effort
was not successful, the time period for securing new vendors would be
so tight that communities would be without essential services that year.
The proposed process to conduct annual strategic planning sessions can
alleviate some of these concerns and provide staff with ample time to
develop sound sharing agreements.
Public Works
The shape of municipal boundaries highly influences the delivery of public
works services. Currently, the municipalities only provide mowing, street
sweeping, snow removal, pipe maintenance, garbage hauling, and other
services for areas within their borders. Yet, because roadways, pipes,
rights of way, and other types of infrastructure do not end at municipal
borders, service delivery can be rather inefficient. The working group was
particularly interested delivering these services more efficiently. Given the
locations of municipal boundaries, residents in the same neighborhood—or
even on the same street—may reside in different jurisdictions and receive
different levels of service. The working group was interested in using
shared services as a way to set consistent community expectations about
service delivery across municipal borders.
Most instances of shared services from case studies and prior local efforts
have been public works activities. These prior experiences provide the
communities with several examples of bid structures and challenges to
draw from for all of the services discussed below.
Lower Fox River Partnering Initiative Shared Services Study44
Like public safety departments, public works departments have many
types of expensive specialized equipment. Sharing this equipment can save
costs. Because a lot of public works tasks are seasonal, equipment sharing
may not make sense for equipment that is frequently used or equipment
that all municipalities need at the same time.
Next steps: The public works staff from each municipality should
develop a list of equipment that they are willing to lend to neighboring
communities. Meanwhile, the Administrators should develop a template
use agreement for equipment sharing that all departments can customize,
as described above. Public works staff should add any special terms of
use to the template agreements for specialized equipment. As with other
equipment sharing, IGAs should only be invoked for expensive equipment.
Establish an equipment sharing process
Short-term
Several corridors traverse more than one municipality, but the
communities are only in charge of maintaining the segments that lie
within their municipal boundaries. The working group was interested in
joint mowing along continuous corridors as a more efficient alternative.
The working group was open to either sharing entire mowing contracts or
exploring separate mowing contracts for shared corridors.
The communities decided to start with a joint mowing bid along Route
30, a shared border between Oswego and Montgomery. Oswego planned
to add Montgomery to its existing mowing contract. The working
group hoped that sharing services on specific corridors would help
create standardized community expectations for service in contiguous
neighborhoods. Yorkville opted out of this project because mowing is done
by their Parks Department.
In order to formalize the sharing agreement, Montgomery reviewed
Oswego’s draft Request for Bids for Mowing and Landscape Maintenance
of Village Properties with the intent on joining the contract for Route
30 or potentially the entire Village. Ultimately, however, Montgomery
decided to pursue a separate contract. Although the service was relatively
straightforward, the communities had a tight one-month turnaround time
for reviewing and discussing the shared application.
Next steps: Oswego and Montgomery should attempt a joint mowing
contract for the following fiscal year with more time to develop
specifications that work with both communities. This would give
Montgomery sufficient time to decide whether to renew their existing
contract with Brickman for another year, and may provide Yorkville
with some flexibility to determine whether they may have additional
mowing needs that cannot be covered with existing capacity. The working
group can also consider contracting with Yorkville’s Parks Department
to do limited shared mowing on roads that cut across the other two
communities, such as Route 34 or smaller local roads.
Undertake a joint mowing contract
Short-term
45Shared Service Initiative Progress Report and Recommendations
The group discussed several services in lesser detail, but was not
immediately able to pursue them due to uncertainties in cost-effectiveness,
budget, and operational alignment. The working group should first review
MPI’s shared service projects for additional ideas and bid templates. The
group should then gauge interest those services through the strategic
planning survey for the next fiscal year. Prior discussions about several
common public works services are summarized below.
• Crack sealing: Crack sealing requires large specialized equipment
that is costly to mobilize. The ability to consolidate movement of crack
sealing supplies and equipment to the Lower Fox River area could
reduce costs for each individual municipality.
• Salt procurement: Currently, the municipalities purchase salt through
the State of Illinois procurement process, but are interested in exploring
shared contracts. The State’s request to bid is released in March or April
for the following winter. Any potential shared salt contract should go
out to bid with enough time to rely upon the State deadline as a back-up
option.
• Tree maintenance: The working group identified tree maintenance
(tree trimming, stump grinding, tree removal, and replacement tree
purchasing) as having high sharing potential. Because these services can
entail a great deal of variation across communities, the working group
should clarify specific expectations early and allow sufficient time for
developing shared bid specifications.
• Street sweeping: Oswego and Yorkville both have their own sweeper
trucks and conduct this service in-house. Montgomery uses a street
sweeping contract. In the past, Montgomery has used private vendors,
but should consider contracting the service with Oswego or Yorkville—
provided that either municipality can handle the additional work.
Montgomery may choose to contract with Oswego or Yorkville for the
entire Village, or focus on specific shared corridors that may not take
significantly more time for Oswego or Yorkville to cover when they are
doing their own street sweeping. One consideration for a joint street
sweeping contract is the scheduling because it can take several weeks to
sweep one municipality. Oswego takes three to four weeks to complete
and it is done once a year in the spring. Yorkville takes two to three
weeks to sweep and it is done three times in the spring, summer, and
early winter. Montgomery takes about two weeks to sweep and it is done
two times a year.
• Pavement marking: The communities identified several deterrents
to jointly bidding on pavement marking contracts. First, Montgomery
typically joins the Kane County striping bid. Even if Montgomery were
to pursue a separate joint contract with Oswego and Yorkville, the
combination of all three municipalities may not be large enough to get a
reduction in price of pavement marking. One option may be to discuss
with the Kane/Kendall Council of Mayors to see whether Kane and
Kendall municipalities may be able to pursue a two-county joint bid.
Other services considered
Short- to mid-term
Lower Fox River Partnering Initiative Shared Services Study46
47Shared Service Initiative Progress Report and Recommendations
Chapter 5
Joint Planning Opportunities
Joint Planning Opportunities
This study—and most shared service initiatives
in this region—primarily addresses sharing
opportunities for day-to-day municipal activities.
The collaborative relationships that develop
from sharing equipment, staff, or public works
maintenance can also be used for broader planning
efforts. The communities may be interested in
aligning local plans, developing joint plans, or
exploring joint capital investments. The inclusion
of both shared service projects and joint planning
efforts in the Partnering Initiative would place
Oswego, Montgomery, and Yorkville as innovative
leaders in regional cooperation. The ideas
presented in this chapter were discussed at a
brainstorming session at the April 2015 roundtable
and are included here for future consideration. The
communities may consider applying to CMAP’s
Local Technical Assistance program to carry out
future multijurisdictional planning efforts.
49Joint Planning Opportunities
Many new technologies, such as smart meters, street and traffic LED
lighting, and electric vehicles, offer long-term benefits, but require
significant capital investments to deploy. The Lower Fox River Partnering
Initiative can be a forum to discuss joint investments in more efficient or
more sustainable technologies.
The communities are currently considering the construction of a joint
compressed natural gas (CNG) fueling station as one such example.
The fueling station would be centrally located and accessible to vehicles
from all three municipal fleets. CNG has become more widely adopted by
local governments as it is considered to be a cleaner, safer, and currently
cheaper alternative to petroleum and diesel. The conversion can be costly,
but joint investment in a shared CNG fueling station can reduce the
upfront capital costs and help each community transition to CNG fleets.
The communities should continue to explore other investments in smarter
and more efficient public infrastructure.
Oswego, Montgomery, and Yorkville rely upon groundwater for their
drinking water and together make up the largest sub-region of deep
aquifer drawdown. Regional development pressures in these and other
groundwater communities have resulted in larger withdrawals from the
groundwater supply—and a larger portion of withdrawals from deep
aquifers. The three communities have committed to a joint Alternative
Water Source Study to explore the potential for a Fox River water
treatment facility. This study is currently part of each community’s budget
for the 2015-2016 fiscal year. Based upon the results of the Alternative
Water Source Study, the communities may decide to share the cost of
constructing the Fox River water treatment facility. The joint construction
of the potential facility should be coordinated through the Partnering
Initiative.
Invest in New Technologies
Conduct Joint Water Supply and
Wastewater Treatment Planning
Lower Fox River Partnering Initiative Shared Services Study50
Source: Chicago Metropolitan Agency for Planning, 2014
Figure 5.1: Watersheds
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Source: chicago metropolitan agency for planning, 2014.
Study Area
County Boundary
I2 Metra Station
Metra Rail Line
Subbasin
Water
Floodway
Floodplain
Watershed
1:125,000
51
Jointly Implement Bicycle and
Pedestrian Trail Network
The Lower Fox River is known for its recreational amenities that attract
visitors from around the region each year. The communities participate in
an annual Kayaks AMOY event that allows participants to celebrate the
connections among Aurora, Montgomery, Oswego, and Yorkville along the
Fox River. The event is widely considered successful at bringing attention
this shared resource as a driver of tourism and economic development.
The communities should build upon this effort to expand the greenways
and trails network in the Lower Fox River. The area has a number of
overlapping bicycle and pedestrian plans, all of which propose numerous
trails and routes: the Montgomery Bicycle and Pedestrian Plan (2013),
Oswego Park District Trail Guide (2004), Kane/Kendall County Council of
Mayors Bicycle and Pedestrian Plan (2012), and CMAP Regional Greenways
and Trails Plan (2009).
The hierarchy of these plans can be confusing for implementation for local
jurisdictions. To clarify implementation of these plans, the communities
should consider joint applications for constructing bicycle facilities.
With sufficient prioritization, the communities can apply for funding to
construct these trails through the Transportation Alternatives Program
(TAP), Congestion Mitigation and Air Quality (CMAQ) funding, or Surface
Transportation Program (STP).
The communities should prioritize specific trail segments for
implementation, focusing on shared connections identified in existing
plans. Corridors of interest may include the extension of the regional Fox
River Trail through Oswego and Yorkville and the connections of Galena
Road, Blackberry Creek, and Mill Road through Yorkville and Montgomery
to the Oswego Park-n-Ride parking lot.
Joint prioritization and implementation of regionally significant greenways
and trails will better connect the Lower Fox River to other areas within
the region. Oswego, Montgomery, and Yorkville build off of this framework
to phase local bicycle and pedestrian networks so that their downtowns
and residential neighborhoods are better connected to regional trails. The
communities should be aware that all three of these programs require of
Phase I engineering to be locally funded and completed.
52
Aurora
Aurora
Big Rock
Joliet
Millbrook
Millington
Montgomery
Naperville
Newark
Oswego
Plainfield
Plano
Plattville
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Source: chicago metropolitan agency for planning, 2015.
County Boundary
Montgomery
Oswego
Yorkville
Other Municipalities
Forest Preserve
Water
Amtrak Line
Æb Amtrak Station
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Metra Rail Line
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Montgomery Bicycle and Pedestrian Plan (2013)
Existing
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Oswego Park District Trail Guide (2004)
Existing
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Kane/Kendall County Council of Mayors Bicycle and Pedestrian Plan (2012)
Existing
Future
Planned
CMAP Regional Greenways and Trails Plan (2009)
Existing
Planned & Programmed
Future
Source: Chicago Metropolitan Agency for Planning, 2014
Figure 5.2: Regional and Local Bikeways
53
9 Municipalities with populations greater
than 25,000 are granted home rule status.
Municipalities with populations less than 25,000
(such as Montgomery and Yorkville) can achieve
home rule status by referendum approval in their
respective community.
Oswego is a home rule9 community while Montgomery
and Yorkville are both non-home rule communities. In
addition to other authorities, home rule communities
often have easier access to lower cost financing
options (i.e. general obligation bonds vs revenue
bonds) that may help drive down borrowing costs
for major capital projects. If the communities are
interested in pursuing future joint capital projects,
the use of Oswego’s home rule financing authorities
to lower project financing costs could be an attractive
option. If utilized, such an arrangement would require
binding intergovernmental agreements (IGAs) among
the communities setting forth repayment assurances
and commitments and other specific terms and
conditions. However, under this arrangement, debt
finance savings for major capital projects such as a
joint water treatment facility on the Fox River could
be significant.
Explore Leveraging Home Rule
Authority for Joint Capital Projects
Lower Fox River Partnering Initiative Shared Services Study54
Section Title Here 55
Chapter 6
Sustaining the Initiative
Sustaining the Initiative
Shared service initiatives take significant time,
energy, and effort to establish—not to mention
maintain. This chapter provides a number
of lessons learned from the challenges and
successes of shared service examples in this
region, and recommends actions that can help
sustain the Lower Fox River Partnering Initiative
in the long run. This Study suggests ways to
create opportunities for sharing knowledge
and experiences across municipal staff and
departments, evaluate the benefits of sharing,
and build broad-based support from staff, elected
officials, and constituents.
57Sustaining the Initiative
Shared service delivery holds many promises for municipal budgets,
operations, and cooperation. In order to assess whether shared service
efforts are effective, communities need to evaluate their efforts. Municipal
staff should evaluate both the outcomes and the process of the Partnering
Initiative.
Evaluating the Outcomes
Because shared services require a significant amount of work to get off the
ground, documenting positive results justifies the Partnering Initiative to
elected officials and other municipal staff. This aspect may be particularly useful
to convince those who are skeptical or resistant to change. Evaluation reports
can be used internally for strategic planning purposes, as well as externally for
sharing efficient governance efforts with the public.
Outcome evaluation should document both monetary and non-monetary
benefits through annual surveys. Staff should identify the following
information:
• Cost of services to each municipality before they began
sharing services: This information establishes a baseline to determine
cost savings.
• Cost of service to each municipality after service sharing
to identify savings: These responses can be used to calculate the
individual cost-savings for each municipality, as well as the total cost-
savings for the group.
• Benefits of service sharing: Communities can monitor both
quantitative and qualitative benefits of service sharing. Quantitatively,
communities can track performance data such as response times or
resident complaints for various services. These metrics should be
designed to appropriate measure service quality depending upon the
specific shared service project. Qualitatively, when communities cannot
demonstrate cost-savings, it is important to also note the extent of non-
monetary benefits that may have resulted from shared service activities.
It is important to note that evaluation standards, including benefit-cost
analyses, should be developed for each shared service project. Developing
shared project-by-project evaluation metrics ahead of time can help ensure
that communities use a standard methodology of comparing financial and
other impacts of shared services.
These results should be documented in a centralized tracking document
that can be shared with all involved municipalities. The partner
communities should also survey neighboring municipalities that are
not involved in the shared service initiative. Their results can also be
used as control comparisons to account for exogenous variables, such
as macroeconomic forces that affect the cost of services. This can also
raise awareness about shared service opportunities with other nearby
communities.
An example of the MPI cost tracking spreadsheet is shown on the next
page.
Evaluating the Initiative
Lower Fox River Partnering Initiative Shared Services Study58
The communities can also seek input from the public about shared
service projects. Since municipal services ultimately serve a community’s
residents, it is important to gauge community responses to shared service
projects. Staff may also want to seek public input before launching a
shared service project to determine public support for a proposed shared
service, and to ensure that the nature of service delivery meets public
expectations.
Input can be garnered through various ways, including point of comment
cards, focus groups, surveys made available through municipal facilities,
newsletters, websites, or water bill inserts, and discussions at public
meetings.
Table 6.1 MPI Cost Tracking Spreadsheet
Project Number of Communities Total Project Value Savings
Crack-Sealing 15 $555,000 $40,000-50,000
Resurfacing (Lake Groups 1 & 2)4 $3,200,000 $101,000-121,000
Resurfacing (Cook)2 $2,300,000 $148,000-158,000
Concrete Flatwork (Groups 1-5)15 $890,000 $57,000-77,000
Concrete Pavement (Groups 1 & 2)4 $537,000 $15,000-19,000
Sewer Lining (Groups 1-4)14 $4,000,000 $51,000-61,000
Sewer Televising 6 $261,000 $56,000-66,000
Contractor Assistance 9 $126,000 $23,000-31,000
Leak Detection 3 $71,000 $5,000-8,000
Hydrant Painting 6 $74,000 $20,000-30,000
Asphalt Patching 2 $173,000 $2,000-4,000
Cold Patch 8 $138,000 X
Hauling & Delivery 5 $500,000 $2,000-4,000
Pavement Marking 4 $167,000 X
Custodial Services 8 $534,000 $12,000-14,000
Street Sweeping 3 $174,000 $2,000-4,000
Generator Maintenance 7 $96,000 $18,000-24,000
Total Savings Realized $552,000-671,000
Source: MPI Presentation, 30 October 2014.
59Sustaining the Initiative
The evaluation should also help municipal staff improve their efforts in
the future. As some examples show, shared services do not always result
in expected benefits. Honest evaluation also establishes transparency and
trust among municipal partners.
A process evaluation should focus on qualitative assessments, including
what staff felt worked and didn’t work. This can be conducted through
a simple survey of all staff participants, as well as through an in-person
debrief similar to the cross-departmental Roundtable Exchange.
The Partnering Initiative should also solicit ideas from vendors on how
to improve the process. MPI participants, for instance, reached out to
vendors after contracts were completed to understand vendor needs.
These conversations led municipalities to streamline the invoicing process
to make it easier for vendors to manage multi-municipal contracts in the
future. The Lower Fox River lead contact for each shared service should
be responsible for checking in with vendors—including, if appropriate,
former vendors that did not bid on the shared contract—to improve the
bid process.
Lastly, evaluations of shared services can also be extremely useful
resources for other communities interested in undertaking their
own shared service activities. The many MPI and MMC reports and
presentations were essential training and communication tools for the
Lower Fox River efforts, as well as other members of ICMA.
The annual strategic planning sessions can serve as a forum for compiling
and discussing the results of evaluations. The Administrators should be
responsible for carrying out the evaluation and distilling findings from it.
Evaluations of process should be continual. Evaluation of outcomes
(and of cost-savings in particular) is most critical early on when a
shared service initiative is getting off the ground, but may become less
needed and less applicable as initiatives mature. MPI participants note
that because sharing services is built into their processes, they stopped
evaluating cost-savings after the third year. Surveys of staff and vendors
on the process should be a continual activity so that each new bid can
learn from the last.
Evaluating the Process Evaluation Schedule
Lower Fox River Partnering Initiative Shared Services Study60
As Oswego, Montgomery, and Yorkville continue to develop the Lower Fox
River Partnering Initiative, they should be sure to consider the lessons
learned from initiatives undertaken by other communities. Some key
lessons are included below that are drawn from three case studies, which
include a total of over 30 examples of shared services involving over 45
communities. More detailed write-ups of these case studies are included in
Appendix B.
• The Municipal Partnering Initiative (MPI) was founded in 2010
and consists of about 30 participating communities in Cook and Lake
Counties. Recognized by the International City/County Management
Association (ICMA) as a national leader in innovative service delivery,
MPI is the largest and most established shared service initiative in the
region. MPI participants have seen a total estimated savings of over
$1.23 million since the initiative’s inception. Although the size and
scope of MPI is significantly larger than the Lower Fox River Partnering
Initiative, the experiences of MPI participants offer many valuable
insights for the three communities to draw upon. Its members provided
guidance on the process for establishing the Lower Fox River Partnering
Initiative, shared contract templates, and presented at a roundtable with
the three partners.
• The DuPage County Municipal Partnering Initiative (DuPage
MPI) is an offshoot of MPI that includes about 15 members. DuPage
MPI was established in 2013 with significant technical assistance from
MPI’s founding members. The context for the creation of DuPage MPI
is similar to that of the Lower Fox River Partnering Initiative, making it
a useful example of the challenges of cultivating a new shared service
initiative. DuPage MPI participants have had varied success with
saving costs. In fact, some participating members have not found the
initiative to lower service costs at all. These examples can give Oswego,
Montgomery, and Yorkville a better understanding of how and when
communities tend to benefit from sharing services.
• A handful of communities in south suburban Cook County are also
working together to form an Administrative Hub for code enforcement.
The Metropolitan Mayors Caucus, Metropolitan Planning Council, and
South Suburban Mayors and Managers Association have been providing
technical assistance on this effort. The Administrative Hub provides a
useful case of shared services with a smaller group of partners.
As smaller communities, Oswego, Montgomery, and Yorkville are not
are not likely to see the magnitude of cost-savings as some of the larger
counterparts. Unique characteristics specific to the Lower Fox River
context also differentiate them from the other efforts in the region. The
lessons below can help the partners to anticipate and overcome common
barriers to sharing, but additional challenges will likely emerge as the
Initiative matures.
Lessons Learned
61Sustaining the Initiative
The goals of sharing services identified by the working group are varied
and not always mutually compatible. Although cost-savings was one of the
highest priorities for all of the working groups, prior shared service efforts
in the region illustrate that not all shared service projects reduce costs.
One of the main assumptions of sharing services is that the greater the
demand, the lower the cost. Therefore, it is cheaper for communities to
aggregate their needs rather than deliver the service individually. Empirical
evidence suggests that this is only the case for elastic services whose
prices fluctuate based on the size of demand.
Although this Study recognizes that many aspects of a bid contribute to
the cost of service, there are several examples where joint bidding did not
result in lower contract prices. Some communities found that a number
of labor-based services, including tree trimming and stump removal,
were actually more expensive when jointly bidding. This may be in part
due to the fact that labor costs, which have regulated minimum wages
and many associated overhead costs, are less likely to vary over larger
quantities. This may also be because labor-based services can vary widely
in how they are delivered. For instance, the standards for good trimming,
cleaning, or repairing are not universal. These specification differences
make it hard for vendors to perform a level of service that fulfills all of
the partners’ expectations at a lower cost for each community. This is not
to say that labor-based services never yield cost savings (for instance,
shared custodial services in MPI saved communities between $12,000 and
$14,000), but such contracts are often more variable in specification and
price.
Overall, municipalities reported more consistent savings for commodity-
based services, but even these depend upon the commodity’s pricing
structure and the number of communities involved. For example, because
cold mix is sold at a per-ton rate, the combined quantities for a few small
communities may not be large enough to jump to the next price tier.
As MPI participants had more experience with different shared services,
its members were able to figure out the appropriate pricing structures for
different types of services—but it took some trial and error to do so. Some
of their bids include as few as two communities and as many as eight. As
pictured in the table below, most services are broken down into smaller
bid groups to achieve an appropriate bid size for the type of service. While
many more municipalities participate in MPI than the Lower Fox River
Partnering Initiative, many of their actual bid sizes are comparable.
As Oswego, Montgomery, and Yorkville work through the specifications
of joint contracts, they should keep in mind pricing structures before
going out to bid. This can be done by talk to vendors and neighboring
municipalities to get a better sense of how pricing may work. For contracts
that need a larger group to achieve cost savings, the communities can
solicit participation of neighboring municipalities.
Although cost is important, the communities should also make sure to
account for the Initiative’s non-monetary benefits, which can be just
as impactful to the productivity, efficiency, and quality of municipal
operations.
Lesson 1: Not all shared services reduce costs
Table 6.2 MPI Bid Groups, 2013
Project Number of
Communities
Number of
Bid Groups Led By
Resurfacing 6 3 Lake Forest, Glenview &
Lincolnshire
Concrete (Pavement)4 2 Glenview & Highland Park
Concrete (Flatwork)15 5 Glenview, Grayslake, Glencoe,
Kenilworth & Highland Park
Sewer Lining 14 4 Northfield, Cary, Arlington
Heights & Highland Park
Ashpalt Patching 2 1 Lincolnshire
Source: MPI Presentation, 30 October 2014.
Lower Fox River Partnering Initiative Shared Services Study62
Communities must make major changes to their existing procedures and
specifications when sharing services with other partners. Resolving these
differences can take a lot of upfront staff time to standardize processes,
paperwork, and specifications. Oswego, Montgomery, and Yorkville should
expect to devote significant time to getting the initiative off the ground.
They should also expect setbacks and difficulties in the early stages of
their partnership.
Other municipalities describe several examples of spending hours to come
to consensus on service specifications and getting derailed over seemingly
minor differences. For instance, the major hold-up on a fire hydrant
painting contract was due to the preference of one paint brand to another.
Other challenges lie in how the contracts are structured. Staff reported
heated debates about how to itemize costs. For example, some
communities in DuPage MPI wanted a road surfacing bid that specified
hourly rates for each laborer, equipment, and activity; some wanted a
simpler contract that included only the total price for a crew; yet others
wanted differentiated rates for weekends and holidays.
In most instances, resolving these differences has been the result of
administrators instructing staff to keep discussing an issue until they
came to consensus. Most communities do report significant value in going
through the painful steps of hammering out the first round of shared
services. Most municipalities interviewed reported that their staff was
initially skeptical about shared services, but that the anxiety dissipated
quickly. The upfront legwork to develop effective processes has resulted
in smoother coordination in the long run. For instance, coordination has
become for so many MPI participants that sharing services was no less
complicated than individually providing them.
It is important to note that even once shared service agreements are
already in place, joint bidding does not replace local project management.
Municipal staff must still devote time to managing individual contracts.
One way to reduce the upfront resources needed to establish shared
services is to work with a neutral third party facilitator to launch the
initiative. The Metropolitan Mayors Caucus’ (MMC) facilitation of
the shared Administrative Hub for the south suburban Cook County
communities is an example of this approach. This approach can work for
initial stages of a project, but requires long-term funding to be sustainable.
For instance, MMC’s involvement in the Administrative Hub is based
upon a one-time grant. CMAP has served a similar role in establishing
the Lower Fox River Partnering Initiative. This underscores the need
for communities to take ownership of the effort once CMAP’s technical
assistance period ends.
Lesson 2: Sharing services requires significant
upfront resources
63Sustaining the Initiative
Communities should be prepared to depart from vendors that they have
historically used when pursuing joint bids. Some joint bids can be more
attractive to vendors because they result in larger contracts in more
municipalities. In other cases, however, vendors may be deterred from
bidding on shared bids. First, joint bids are larger can exclude smaller
local companies that simply do not have the capacity to perform large
contracts. Second, joint bids can be more complex than individual bids,
as they may include different specifications for different communities.
While varied specifications allow flexibility for municipal partners, it can
be operationally or administratively burdensome for some vendors. A
few joint bidding attempts from DuPage MPI communities received on a
few bids, or in one case, no bids, for shared services. With few vendors
to select from in those cases, the DuPage MPI members elected to bid
individually to increase vendor options.
Shared services may also be in conflict with local purchasing policies.
The City of Evanston, for example, was excited about shared services,
but ultimately felt that it went against the city’s buy local policy. This
issue of local purchasing also came up in some of the working groups.
Montgomery’s police department, for instance, has longstanding
relationships with Montgomery automobile repair shops and expressed
a strong preference for using Montgomery-based companies. Each of the
three communities should define their preferences for local vendors in
advance. Sharing services may require a slightly broader definition of local
to include the county or other sub-areas.
The benefit that a community receives from service sharing depends on
many factors, including the community’s previous cost and level of service
delivery. Participants in both MPI and DuPage MPI observed that lower-
capacity communities tended to see greater payoffs of service sharing. Due
to limited staff availability, financial resources, or technical expertise, these
communities often provide a lower degree of service than high-capacity
communities. In the early stages of both MPI efforts, higher-capacity
communities were more likely to take the lead in developing sharing
agreements. Lower-capacity partners were still able to benefit from the
shared services, but did not commit as much staff resources to developing
the joint bids or sharing agreements. Members of both initiatives did,
however, observe that participating in the initiatives built capacity of
lower-capacity communities, who began to volunteer to lead projects in
later stages.
Maintaining parity of service can also be challenging across communities.
Certain services, such as snow removal, are time-sensitive. Instituting
contracts that cover larger areas can mean that a vendor has to phase
service delivery across all of the geographies. Multiple communities
acknowledged that shared services have increased the time it takes to
complete certain tasks. While no one reported backlash from residents as
a result of this, Oswego, Montgomery, and Yorkville should be cognizant
of how sharing agreements may affect residents. The Study recommends
that the communities build a schedule into the contract upfront so that all
parties, including the vendor, have a clear understanding of when delivery
will occur in different neighborhoods.
Participants of other initiatives recommend being flexible when first
entering shared service agreements to account for service delays or
complications. In the event of these hindrances, shared service veterans
generally report quick returns to smooth service delivery after the vendors
and municipal partners become accustomed to the arrangement.
Lesson 3: Joint bids can affect vendor options
Lesson 4: Shared services can have varying
degrees of impact
Lower Fox River Partnering Initiative Shared Services Study64
The many challenges identified in these examples underscore one key
lesson: commitment to shared services is a key ingredient to success.
Oswego, Montgomery, and Yorkville can foster commitment by identifying
staff and elected official champions within each municipality that can
support the initiative. Ultimately, the commitment level of the participants
will be the primary driving force to keeping the Partnering Initiative
running.
Many MPI participants experienced setbacks, but those cases have not
derailed the initiatives because the processes that they created remained
strong. Individual efforts that do not result in shared services due to
logistics, bid responses, or other challenges should not be considered
failures. Instead of viewing those efforts as failures, committed
municipalities have learned from those experiences and changed practices
in the future.
Lesson 5: Sharing services requires commitment
65Sustaining the Initiative
Chapter 7
Next Steps
Next Steps
This chapter outlines possible next steps for
Oswego, Montgomery, and Yorkville to continue
the Lower Fox River Partnering Initiative. The
table below lays out the new activities that the
communities should complete in the next one to
two years to implement the specific shared service
projects outlined in this document.
The communities should not only complete the
shared service projects described in this document,
but continue to build support for the Partnering
Initiative by documenting benefits of shared
services and educating other staff, elected officials,
and the public.
67Next Steps
Engaging Elected Officials
The process is best served if all parties acknowledge the need to review
“political considerations” when vetting a shared service proposal.
More often than not, the public views local governments working
together as good thing. Local elected officials likewise see the value of
intergovernmental cooperation as positive attribute indicative of good
government. It is important to keep elected officials informed of program
progress in initial stages and through the initiative’s lifespan to address
any issues that arise. Strategies to engage elected officials can include
holding educational discussions or yearly review sessions to ensure that
political leaders understand the purpose of the Lower Fox River Partnering
Initiative, have opportunities to provide guidance and feedback to staff,
remain engaged throughout the process, and can be public champions of
the resulting shared service projects.
Table 7.1 Implementation Table
Working Group Activity Timeline
Administration and Finance Send out survey of interest for
shared services in advance of
the Strategic Planning Session
Within 3 months
Develop an education and
outreach strategy to build sup-
port from elected officials and
the public
3-12 months
Hold the first annual Strate-
gic Planning Session to map
out Year 1 of the Partnering
Initiative
6-12 months
Develop contract templates for
service agreements
6-12 months
Evaluate the Initiative 12-18 months (to occur
annually)
Hire a Joint Purchasing Agent
to coordinate joint purchasing
18-24 months
Community Development Execute building safety mutual
aid agreement
6-12 months
Align building code update
schedules
6-12 months
Streamline administration of
code enforcement
12-24 months
Public Safety Establish an equipment sharing
process
6-12 months
Execute a public safety mutual
aid agreement
12-24
Public Works Establish an equipment sharing
process
3-6 months
Undertake a joint mowing
contract
6-12 months
Explore other joint public works
contracts in the strategic plan-
ning session
3-6 months
Lower Fox River Partnering Initiative Shared Services Study68
Align Shared Service Efforts with
other Planning Priorities
This Study’s review of previous planning documents established the
foundation for intergovernmental collaboration. Now that the Lower Fox
River Partnering Initiative is established, the communities should continue
to include promote shared service efforts in future planning documents,
including comprehensive, strategic, and operational plans. Joint planning
projects should also be included as part of the Partnering Initiative and
integrated into any topically specific plans, such as water supply or bicycle
plans.
The strategic integration of shared service projects across planning
documents can help align activities across department and topic areas
into a cohesive suite of strategies to achieve the communities’ stated
goals. Strategic and operational plans that are aimed at internal processes
can delve deeper into recommendations for implementing specific
shared service projects and reiterate the internal steps needed to keep
the Partnering Initiative running. As the communtiies pursue future
comprehensive, transportation, water supply, or other plans, they should
continue to seek opportunities for additional collaboration.
As the Partnering Initiative grows, it should connect with other groups
working to improve local governance at different scales. First, the Lower
Fox River Partnering Initiative can involve more communities as it
becomes more established. As the group matures, it should continue
informal exchanges with other groups such as MPI and DuPage MPI to
identify new and improved means by which to address potential road
blocks and share best practices.
In addition to these initiatives, the group should connect with Transform
Illinois, a coalition for improve governance efficiency. Established in 2014,
the coalition is led by DuPage County Chairman Dan Cronin, facilitated by
the Metropolitan Planning Council, and made up of government officials,
advocacy groups, research organizations, lawmakers, and CMAP. Transform
Illinois is currently pursuing research and legislative analysis to support
shared services, local government consolidation, and funding reform to
incentivize efficiency. Participation in Transform Illinois can help Oswego,
Montgomery, and Yorkville staff connect local efforts with regional and
statewide policy agendas and learn about other strategies to improve
governance efficiency. The Lower Fox River Partnering Initiative can be
used as a case study for research on the effectiveness of shared services.
Connecting with Regional
Partners
69Next Steps
Appendix A: Oswego,
Montgomery, and Yorkville
Contract Alignment Analysis
Appendix A: Oswego,
Montgomery, and Yorkville
Contract Alignment Analysis
To: Village of Oswego (S. Jones and C. Burns), Village of Montgomery
(J. Zoephel), and United City of Yorkville (B. Olsen)
From: CMAP Staff
Re: Review of Service Contract Alignment
Date: March 18, 2015
Introduction
As the Village of Oswego, Village of Montgomery, and United City
of Yorkville begin to pursue shared service agreements and joint
procurements, attorneys and staff from all three communities must be
comfortable with multiple-municipality procurement activities and vendor
contracts. During shared service workshops, employees recommended that
municipal administrators and attorneys provide template documents and
operating procedure guidelines as a precursor to embarking upon shared
agreements. This memo reviews the alignment of terms, conditions, and
protections for shared contracts across each entity.
Example contracts were requested from each of the subject municipalities
for a side-by-side comparison of the submitted documents. The analysis
was supplemented by additional research on shared service contract
best practices. The summary and recommendations below are presented
to identify contract elements that require alignment in potential shared
agreements. The municipalities may use the findings in this memo to
develop a template shared service contract with standardized terms,
conditions, and protections that can be modified by staff for various
shared services. This memo is not a legal analysis, but a staff review
that identifies areas of consideration for municipal attorneys. Municipal
administrators and attorneys should determine how or whether to address
the identified contract discrepancies.
Documents Reviewed
• Village of Oswego: Contract with Client First Technology for consulting
service to assess Village software
• Village of Montgomery: Agreement for Professional Services (Template
Document)
• United City of Yorkville: Contract with Yorkville Mowing and
Landscaping for landscaping services for 2 Special Service Areas
Comparison of Contract Elements
Overall, many of the core contract elements were found to be in alignment.
Discrepancies are detailed below. Contract elements requiring special
attention in drafting a shared service agreement are highlighted in the
final section of this document. The Village of Oswego’s contract was the
longest document, containing 18 sections, versus Montgomery’s 11 sections
and Yorkville’s five contract sections. Much of the content was similar,
and addressed core contract elements with common language. A detailed
review of the common elements and variations in content or structure are
included in the sections below.
71Appendix A: Oswego, Montgomery, and Yorkville Contract Alignment Analysis
Table A.1. Summary & Comparison of Contract Elements
Oswego Montgomery Yorkville Aligned?Notes
Preamble •••Yes All use similar language.
Scope of Work
•••
Yes All attach the issued RFP and reference it as an Exhibit within the contract, stating
that the contractor shall furnish services as set forth in the RFP and be compensated
in accordance with the Exhibit.
Compensation •••Yes All refer to compensation as listed in RFP.
Contract Term •••Yes Oswego states the agreement begins on date signed by all parties, Montgomery &
Yorkville refer to RFP- which lists specific dates.
Termination of Contract •••No Oswego & Montgomery reserve right to terminate 14 days after written notice,
Yorkville after 7 days.
Status as Independent Contractor •••Yes All specify that the contractor shall not be considered employee of the municipality.
Bonding Yes None state any requirements for bonding of any type.
Signatures •••Yes All require three signatures (Municipal official, Clerk, Contractor).
Certifications of Compliance with
State and Federal Statutes ••No Level of detail varies for each municipality, ranging from Montgomery’s extensive
listing to Yorkville’s inclusion of zero specified certifications.
Indemnification ••No Yorkville’s provision differs from Oswego and Montgomery.
Additional Services ••No Yorkville does not include language barring modifications w/o consent.
Notification ••No Yorkville does not include contact info for City and Contractor.
Non-Disclosure ••No Oswego & Montgomery include, but differ. Yorkville doesn’t include.
Severability •No Only Oswego addresses severability.
Workman’s Comp Insurance •?•No Required by Oswego and Yorkville, Montgomery unknown.
General Liability Insurance •?•No Required by Oswego and Yorkville (differing amounts), Montgomery unknown.
Commercial Automobile
Liability Insurance •?No Required by Oswego, not required by Yorkville, Montgomery unknown.
Umbrella or Excess Liability Insurance •?No Required by Oswego, Not Required by Yorkville, Montgomery unknown.
• = Element is included in municipality’s submitted contract
? = Unknown
Lower Fox River Partnering Initiative Shared Services Study72
Contract Elements
Several contract elements were identified as not in alignment (wholly
or in part) among the three municipalities. The categories below (also
summarized in Table A.1) identify differences that may require further
attention by the municipalities during the process of drafting shared
service contracts.
Certifications
Montgomery includes an extensive listing of 11 required certifications of
compliance with state and federal statutes, as well as the contractor’s
Federal Tax Payer ID Number or SSN. Oswego lists two statutes for which
the contractor shall certify compliance (Prevailing Wage Act, Illinois
Human Rights Act) and a general requirement for compliance with laws,
which states that “the Contractor shall comply with all applicable federal,
state, and local laws, rules, and regulations, and all Village ordinances,
rules and regulations now in force or hereafter enacted, in the provision
of the goods and/or performance of the services required under this
Agreement.” Yorkville does not require any certifications of compliance
requirements.
Indemnification
Oswego and Montgomery include clauses that the contractor shall
indemnify and hold harmless the municipality. The Yorkville contract
states that neither the contractor nor the City shall be held liable in
damages caused beyond its control. The extent to which these clauses
provide coverage should be reviewed by legal staff for assurance of
alignment.
Insurance Types Required
Lack of alignment exists for the types of insurance required for
contractors. Oswego requires four types of insurance: Workman’s
Compensation, General Liability, Commercial Automobile Liability,
Umbrella or Excess Liability. Montgomery’s insurance section is very
brief and simply provides two checkboxes with the instruction that
“the contractor agrees that it has either attached a copy of all required
insurance certificates or that said insurance is not required due to
the nature and extent of the types of services rendered hereunder.”
Yorkville requires two types of insurance, Workman’s Compensation and
Comprehensive Liability.
Insurance Amount Required
The dollar amount of General Liability insurance does not appear to
be aligned. Oswego requires $1,000,000.00 of Comprehensive General
Liability insurance in the aggregate. Yorkville requires $1,000,000.00
per occurrence of General Liability insurance, or $2,000,000.00 in the
aggregate. Montgomery’s insurance requirements are not stated within the
contract document.
Termination of Contract
Oswego and Montgomery reserve the right to terminate the contract in
part or whole, upon seven days of written notice. Yorkville may terminate
after 14 days of written notice.
Additional Terms or Modifications
Owego and Montgomery do not allow modifications without written
agreement by all parties. Yorkville does not address this subject.
73Appendix A: Oswego, Montgomery, and Yorkville Contract Alignment Analysis
Non-Disclosure
Oswego’s contract contains a non-disclosure clause. Montgomery includes
an “Ownership of Records and Documents” clause, which requires that
all records developed in connection with the agreement shall remain
the property of the Village, and that the contractor keep non-FOIA-able
documents confidential. Yorkville does not include a non-disclosure
provision.
Severability
Oswego includes a severability provision. Montgomery and Yorkville do
not.
Other Items
• Oswego includes several additional sections unaddressed by the other
partners: “Assignment; Successors and Assigns,” “Recovery of Costs,”
“Waiver,” and “Integrations.”
• Yorkville includes a provision that the contractor shall meet with
the City “as often as necessary to discuss any and all aspects of the
contract.”
Contract Elements Requiring Further Attention
Based on general research of shared service procurement processes and
review of the submitted contract documents:
• Bid Process Leadership. determination must be made to designate
an involved municipality to lead the bidding process and serve as the
main contact during procurement. Municipal leads may rotate for each
project. Clarity of procedure and responsibility will be essential, for
contractors and municipalities to ensure efficiency during the process of
procurement and contract execution. The municipalities should develop
language and practice that enable project leadership, while clarifying
that all involved municipalities must review and approve the bid award,
execute the agreement acceptance, and maintain individual authorities
and responsibilities throughout contract term. Once the communities
have established the process and designee, appropriate language should
be included within contracts.
• Consensus on Format for Expressing State and Federal Requirements.
The primary differences between contracts stem from the manner
in which requirements to comply with state and federal statutes are
stated. Montgomery, for instance, lists and describes 11 requirements
for certification of statute compliance (including Anti-Bribery, Drug Free
Workplace, and International Boycott), while Oswego listed only two
and Yorkville did not list any. Involved municipalities, with counsel from
their legal staff, should reach consensus on the essential requirements
to include within their contracts to remain legally compliant and
support the objectives of the requirements within a concise document.
If the inclusion of explicit detail on certain requirements is not legally
required, but is included to highlight and emphasize their importance
and necessity for contractors, partner municipalities can discuss to
reach consensus on what to include in any shared contracts.
Lower Fox River Partnering Initiative Shared Services Study74
• Unique Statutory Requirements. Any unique affidavits or other
items required by local statute for individual municipalities should be
identified and grouped within one section of the contract. Examples
include requirements for references and criteria for disqualified persons
or entities. Any unique requirements not expressly required by statute,
but included as general practice by an involved municipality, should be
examined for utility and included or excluded as applicable.
• Provisions to Ensure Continued Protections. As the number of partners
increases, the involved municipalities should revisit contract language
to ensure that previously assumed protections remain sufficient for
contracts involving multiple municipalities (for example, security
of proprietary data or confidential information). Future contract
language reviews should also provide assurance that no municipality is
responsible in any way for the payments of another municipality in any
event of default.
• Insurance. Insurance requirements differ between Oswego and Yorkville,
and Montgomery’s insurance requirements are not listed in its contracts.
The municipalities and their attorneys should decide how to align the
types and amounts of insurance required. The municipalities should
also determine whether certifications of insurance identify partner
municipalities as additional insured entities.
• Alignment of Deadlines and Procedural Dates. Alignment of deadlines
and actionable dates, whether required by statute or past practice,
should be established. Yorkville’s cancellation of contract after 14 days of
written notice to contractor versus Oswego and Montgomery’s seven-day
requirement is one example of this misalignment.
• Selection Criteria. Preference for local vendors is common for single
municipality contracts. This preference may be formally stated or
informally practiced. A shared agreement will expand geographic
boundaries and modify the relative localness of certain vendors.
Municipalities should be aware that vendors that were previously
deemed preferred due to their proximity may not necessarily continue
this status without special attention to provide language enabling that
status. For instance, a vendor located in Oswego would not necessarily
be considered local to Yorkville, and vice versa. The municipalities
should determine whether any local vendor preferences are generalized
to the aggregate area of all partner municipalities, or whether an
alternate system is adopted to preserve current vendor selection
policies.
• Indemnification. The extent to which the existing indemnify and hold
harmless clauses provide coverage should be reviewed by legal staff, and
appropriate language selected to indemnify partner municipalities.
• Surety. All submitted contracts were aligned in their attention to
requirements for security guarantees, as none required either a bid
bond or a contract bond. This element should be considered aligned, but
consensus on whether this practice will continue going forward should
be confirmed.
• Jurisdiction. A common contract element is inclusion of the applicable
jurisdiction and venue of law governing the contract (i.e., Montgomery’s
contract currently states the venue shall be Kane County). As potential
municipal partners grow, the group should include appropriate language
that is inclusive of all municipalities involved.
75Appendix A: Oswego, Montgomery, and Yorkville Contract Alignment Analysis
Appendix B:
Case Studies
9 http://www.pwmag.com/best-practices/illinois-
municipal-partnering-initiative-mpi_o_3.aspx.Overview
The Municipal Partnering Initiative was established
in 2010 in response to fiscal constraints resulting
from the national economic downturn. The founding
municipalities, including the Villages of Glenview and
Buffalo Grove, developed the group as a new model
of more efficient service delivery. MPI now comprises
35 municipalities in northern Cook, DuPage, Lake
Counties: Arlington Heights, Bannockburn, Buffalo
Grove, Cary, Evanston, Fox River Grove, Glencoe,
Glenview, Glenview Park District, Gold, Grayslake,
Gurnee, Highland Park, Kenilworth, Lake Bluff,
Lake County, Lake Forest, Lake Villa, Lake Zurich,
Libertyville, Lincolnshire, Lincolnwood, Lindenhurst,
Morton Grove, Mundelein, North Chicago, Northbrook,
Northfield, Niles, Park Ridge, Skokie, Vernon Hills,
Wheeling, Wilmette, Winnetka, and Woodridge.
Initiating the Program
The original group of 18 municipalities first identified
about 40 routine services, such as road resurfacing
and sewer lining, and then formed committees to
evaluate and write bid specifications for each group.
Four committees (Public Works, Utilities, Facilities,
and Construction) assessed each community’s
existing programs and contract and, together, drafted
a 30-page front-end document in standard contract
language to cover all four committee groups. The
groups pilot shared service was crack sealing (an
existing purchasing cooperative recently discontinued
the service). Four communities participated in the
initial joint bid contract.
Case Study 1: Municipal
Partnering Initiative (MPI)
How it Works
As a voluntary program, all communities regardless
of past participation are invited to join in whatever
MPI contracts meet their needs. Participation does
not require formal membership, fees, or mandatory
responsibilities. Municipalities can even sign on after
bids are accepted, although up-front participation is
encouraged to ensure MPI receives the best prices
from contractors.
MPI committees annually compile a list of
communities’ desired shared services and
commodities and divide the projects into bid groups
based on budget and geography. To determine the
best approach for each project, committee members
evaluate existing specifications for each community
and select the one that works best for the entire
group.9 Each MPI contract emerges from this
collaborative process on bid specifications.
The participating communities take turns coordinating
the contracts. In the first year, Glenview took the lead
on most projects. By 2014, the leadership was more
distributed: nine communities managed 17 joint bids.
Community leads are expected to:
• Coordinate with participating municipalities to
determine interest and schedule meetings
• Gather information needed for bid specifications
and scope
• Release and receive bids
• Distribute bid results and recommend award
77Appendix B: Case Studies
Once a contractor is selected for the group, each community is responsible
for managing and paying for its own contract. The contract specifications
are consistent, but each community can maintain some individual
requirements.
Shared Services
The early bids were considered low-hanging fruit, chosen to test the
service sharing process and encourage growth in participation. In 2011,
MPI’s first full year, 20 communities participated in 11 joint bids for nine
services. Now, the initiative offers 30 shared services that range from
routine activities with little variation between communities, such as crack
sealing, to complex construction projects with numerous line items, such
as road resurfacing. MPI has even continued its growth and exploration to
partner in other areas, including: IT shared services, inspectional services,
electric vehicle charging stations, and fleet shared services.
A few examples are given below of specific bids completed in 2013, the
number of bidders that the group received, and the awarded contractor for
each service.
Completed Bids, 2013
Project
Number of
Communities
Bid Opening
Date
Number
of Bidders Awarded Contractor
Street Sweeping*3 1/31/2013 4 Hoving Clean Sweep
Cold Patch 8 2/14/2013 1 Peter Baker Son & Co.
Crack Sealing 15 2/21/2013 3 Denlar
Sewer Cleaning*2 2/28/2013 2 Not Awarded
Leak Detection 7 2/28/2013 2 ADS Environmental
Generator
Maintenance*
8 3/28/2013 5 Patten Power
Utility Locating*5 5/28/2013 1 USIC
Cross Connection
Devices
(Municipal)*
4 7/2/2013 5 Amercian Backflow
Tree Maintenance*3 7/30/2013 2 Evaluating
MPI Growth of Services, 2011-2013
2011 2012 2013
Crack-Sealing Crack-Sealing Crack-Sealing
Resurfacing Resurfacing Resurfacing
Concrete Concrete Concrete
Sewer Lining Sewer Lining Sewer Lining
Leak Detection Leak Detection Leak Detection
Hydrant Painting Hydrant Painting Hydrant Painting
Water Meter Testing Water Meter Testing Water Meter Testing
Emergency Contractor As-
sistance
Emergency Contractor As-
sistance
Emergency Contractor As-
sistance
Cold Patch Cold Patch
Hauling/Delivery Hauling/Delivery
Pavement Marking Pavement Marking
Janitorial Services Janitorial Services
Bridge Inspections Bridge Inspections
Asphalt Patching Asphalt Patching
Street Sweeping
Sewer Cleaning
Utility Locates
Tree Maintenance
Generator Maintenance
Cross Connection Control
Lower Fox River Partnering Initiative Shared Services Study78
Results
Cost Savings
From 2011 to 2013, MPI estimates combined savings ranging from $1.23
million to $1.56 million. Municipalities realize additional efficiencies by
merging engineer and attorney reviews and bid creation, advertising, and
awarding. In addition to cost savings, MPI partners benefit from improved
relations with their peers and counterparts in neighboring communities.
Increased collaboration offers MPI partners the opportunity to share
best practices and learn from each other while researching and providing
recommendations for efficient and cost-effective services. This type
of expanded support network is critical as municipal roles become
increasingly complex and staff members are required to wear many
different hats. The savings for each completed project from 2011-2013 are
detailed below.
Summary of Completed Projects, 2013
Project Number of Communities Total Project Value Savings
Crack-Sealing 15 $555,000 $40,000-50,000
Resurfacing (Lake Groups 1 & 2)4 $3,200,000 $101,000-121,000
Resurfacing (Cook)2 $2,300,000 $148,000-158,000
Concrete Flatwork (Groups 1-5)15 $890,000 $57,000-77,000
Concrete Pavement (Groups 1 & 2)4 $537,000 $15,000-19,000
Sewer Lining (Groups 1-4)14 $4,000,000 $51,000-61,000
Sewer Televising 6 $261,000 $56,000-66,000
Contractor Assistance 9 $126,000 $23,000-31,000
Leak Detection 3 $71,000 $5,000-8,000
Hydrant Painting 6 $74,000 $20,000-30,000
Asphalt Patching 2 $173,000 $2,000-4,000
Cold Patch 8 $138,000 X
Hauling & Delivery 5 $500,000 $2,000-4,000
Pavement Marking 4 $167,000 X
Custodial Services 8 $534,000 $12,000-14,000
Street Sweeping 3 $174,000 $2,000-4,000
Generator Maintenance 7 $96,000 $18,000-24,000
Total Savings Realized $552,000-671,000
Source: MPI Presentation, 30 October 2014.
79Appendix B: Case Studies
Summary of Completed Projects, 2012
Project Number of Communities Total Project Value Savings
Crack-Sealing 14 $557,000 $54,000-64,000
Resurfacing (Lake)4 $3,290,000 $24,000-34,000
Resurfacing (Cook)4 $3,670,000 $64,000-74,000
Concrete (Groups 1 & 2)11 $1,490,000 X
Sewer Lining (Groups 1 & 2)10 $2,500,000 X
Sewer Televising 7 $261,000 $65,000-75,000
Contractor Assistance 9 $126,000 $23,000-31,000
Leak Detection 5 $71,000 $3,000-5,000
Hydrant Painting 6 $74,000 $20,000-30,000
Cold Patch 9 $111,000 $12,000-16,000
Hauling & Delivery 5 $500,000 $2,000-4,000
Pavement Marking 4 $167,000 X
Custodial Services 8 $534,000 $12,000-14,000
Bridge/Retaining Wall 2 $10,000 $12,000-18,000
Total Savings Realized $291,000-365,000
Source: MPI Presentation, 30 October 2014.
Summary of Completed Projects, 2012
Project Number of Communities Total Project Value Savings
Crack-Sealing 12 $421,000 $50,000-70,000
Resurfacing (Lake)3 $2,990,000 $100,000-120,000
Resurfacing (Cook)2 $2,840,000 $80,000-100,000
Concrete 8 $966,000 $15,000-20,000
Sewer Lining (Group 1)5 $1,090,000 $30,000-50,000
Sewer Lining (Group 2)7 $945,000 $60,000-90,000
Sewer Televising 4 $365,000 $16,000-26,000
Leak Detection 5 $71,000 $3,000-5,000
Hydrant Painting 6 $60,000 $8,000-10,000
Water Meter Testing 3 $20,000 $500-1,500
Emergency Contractor Assistance 11 $150,000 $27,000-37,000
Cold Patch (2012 Project)9 $111,000 $16,000
Total Savings Realized $405,500-545,500
Source: MPI Presentation, 30 October 2014.
Lower Fox River Partnering Initiative Shared Services Study80
Time Commitment and Staff Burden
As the initial champion of the program and primary lead agency, the
Village of Glenview provided essential leadership early on that helped
to reduce skepticism among staff regarding the MPI approach. Not all
staff members were receptive to the changes. Getting the initiative off
the ground required all partners to devote significant amounts of time to
developing the program, communicating with lead agencies, and attending
MPI meetings. The largest initial hurdle was generating bid specifications
acceptable to all parties, but renewal contracts have required very little
amendments in subsequent years.
After the heavy-lifting on bid documents in the first year, staff time was
mainly spent managing their community’s portion of the work. While MPI
partners reported reduced administration time and effort in subsequent
years, joint bidding was not a replacement for strong local project
management.
Strategic Project Selection
Not every shared service project has worked for all communities. For
ease of coordination and implementation, administrators increasingly
base project selection on scale and geographic locations, as well as
straightforwardness of contracts. As such, construction projects and
commodities purchasing have emerged as the ideal types of projects for
joint bids. The most challenging joint bid projects involved many line
items, such as road resurfacing, and/or variable levels of expectation, like
custodial services. The key has been to limit the contract price and base
bid groups on size of contract and location.
Degrees of Impact
Most MPI participants report their involvement to be valuable. In general,
smaller communities benefitted the most from economies of scale. In
many cases, the differences in savings between communities were as large
as $10,000 for a single shared service. For instance, the small Village of
Lincolnshire (population 7,275) has reported significant savings across
multiple shared services, including nearly a 40% cost reduction per square
yard of asphalt patching. The much larger Village of Glenview (population
50,690) also reports cost savings through the initiative, but at lesser
magnitudes.
Participants acknowledged that some degree of service is sacrificed by
engaging in shared service work. Road resurfacing, for example, took
much longer to do jointly, leaving some roads under construction for
much longer periods of time. The group learned to build in specifications
to address this in advance. This pre-emptive scheduling has reduced
confusion within communities about service delivery and has informed the
structure of the group bids from the onset.
Continual Learning
One of the hallmarks of MPI’s success has been the group’s proactive
approach to improving the initiative. Participant feedback and sustained
communication among partners proved fundamental to improving
the program. Participants regularly utilize a common Dropbox site for
document repository and SurveyMonkey to collect and analyze data.
Significant participant and vendor feedback have improved the process for
all parties with each new bid.
81Appendix B: Case Studies
Overview
The DuPage County Municipal Partnering Initiative was established in 2013
and currently includes 12 municipalities. Its members were inspired by the
successes of the MPI and became interested in forming a similar group for
DuPage communities. Members include Bensenville, Burr Ridge, Clarendon
Hills, Downers Grove, Downers Grove Sanitary District, East Chicago, Glen
Ellyn, Lisle, Lombard, Roselle, Villa Park, West Chicago, and Woodridge.
Initiating the Program
Representatives from DuPage have worked closely with the Village of
Glenview to transfer the process and also attended an MPI manager’s
meeting to gain additional understanding of the process and discuss the
potential of creating a DuPage regional group. The Village of Glenview not
only walked them through the process of developing shared services, but
also provided all of their existing bid documents for DuPage communities
to modify and use.
Unlike the original MPI, which was led by village managers, the DuPage
effort was driven by Public Works Directors from the Villages of
Lombard, Downers Grove, and Woodridge. These Directors first convened
representatives from nine communities to consider joint bidding. They
examined each community’s contracts for crack sealing, concrete flatwork,
and leak detection to determine whether the specifications could be
coordinated and whether quantities were sufficient to generate economies
of scale.
How it Works
The DuPage group follows the MPI approach, which provides for one lead
agency to manage a particular bid process for any communities wishing
to participate. Before deciding which contracts would be included in the
process for 2014, the DuPage Mayors and Managers Conference (DMMC)
distributes a survey to DuPage municipalities to gage interest in jointly
bidding contracts and serving as lead agency, and to compile budget
estimates. Bid groups were then developed based on geographic proximity
and contract values that seemed manageable and appropriate.
DuPage MPI publishes one advertisement for the group for each joint
bid. Each community is eligible to award a contract, reject bids, or pick
their contractor of choice. Like MPI, lead agencies are responsible for
distributing contracts and getting all communities to sign off. They
also coordinate bid openings, meetings, and documents, although each
community prepares its own contract and is in charge of its own contract
oversight.
Case Study 2: DuPage MPI
Lower Fox River Partnering Initiative Shared Services Study82
Shared Services
In 2014, the group’s first full year, 12 communities participated in about a
dozen joint bids:
• Cold mix
• Concrete
• Contractor assistance
• Crack sealing
• Hydrant painting
• Leak detection
• Landscaping
• Pavement marking
• Resurfacing
• Sewer lining
• Street sweeping
• Tree maintenance
• Truck hauling/delivery
• Water meter testing
The market of shared service opportunities expanded after the first year as
sanitary and park districts, such as Glenbard Wastewater Authority, joined
the DuPage MPI.
83Appendix B: Case Studies
Results
Cost Savings
DuPage MPI communities reported more moderate levels of cost savings
than MPI communities. Smaller communities reported significant cost
savings. Larger communities felt that the program helped control costs of
inflation, but did not experience large cost-savings. In fact, some shared
service projects cost some communities more than if they had pursued
them independently. While some communities have decided to pursue
some services independently, others have continued to share services
together, as well as with other MPI members in Cook and Lake Counties.
While some DuPage participants have been critical of the monetary
benefits of the program, others have focused on the value of its
nonmonetary effects. The program prompted more interaction and
coordination between municipalities and allowed opportunities for
Public Works Directors to share best practices for bid specifications.
The formation of the DuPage MPI has also led to the development of
the DMMC’s Public Works Directors Steering Committee, a recently
established group which meets quarterly to discuss operational issues and
share expertise related to regulatory policy issues.
Time Commitment and Staff Burden
In the first year, larger communities took on the responsibility to resolve
most of the contract nuances and create boilerplate specifications for joint
bidding. Just as MPI participants acknowledged, carrying out those service
sharing activities was often too much for one person or municipality
to manage. The role of lead agency represented a substantial time
commitment. Initially, the group was interested in having DMMC facilitate
the initiative. Ultimately, DMMC chose not to take on that role. Finding
lead agencies to coordinate specific shared service projects continues to be
a challenge for some shared service projects.
Project Selection and Implementation
The DuPage MPI communities reported particular difficulty developing
and carrying out joint contracts. For example, five communities discussed
four different options for hydrant painting—a relatively straightforward
service—and struggled to merge the variations. The group bidding
process led to some disputes with contractors, requiring participating
municipalities to reconvene several additional times. For instance, some
contractors initially requested additional payments for mobilization to
each town. In another case, a vendor did not want to uphold the agreed
upon group rate for one of the smaller communities after a contract was
awarded. So far, the communities have had mixed satisfaction working
with vendors for joint bids.
Degrees of Impact
As with MPI, small communities benefited the most from shared services.
But even more significant than cost savings or cost containment, the
initiative provided small municipalities the opportunity to provide services
which were previously suspended or unavailable. For example, the Village
of Burr Ridge did not receive any bids for crack sealing in 2013 and had
to forgo that service. It has since been able to resume the activity by
participating in a joint crack sealing bid through DuPage MPI.
84 Lower Fox River Partnering Initiative Shared Services Study
Overview
The South Suburban Code Enforcement pilot program was launched in
2015 to improve property maintenance and residential code enforcement
in Richton Park, Park Forest, Chicago Heights, and South Chicago Heights.
These four municipalities formed a partnership to share the administrative
aspect of code enforcement through a centralized Administrative Hub. This
effort is a partnership between the communities and Metropolitan Mayors
Caucus (MMC), the Metropolitan Planning Council (MPC), the South
Suburban Mayors and Managers Association (SSMMA) and the South
Suburban Land Bank and Development Authority (SSLBDA), Ancel Glink,
WRB LLC, and DePaul University’s Institute for Housing Studies.
This example is unique from the others profiled in this Study in two key
ways. First, the shared service was formed to address a specific issue:
reducing blight through shared code enforcement strategies. Second, idea
for the initiative is facilitated and financially supported by third party
partners rather than the communities. This pilot program is still in nascent
stages, but provides an interesting example of programmatic cooperation
outside of joint bidding. MMC is interested in expanding the Hub to
municipalities outside of south suburban Cook County.
Initiating the Program
In 2012, a third-party review of code enforcement practices among
SSMMA communities revealed significant variation across standards and
procedures. Recent personnel reductions placed severe constraints on field
inspectors. The increase in vacant property and investor-owned rental
property as the result of the foreclosure crisis put additional burden on
municipalities’ code enforcement departments. SSMMA also reported that
the inconsistent standards and divergent procedures had led to frustration
and uncertainty in development and property investment in vacant and
under-managed properties. The South Suburban Code Enforcement pilot
program was created in response to these concerns.
The inception of the pilot program involved several external organizations.
MMC began working with its members to develop strategies to improve
the capacity of municipal building departments to stabilize declining
housing stocks. The project kickoff included a brainstorming session
with the South Suburban Housing Collaborative members. Multiple
communities expressed a desire to explore service sharing strategies
amongst code enforcement departments as a way to increase staff capacity.
MMC received a grant to work with the four participating communities.
After exploring several options for sharing code enforcement activities,
the group settled on the idea of a shared Administrative Hub to enforce
property maintenance codes.
Research and recommendations from several groups have informed the
development of the Administrative Hub. Partners have prepared several
memos that established basic recommendations for coordinating code
enforcement standards, outlined legal strategies for targeting blighted
properties in non-home rule communities, and discussed the transfer of
home rule powers through intergovernmental agreements.
Case Study 3: South Suburban
Code Enforcement
85Appendix B: Case Studies
How it Works
The Administrative Hub is designed to streamline property maintenance
and code enforcement activities by dedicating centralized staff to handle a
high volume of property maintenance and code enforcement cases using
standard forms, notices, and procedures. Through the initial research
phase, the project team outlined five key functions that The Hub could
focus on:
• Preparing documents to record liens
• Researching title issues and identify interested parties
• Preparing applications for “No Cash” Bids
• Preparing supporting documents for demolition and abandonment
proceedings
• Assisting with administrative adjudication and filing of judgement liens
During the pilot period, the Hub is primarily focusing its initial efforts
on support services for property maintenance liens and “fast track”
remediation and demolition actions. Operations will begin once Building
Department staff identifies a delinquent property and sends information
on its condition to the Hub staff. Depending on whether the structure
is vacant or occupied, the Hub will either reach out to the building
department staff and discuss “fast track” remediation and demolition
options or proceed without notice. The Hub will then send the required
notice to all essential parties and identify a date after which the Building
Department is authorized to take action. Next, the Building Department
will submit a standard Completion Form with invoices for costs incurred.
The Hub prepares and records liens for those costs and, if indicated on the
Completion Form, the Hub will hold liens for up to one year before filing
to combine all costs into a single lien. All recorded liens will be sent to the
appropriate Building Department for local files.
Each task has a significant administrative component that is best carried
out by staff experienced in title searches, document preparation, and other
administrative tasks. The Hub will work with Building Department staff
to prepare all necessary supporting documents for a wide range of liens
and other enforcement actions. Ideally, the Hub will also streamline the
process by preparing form documents, researching title information, and
focusing the efforts of municipal building departments.
The Hub will be jointly managed by the SSMMA and SSLBDA for the
duration of the pilot phase (four to six months). At the conclusion of the
pilot, the Hub will be evaluated and considered for expansion to include
other SSMMA and SSLBDA member communities, and possibly other
communities from other areas of the region.
Expected Results
First and foremost, the Administrative Hub is expected to mitigate
property maintenance violations. The Hub’s specialized focus is expected
to improve efficiencies of code enforcement and expand community
capacities to identify and cite property code violations. For example,
communities noted that searching for titles for vacant properties is
one of the most challenging and time-consuming activities of code
enforcement. The Hub staff can build institutional relationships with
title companies that can allow them to efficiently prepare title reports to
support code enforcements. The Hub will also prepare and enforce liens
for abandoned properties and develop a list of recommended strategies
that municipalities can take for property repair or demolition. Without the
burden of paperwork, inspectors can focus on property inspections in the
field. This approach not only coordinates approaches to code enforcement
across the four communities, but also builds capacity for each of them to
target blighted properties without having to individual rediscover options
each time they need to take action on a problem property.
86 Lower Fox River Partnering Initiative Shared Services Study
87Appendix B: Case Studies
Appendix C:
Workshop Materials
Goal-Setting and Visioning Workshop List of Services by Department
Community Development Services
Planning Zoning Ordinances and Codes
Comprehensive, land use, sub-area, and long-
range planning
Updating and reviewing codes and
ordinances
Plan review Zoning Board of Appeals
Citizen advisory committees Inspection/Enforcement
Plan Commission Building inspection
Licensing and Permitting ADA compliance
Permit fee collection Infrastructure inspection
Liquor ICC certification and testing
Farmers Plumbing inspection
Amusement devices Elevator inspection
Video gaming terminal Construction inspection
Solicitors Economic Development
Itinerant merchants Economic development data collection
and analysis
Pawn brokers Business attraction
Taxi cabs Tourism
Raffles Contacts with local developers, property
owners, etc
Massage establishments Assist with applications
Taxi cabs Business grant and loan programs (such
as façade improvement programs)
Raffles Grant writing
Massage establishments
Administration, Human Resources, and Finance Department Services
General Equipment Human Resources
Printers and copiers Payroll
Workstations Employee benefits and administration
Custodial maintenance and supplies Unemployment insurance
Office supplies Staff recruitment
Software Staff development and training
Building department database software Occupational health and drug tests
ESRI ArcGIS Wellness program
Water billing software Helpdesk
Citizen engagement software Community Relations
Building Security Municipal website maintenance
Door system (door fob and keycard)Newsletter (e-newsletter and print)
Honeywell climate system Social media
Video surveillance Press releases
Video surveillance Special events (including farmers
markets, concerts, 4th of July festivities,
movies in the park, baseball leagues)
IT Other Administration
Internet and wi-fi Grant writing
Phone service (including land lines and cell
phones)
Transit (Park and Ride and paratransit)
Servers Legal services
Network wiring, operations, and administration Meeting agendas and minutes
Firewall and antivirus Record maintenance
System repair and set-up FOIA processing
Adjudication proceedings
Voter registration
Electric aggregation
89Appendix C: Workshop Materials
Public Safety Services
Core Police Functions Equipment
Traffic patrol Vehicle maintenance
Arrest and charge individuals suspected of com-
mitting crimes
Car washing/detailing cleaning services
Maintain jail and detention facility Biohazard cleaning services
Conduct investigations Weapon ammunition
Evidence and property control Uniform purchases
Drug enforcement/narcotics Cell blankets cleaning service
Emergency management and training Office supplies
Personnel Cleaning supplies and services
CALEA accreditation Copiers
Training and certifications for staff Ticket books
Firearms training Shredding
Community Policing Administrative
Juvenile services Records maintenance
Junior Policy Academy Verizon wireless
Student Police Academy Comcast
Explorers New World Systems
Neighborhood watch Motorola
Crime prevention Other
Police Commission Adjudication
Citizen Police Academy Special Response Team
Honor Guard and Pipes and Drums Animal control
Police Cadets Pest control
Community Service Officers
Public Works Services
Street maintenance Roadside maintenance
Crack sealing Mowing
Pavement cleaning Litter collection/graffiti removal
Pothole patching Landscaping
Shoulder stone Tree/storm damage removal
Seal coating Street light maintenance (re-lamping,
pole maintenance, fixture repair)
Asphalt overlays Building Maintenance
Drainage Maintenance Floor cleaning/vacuuming
Catch basin cleaning Trash/recycling bin disposal
Ditch maintenance Washroom cleaning
Inlet and manhole maintenance Window washing
Pipe/basin cleaning/repair Interior lighting
Emergency Response Traffic Maintenance
Flood control and washout response Sign system maintenance
Roadway incidents Pavement striping
Disaster response Traffic signal maintenance
Grounds Maintenance Water
Mowing Distribution
Tree trimming Hydrant/valve/water main repair/re-
placement
Power blowing Pump station maintenance
Landscaping (pruning, mulching)SCADA
Edging IEPA monthly reports
Turf aeration Tank maintenance
Herbicides/fertilizers Boil orders/public notifications
Leaf collection Meter reading/testing
Fleet Service line inspections
Scheduled service (oil change, lubrication)Water testing
Repair Wastewater
Routine cleaning Lift station
Small engine (mowers, pumps)Electrical maintenance
Fleet fuel Pump/equipment repair
Specialty equipment Sewer cleaning, repair, televising
Winter Maintenance Inflow/infiltration (I/I) testing
Snow removal (plowing and applying salt)Manhole repairs
Purchase of salt/sand/other deicers
Public Works Services (Continued)
Lower Fox River Partnering Initiative Shared Services Study90
Visioning Workshop Exercise
Benefit
Re
s
o
u
r
c
e
I
n
t
e
n
s
i
t
y
I. Resource Intensive/
Low Benefits
III. Non-Resource
Intensive/Low Benefits
II. Resource Intensive/
High Benefits
IV. Non-Resource
Intensive/High Benefits
91Appendix C: Workshop Materials
Prioritization Workshop
Shared Service Worksheet (insert name)
Existing Context
Oswego Montgomery Yorkville
Does community currently provide this service / program?
(Y/N)
Contract vs in-house
Vendor
Contract start date
Schedule/frequency of service delivery
Expertise or special equipment needed
Software used/needed
Other existing partnerships (county, state, other
municipalities)
Service Sharing
What is needed to create a formalized agreement? For example, consider: What information will you need to gather to present to
your Administrators/Board/Council? What actions, if any, will need to be taken
by your municipality’s Board/Council? Will you be asking for funding or staff time?
Potential benefits of sharing this service
Potential challenges of sharing this service, including any
challenges that may be unique to a particular community
Lower Fox River Partnering Initiative Shared Services Study92
April Roundtable Exchange Group Discussion Worksheet
1. Since your working groups last met in December / January, what (if any) progress has been made on the
short list of service sharing arrangements you selected to explore?
2. What challenges have your working groups faced in getting shared services off the ground? What (if any)
are the similar issues you’ve encountered across your working groups (for instance, lack of staff time,
inconsistent contract language, Board approval / political impediments, etc.?)
3. What will it take for your working groups to stay on their established paths (for instance, maybe you decided
on quarterly meetings; maybe there are a handful of services you identified to take on at a later date when
the timing is right)?
4. Determine who will report back to the larger group about your discussion.
93Appendix C: Workshop Materials
Lower Fox River Partnering Initiative Shared Services Study94FY1X-XXXX
233 South Wacker Drive, Suite 800
Chicago, IL 60606
312-454-0400
info@cmap.illinois.gov
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