Administration Packet 2003 05-08-03 *.,1)D C'1
United City of Yorkville
a �® County Seat of Kendall County
EST.frii 1836
800 Game Farm Road
Co Yorkville, Illinois 60560
o CEJ 0 Phone:630-553-4350
Fax:630-553-7575
'LLE '‘'
AGENDA
ADMINISTRATION COMMITTEE MEETING
THURSDAY, May 8, 2003
6:30 P.M.
CITY CONFERENCE ROOM
Presentation: Fiscal Impact Study by Roger Dahlstrom of NSU
Old Business:
1. Minutes for Approval/Correction: March 13, 2003
2. Review Planning Coordinator's Fees
3. Water Accounts - Update
4. New Entry Way Sign - Update
New Business:
1. Engineering Assistant Position
2. Renaming of Faxon Road
3. Minolta Copier Proposal
4. Revised City Engineer Job Description
5. GASB 34 Fixed Assets Policy
Additional Business:
NORTHERN ILLINOIS
$ UNIVERSITY
CENTER FOR GOVERNMENTAL STUDIES
DEKALB, ILLINOIS 60115-2854
May 05, 2003 (815) 753-1907
FAX(815) 753-2305
www.cgsniu.org
Mr. Anton Graff, City Administrator
United City of Yorkville
800 Game Farm Road
Yorkville, IL 60560
Subject: Fiscal Impact Analysis Report
Dear Tony:
Enclosed you will find five copies of a fiscal impact analysis report (Report) based on
the proposed Grande Reserve Development (Development). The analysis is based on
information from a number of sources including data provided by the United City of
Yorkville (City); the concept plan submitted by Moser Enterprises, Inc. (Developer) to
the United City of Yorkville on June 13, 2002; and a letter from Moser dated January
08, 2003. You will note that the Report incorporates updated information including the
following:
• The Report incorporates several revisions to state-distributed per capita revenue
figures consistent with recent conversations with Traci Pleckham.
• Development impact fee revenues have been revised. It should be noted that
the revised figures are significantly higher than those included in the December
2002 Report.
• With respect to development impact fees, the Report is based on demographic
factors from Illinois School Consulting Services (ISCS), 1996. These figures are
somewhat different from those used by the City for the calculation of
development impact fees. We chose to use the 1996 figures in order to base
overall impact analysis on the most current demographic factors available on a
dwelling unit basis. As a result, development impact fee figures in the Report
may vary from actual amounts to a minor extent.
If you have any questions regarding the enclosed material, please contact me at my
university office (815-753-0932) or my home office (815-338-5087).
Northern Illinois University is an Equal Opportunity/Affirmative Action Institution.
,�lr grely,
cRoger Dahlstrom, AICP
cc: Holly Baker, United City of Yorkville
Traci Pleckham, United City of Yorkville
John Lewis, CGS
Theresa Wittenauer, CGS
((4,
Grande Reserve
Yorkville, Illinois CENTER
FOR
GOVERNMENTAL
..' rai5 '
- - .. ---
'JSTUDIES
M
d
Fiscal Impact Analysis & Report
Prepared for:
United City of Yorkville
Prepared by:
Center for Governmental Studies
Northern Illinois University
May, 2003
Northern
Illinois
University
www.cgsniu.org
815.753.1907
Introduction •
This report summarizes the probable fiscal impact of the proposed Grande Reserve
residential development (Development) on the United City of Yorkville (City). Public
revenues that would be generated as a result of the Development and costs associated
with providing public services are projected for a 10 year period.
All dollar figures presented in this report are expressed in constant 2003 terms. No
assumptions have been made regarding appreciation in property values, inflation rates,
revisions to tax rates, or changes in fee structures through the projection period. As a
result, the potentially distorting influence of nonlinear changes and conjecture with respect
to these factors can be avoided, and dollar figures can be evaluated in consistent terms.
The analysis has incorporated several assumptions based on the preliminary development
plan and phasing schedule provided by the developer in addition to information provided
by the City. These assumptions include, but are not limited to, the overall development
schedule, development components, absorption rates, land and building values, property
tax rates, public revenue from miscellaneous sources, and the cost of providing public
services. While the findings are based on assumptions that are deemed to be reasonable
and accurate, some assumptions may not hold true in the future. As a result, it is important
to understand the limitations of the findings and, specifically, the relationship between
assumptions and findings.
Whenever possible, the data utilized in this report are drawn from generally accepted
sources presumed to be the most reliable that are available; and findings are based on the
data. However, it is possible that the development components or schedule may be
altered. Should this occur, modifications to the analysis would be necessary in order to
obtain an accurate estimate of the revenue and expenditure implications associated with
the revised development components or schedule.
The Development
The proposed development project is planned to include basic components as follows:
1. One thousand, three hundred, twenty four (1,324), four bedroom, detached, single
family dwelling units.
2. Eight hundred,thirty one (831), two bedroom, attached, single family dwelling units.
3. One hundred, ninety five (195), three bedroom, attached, single family dwelling
units.
4. Three hundred (300), two bedroom, apartment dwelling units.
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A neighborhood commercial center of approximately five acres containing 40,000
square feet of gross leasable area (GLA).
rhe Project is planned for an approximate 10 year development period. Tables 1 and 3
Ilustrate the estimated build-out schedule for the development program. A detailed
)reakdown of absorption and mean dwelling unit values is provided in the Technical
appendix.
)emographic Profile
the population and student projections for the proposed Grande Reserve Development
are provided on Table 2. The factors used for estimating the population per dwelling unit
are from the Illinois School Consulting Service/Associated Municipal Consultants, Inc.
;1996) and vary somewhat from a similar table used by the City of Yorkville.
Fiscal Impact on the Municipality
The City of Yorkville will receive revenues from the proposed Grande Reserve
Development, as well as incur operating and capital improvement costs for providing public
services to the Development. In this fiscal impact analysis, the following types of municipal
revenues and expenditures have been projected:
Revenues Expenditures
Real Estate Taxes General Fund
State Income Tax Rebates Special Funds
Photo Processing Tax Rebates Debt Service
Use Tax Rebates Capital Fund
Motor Fuel Tax Rebates Pension Funds
Utility Tax
Telecommunications Tax
Garbage Surcharge
Development Impact Fees
Building Permit & Administration Fees
Sewer Maintenance Fees
Household-based Retail Sales Tax
Commercial (retail) Sales Tax
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1 .
Real Estate Taxes
In order to provide an accurate projection of the real estate tax revenues likely to be
generated by the Grande Reserve Development, it is necessary to make assumptions
regarding the value of the Development and apply factors relevant to the local property tax
structure. In Illinois, there is basically a four step process involved in the computation of
real estate taxes as follows:
1. Determining fair market value (FMV).
2. Applying the local assessment factor.
3. Applying the state equalization factor to obtain the equalized assessed value(EAV).
4. Applying the real estate tax rate to the EAV.
This process is reflected in the figures included in Tables 2 and 3.
Determining Fair Market Value
To determine the fair market value (FMV) of a development, assumptions must be made
regarding the value of land and improvements. For the most part, the estimate of FMV for
the Grande Reserve Development is based on anticipated average sale prices of homes.
It should be noted that the development plan anticipates a wide variety of housing types
and sale prices.
Essentially, land valuation goes through four general stages in the growth corridors of the -'
Chicago metropolitan area. In the first stage, land is valued for agricultural purposes.
Land values for purely agricultural use vary based on productivity and access to markets.
However, as infrastructure improvements and physical development approach, land values
increase as a function of speculation regarding development potential. This is the second
stage of valuation. The third stage reflects the value of land that is annexed and zoned for
development, but lacking subdivision and public improvements. In the fourth and final
stage of valuation, land is a component of the built environment with values reflecting the
general market conditions for the area and type of development.
If the Grande Reserve Development proposal is successful, the City will annex the subject
property and, therefore, will realize the increase in valuation associated with the addition
of the land to its corporate limits. This report assumes that the annexation will take place
in a single action including all of the subject property. As a result, the City will experience
a one-time increase in EAV for the land generally reflecting the second stage of valuation.
Consequently, this report includes an estimate of the real estate tax revenue likely to be
generated from the undeveloped portions of the subject property as well as the developed
portions.
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ssessment Factors
ie assessed value of a property is the basis upon which its tax liability is computed. In
andall County, developed residential and nonresidential property is assessed at 33.3
?rcent of its FMV. Owner-occupied residential property receives a homeowner's
cemption of $3,500.
>cause each county assessor in Illinois has a different technique for determining the
;sessed value of property, the actual ratio of assessed value to fair market value (FMV)
ay differ from county to county. By state law, overall county assessments for real estate
e supposed to be set at a level of one-third (33.3 percent) of FMV regardless of use. In
given county, however, overall assessments for one year might be set at a true level of
)proximately 30 percent; while in a neighboring county, the assessment level might
)proach 33.3 percent because properties were recently reassessed or more accurately
;sessed.
ensure that assessment levels throughout the state are approximately equal, the Illinois
epartment of Revenue (DOR) establishes an annual equalization factor. For the most
cent year in which confirmed property tax data are available, the Kendall County
aualization factor was 1.0.
le estimated FMV's and EAV's for the subject property are provided in Table 2 and Table
The aggregate equalized assessed value upon completion of the residential portion of
e Development, less amounts for homeowner exemptions, is estimated at approximately
187,600,000.
evenues
calculation of the municipal real estate tax revenues accruing from the Grande Reserve
evelopment is presented in Table 4. In Table 4, the local real estate tax rate is applied
the estimated equalized assessed value of the Development. Upon completion of the
evelopment, it is projected that nearly $1,700,000 in annual real estate tax revenue will
generated for the City of Yorkville. Due to the procedures for collection and distribution
real estate taxes in Illinois, there is a delay between the time of assessment and the
!ceipt of revenue by local taxing districts. The figures included in this report are based
a one year delay.
addition to real estate taxes, other forms of revenue will be generated for the City by the
rande Reserve Development. The sales tax revenue figure is based on the aggregate
-ojected sales volume for a typical mix of businesses in a commercial development of the
ze and nature of the commercial component of the Development.*1 Total gross leasable
-ea (GLA) is adjusted to account for the presence of commercial service uses that do not
.nerate retail sales. Retail commercial GLA is assigned a sales volume which is then
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adjusted to reflect some likely redistribution of sales from existing commercial retail areas.
For this report, the redistribution factor has been set at 25%. This procedure produces a
"net increase" projection. No retail sales tax revenue is projected for the commercial
service portion of the Development.
In general, other sources of revenue may be classified as per capita or per dwelling unit
and include, but are not limited to, state income tax, motor fuel tax, utility tax, and
development impact fees. The estimated revenue from current per capita and per dwelling
unit sources is illustrated in Table 4.
It should be noted that the extent to which the new residents will actually be a factor in
some per capita revenue calculations will depend upon the timing of special census efforts.
The figures for per capita revenue are based on the assumption that a special census will
be conducted in the third year of the projection period. In addition, assuming that 2004
represents the first year of development, it is likely that the next decennial census will
produce an increase in per capita revenue in the tenth year of the projection period.
In certain circumstances, it is acceptable to assign some level of retail sales tax revenue
to the introduction of new households. Those circumstances are limited due to the nature
of the sales tax distribution system in Illinois which is based on "point of sale". The
distribution system generally results in a robust relationship between new retail commercial
land uses and additional sales tax revenue. Conversely, the introduction of new
households may, or may not, generate additional sales tax revenue. A review of the City's
retail sales tax data from 1990 to 2000 indicates a gradual increase in retail sales tax
generally following population increases and displays a sharp increase associated with the
addition of revenues from the F. E. Wheaton facility in 1998. The City's sales tax revenue
pattern generally confirms the common assumption that significant increases in retail sales
tax are most often associated with additional commercial development rather than
additional households.
However, in the near term, Yorkville will likely continue to exhibit the characteristics of a
"stand-alone" community with respect to retail sales tax. Such communities often capture
a somewhat predictable amount of retail sales volume from resident households due to
location remote from, or at the periphery of, a metropolitan area. Simply stated, it is
reasonable to assign some level of retail sales activity to new households in Yorkville
because there are limited, convenient shopping opportunities in other communities in the
immediate area; and there appears to be a general relationship between the two factors.
As a result, this report includes an estimate of household-based retail sales tax generation
for the Grande Reserve Development. It should be noted that this type of relationship may
break-down over time as the City, and the communities near the City, grow and the
boundaries between the communities become less defined. The factors used to generate
figures for household-based retail sales tax revenues are summarized in the Technical
Appendix.
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"otal revenues to the City of Yorkville are summarized in Table 4. At full development,
otal annual City revenue could approach $4,100,000.
Expenditures
n addition to generating revenues, the Grande Reserve Development will impose service
;osts on the City of Yorkville. A common approach used to determine residential service
:osts reflects a blend of two analytical techniques (per acre and per capita). First, current
nunicipal expenditures are summarized. These expenditures are required to serve the
esidential, commercial, industrial, and community facility development in the community.
ro adjust for distribution among these four primary forms of development, expenditures are
allocated to each based on the percentage of developed land area represented by the
iifferent land use classifications. The community facility element of per acre costs is
iistributed among and assigned to the other three primary land use types based on the
;stimated extent to which each type places service demands on the community. For this
analysis, 90.0% of community facility acreage has been assigned to residential
ievelopment with 5.0% assigned to both commercial and industrial development.
:ollowing the assignment of community facility acreage, the adjusted acreage factors form
a first level basis for the distribution of expenditures among residential, commercial, and
ndustrial land uses. A second level of refinement is applied to the distribution of
expenditures between commercial and industrial development while the residential
omponent is further broken down by population to derive a per capita cost factor.*2 In the
final analysis, the cost to serve nonresidential development is expressed on a per acre
>asis, and the cost to serve residential development is expressed on a per capita basis.
rhe projected per acre and per capita expenditures for the City of Yorkville are illustrated
n Table 5.
\fter adjusting for inter-fund transfers, and excluding enterprise funds and other funds
vhich will be self-sustaining with respect to the proposed Development, the City budget for
he general fund and various other funds was in excess of $6,400,000 for fiscal year
?002/2003. Of that amount, approximately $4,900,000 is assigned to residential
ievelopment through the procedures outlined above. The 2000 population of the City was
3,189. That population count has been adjusted to a current estimate of 6,946 by applying
iemographic factors to building permits issued since 2000. Therefore, the average,
>revailing per capita expenditure for residential development in Yorkville is estimated at
about $706. Projected expenditures are summarized in Table 5.
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Present Value
3ecause both revenues and expenditures would be realized over an extended period of
:ime, it is necessary to adjust a fiscal impact analysis for the time value of money.
Specifically, it is necessary to evaluate the 10 year revenue/expenditure balance of the
Development with a net present value analysis. Net present value analysis provides a
valanced comparison between a future stream of revenues and expenditures over time.
In order to produce a net present value calculation, it is necessary to assign a "discount
Pate" to money. A discount rate is simply an interest rate which represents the value of
money to the taxing district. The value is sometimes referred to as an "opportunity cost"
cecause it represents the rate of return the taxing district could reasonably expect from an
alternative investment. This report has assigned a discount rate based on the probable,
average, long-term return on investments. For municipal corporations and service districts,
discount rates are generally in the 5.00%to 5.25% range. A 5.00%discount rate has been
chosen for this report.
Municipal Fiscal Impact Summary
Table 5 (Fiscal Impact) summarizes both the revenues and expenditures the City of
Yorkville might expect as a result of the Grande Reserve Development over a 10 year
period of time. Figure 1 portrays the projected fiscal impact of the Development in graphic
form. Based on the assumptions and factors applied in support of this report, total
revenues accruing to the City would exceed total expenditures in the first six years with
negative balances occurring thereafter.
Real estate tax revenues are realized in year two and thereafter. Increases in state-
distributed per capita revenue are projected for year four and again in yearl0. The
commercial component of the Development is anticipated for year six. The positive
balance in the first six years of the projection period is due primarily to the receipt of
various one-time fees. The additional revenue from those fees is more than sufficient to
offset the additional service costs, and the net present value of the 10 year revenue/cost
balance is positive (approximately $4,100,000). That figure represents the absolute fiscal
impact on the City of Yorkville over the ten year projection period.
However, it should be noted that the fiscal balance in later years is negative and reflects
the fact that service costs for additional residents are cumulative in nature and represent
a greater burden as time passes and the population increases. This is a common scenario
for development that is primarily residential in character.
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Absolute Impact and Relative Impact
Ultimately, all development can be viewed within the context of the larger community - a
place to live, shop, work, and recreate. While the examination of pure, absolute fiscal
impact is instructive in that it provides valuable data for overall community planning, it may
not reflect the relative value of a proposed development as a component of the
community.*3 As a result, absolute fiscal impact should not be used as the only, or even
the primary, measurement of the relative desirability of a development proposal.
In addition, it is necessary to view the analysis of the Grande Reserve Development project
relative to opportunities it may create for additional commercial development. A common
adage of real estate development is that commercial development"follows rooftops". This
is a colorful way of expressing what is often a reality in the location decisions of corporate
officials although fiscal impact analysis cannot be based on pure assumptions regarding
those factors.
Footnotes:
Dollars & Cents of Shopping Centers, 2002, Urban Land Institute.
1 pP 9
*2 Approaches to Fiscal Impact Analyses, Public Investment, American Planning
Association (APA), September 2001.
*3 A Critical Look at Fiscal Impact Analysis, Public Investment, American Planning
Association (APA), December 1997.
RKD
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RESIDENTIAL LAND USE TABL5?1
Net Acreage Added 168.61 168.61 177.01 147.41 147.41 110.1i 90.21 42.81 42.81 27.5
Total Net Acreage 168.6 337.1 514.1 661.5 808.9 919.0 1,009.2 1,052:0 1,094.8 1,122.3
Dwelling Unit Distribution:
Owner Units-Detached SF
* Four(4)Bedroom 110 110 70 0 0 0 0 0 0 0
* Four(4)Bedroom 57 57 57 57 57 57 57 57 57 57
* Four(4)Bedroom 68 68 68 68 68 68 52 0 0 0
* Four(4)Bedroom 0 0 0 0 0 0 1 1 1 1
Owner Units-Attached SF
* Two(2)Bedroom 60 60 60 60 60 4 0 0 0 0
* Two(2)Bedroom 60 60 60 60 60 28 0 0 0 0
* Two(2)Bedroom 22 22 22 22 22 22 22 22 22 4
* Three(3)Bedroom 21 21 21 21 21 21 21 21 21 3
Annual Owner Dwelling Units 398 398 358 288 288 200 153 101 101 65
Rental Units-Attached SF
One(1)Bedroom 0 0 0 0 0 0 0 0 0 0
Two(2)Bedroom 0 0 0 0 0 0 0 0 0 0
Three(3)Bedroom 0 0 0 0 0 0 0 0 0 0
Four(4)Bedroom 0 0 0 0 0 0 0 0 0 0
Rental Units-Apartments
Studio(0)Bedroom 0 0 0 0 0 0 0 0 0 0
One(1)Bedroom 0 0 0 0 0 0 0 0 0 0
Two(2)Bedroom 0 0 60 60 60 60 60 0 0 0
Three(3)Bedroom 0 0 0 0 0 0 0 0 0 0
Annual Rental Dwelling Units 0 0 60 60 60 60 60 0 0 0
,'.1-1, :14'),-, i l er, 1i''1,4,-,ii' i °' 11' 4 ',:',',(4:1:.0 � i`tig_• "01:71,VA kms, iiT:i%1 4]r `1 ' 7 E,
RESIDENTIAL SUMMARY TABLE 2
Owner Units(0)Added 398 398 358 288 288 200 153 101 101 65
Rental Units(R)Added 0 0 60 60 60 60 60 0 0 0
Total Owner Units(0) 398 796 1,154 1,442 1,730 1,930 2,083 2,184 2,285 2,350
Total Rental Units(R) 0 0 60 120 180 240 300 300 300 300
Total All Units 398 796 1,214 1,562 1,910 2,170 2,383 2,484 2,585 2,650
Annual Market Value(0) 90,374,614 90,374,614 81,574,614 66,174,614 66,174,614 52,009,302 41,954,904 24,014,904 24,014,904 17,578,140
Annual Market Value(R) 0 0 6,624,000 6,624,000 6,624,000 6,624,000 6,624,000 0 0 0
Total Market Value(0) 90,374,614 180,749,228 262,323,842 328,498,456 394,673,070 446,682,372 488,637,276 512,652,180 536,667,084 554,245,224 1
Total Market Value(R) 0 0 6,624,000 13,248,000 19,872,000 26,496,000 33,120,000 33,120,000 33,120,000 33,120,000
Assessed Value Owner Units 30,124,841 60,249,682 87,441,193 109,499,376 131,557,558 148,893,975 162,878,929 170,883,889 178,888,849 184,748,223
Assessed Value Rental Units 0 0 2,207,998 4,415,996 6,623,993 8,831,991 11,039,989 11,039,989 11,039,989 11,039,989
Base EAV All Dwelling Units 30,124,841 60,249,682 89,649,191 113,915,371 138,181,552 157,725,966 173,918,918 181,923,878 189,928,838 195,788,212
Homeowners Exemption 1,393,000 2,786,000 4,039,000 5,047,000 6,055,000 6,755,000 7,290,500 7,644,000 7,997,500 8,225,000
Total Residential EAV 28,731,841 57,463,682 85,610,191 108,868,371 132,126,552 150,970,966 166,628,418 174,279,878 181,931,338 187,563,212
POPULATION&ENROLLMENT ESTIMATES
Annual Population Increase 1,217 1,217 1,182 918 918 743 623 312 312 233
Total Accrued Population 1,217 2,435 3,616 4,534 5,453 6,196 6,819 7,131 7,443 7,677
Annual Enrollment Increase 311 311 274 191 191 - 176 152 80 80 71
Total Accrued Enrollment 311 623 897 1,088 1,279 1,454 1,607 1,687 1,767 1,838
I
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COMMERCIAL LAND USE TABLE 3
Net Acreage Added 0 01 01 01 01 51 01 0 0 0
Total Net Acreage 0 0 0 0 0 5 5 5 5 5
Square Footage Added 01 01 01 01 01 40,000T 0r 01 01 0
Total Square Footage 0 0 0 0 0 40,000 40,000 40,000 40,000 40,000
Average Value per Net Acre 130,680 130,680 130,680 130,680 130,680 130,680 130,680 130,680 130,680 130,680
Average Value per Square Foot 60.00 60.00 60.00 60.00 60.00 60.00 60.00 60.00 60.00 60.00
Total Market Value 0 0 0 0 0 3,053,400 3,053,400 3,053,400 3,053,400 3,053,400
Estimated Assessed Value 0 0 0 0 0 1,017,799 1,017,799 1,017,799 1,017,799 1,017,799
Total Commercial EAV 0 0 0 0 0 1,017,799 . 1,017,799 1,017,799 1,017,799 1,017,799
Estimated Sales per Square Foot*1 213.17 213.17 213.17 213.17 213.17 213.17 213.17 213.17 213.17 213.17
INDUSTRIAL LAND USE
Net Acreage Added 0 01 0 01 01 0 01 0 0 0
Total Net Acreage 0 0 0 0 0 0 0 0 0 0
Square Footage Added 1 01 0] Of 01 01 01 01 01 01 0
Total Square Footage 0 0 0 0 0 0 0 0 0 0
Average Value per Net Acre 0 0 0 0 0 0 0 0 0 0
Average Value per Square Foot 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Market Value 0 0 0 0 0 0 0 0 0 0
Estimated Assessed Value 0 0 0 0 0 0 0 0 0 0
Total Industrial EAV 0 0 0 0 0 0 0 0 0 0
UNDEVELOPED LAND
Total Gross Acres 958.74 790.19 613.16 465.78 318.40 203.28 113.08 70.30 27.53 0.00
Value per Gross Acre 12,0001 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000
Estimated Market Value 11,504,919 9,482,238 7,357,915 5,589,339 3,820,764 2,439,414 1,356,924 843,631 330,337 0
Estimated Assessed Value 3,834,969 3,160,743 2,452,636 1,863,111 1,273,587 813,137 452,308 281,210 110,112 0
Total Undeveloped EAV 3,834,969 3,160,743 2,452,636 1,863,111 1,273,587 813,137 452,308 281,210 110,112 0
i 1
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REVENUE ESTIMATES TABLE 4
Real Estate Tax Revenue:
Municipal EAV 32,566,810 60,624,425 88,062,827 110,731,483 133,400,138 152,801,903 168,098,525 175,578,887 183,059,249 188,581,011
School District EAV 32,566,810 60,624,425 88,062,827 110,731,483 133,400,138 152,801,903 168,098,525 175,578,887 183,059,249 188,581,011
Municipal Tax 0 297,205 553,259 803,661 1,010,536 1,217,410 1,394,470 1,534,067 1,602,333 1,670,599
Other Revenue -Municipal
State Income Tax 0 0 0 237,955' 237,955 237,955. 237,955 237,955 237,955 448,662
Tax Distributions per Capita 0 0 0 135,251 135,251 135,251 135,251 135,251 135,251 255,014
Adjusted Sales Tax 0 0 0 0 0 51,161 51,161 51,161 51,161 51,161
Fees&Taxes/Residential(temp) 314,420 314,420 324,220 268,920 268,920 199,400 162,270 79,790 79,790 51,350
Fees&Taxes/Residential 131,969 263,939 402,540 517,930 633,320 719,532 790,158 823,648 857,138 878,691
Fees&Taxes/Comm.&Ind.(temp) 0 0 0 0 0 8,750 0 0 0 0
Fees&Taxes/Comm.&Ind. 0 0 0 0 0 2,159 2,159 2,159 2,159 2,159
Park Site Impact Fee 706,064 706,064 685,347 532,528 532,528 430,959- 361,277_ 181,148 181,148 135,400
Impact Fees per D.U.(misc.)'2 1,910,400 1,910,400 2,006,400 1,670,400 1,670,400 1,248,000 1,022,400 484,800 484,800 312,000
Household Retail Sales Tax 41,054 82,107 125,224 161,120 197,017 223,836 245,806 256,225 266,643 273,348
Total Other Revenue 3,103,907 3,276,930 3,543,730 3,524,104 3,675,391 3,257,001 3,008,438 2,252,136 2,296,044 2,407,783
Total Municipal Revenue 3,103,907 3,574,135 4,096,989 4,327,766 4,685,926 4,474,411 4,402,908 3,786,203 3,898,377 4,078,382
+ �. _I 1 c� 7 ,Y,t'-{x1s,_, (..1111 t.._.. ll' i;
i 1 -�' � 1 � ?�, !� i 1 f{ �: =Y��fi I ��. �1 h ...1�� h..�{_
COST ESTIMATES TABLE 5
Municipality:
Per Capita Service Costs 706 706 706 706 706 706 706 706 706 706
Per Acre Service Costs(C) 4,919 4,919 4,919 4,919 4,919 4,919 4,919 4,919 4,919 4,919
Per Acre Service Costs(I) 3,103 3,103 3,103 3,103 3,103 3,103 3,103 3,103 3,103 3,103
Annual Incremental Costs*3 859,732 859,732 834,505 648,427 648,427 549,348 439,906 220,573 220,573 164,868
Total Accrued Project Costs 859,732 1,719,463 2,553,968 3,202,395 3,850,823 4,400,171 4,840,077 5,060,649 5,281,222 5,446,090
FISCAL IMPACT LI; � n '* _1100 ,,. ..-, ..., • , _.. ,,. ) k
Municipality:
Revenue Surplus 2,244,176 1,854,672 1,543,021 1,125,370 835,104 74,240 NA NA NA NA
Revenue Deficit NA NA NA NA NA NA 437,169 1,274,446 1,382,845 1,367,708
Revenue/Cost Balance per Year 2,244,176 1,854,672 1,543,021 1,125,370 835,104 74,240 -437,169 -1,274,446 -1,382,845 -1,367,708
Revenue/Cost Balance(10 yrs) 3,214,413
Present Value Balance(10 yrs) 4,077,895
Notes:
*1 Sales figures:"Dollars&Cents of Shopping Centers,2002",ULI.
"2 City of Yorkville charges municipal development impact fees for
public works,police,municipal building,library services,capital
improvement engineering,park maintenance,roadways,and
park capital improvements on a per dwelling unit basis.
*3 These figures represent the additional annual costs associated
Fiscal Balance
Municipal
2,500,000
2,000,000
1 ,500,000
1 ,000,000
'4(-/') 500,000
U
0
• ,
-500,000
-1 ,000,000
-1 ,500,000
1 2 3 4 5 6 7 8 9 10
Years
Technical Appendix
04-May-03
Dwelling Units-Weighted Mean Value Absorption Data
- _any- -. Annual Potential �' - -- MM -• r
Single Family Detached-#24 718,750 4 718,750 1 . 4.0000 0 0 0 0 0 0 1 1 1 1 4
Single Family Detached-#'s 18,19 345,000 190 142,500
Single Family Detached-#'s 20-23 345,000 270 202,500
Subtotal= 460 345,000 68 6.7647 68 68 68 68 68 68 52 0 0 0 460
Single Family Detached-#'s 13-15 253,000 312 138,484 .
Single Family Detached-#3 16,17,20 299,000 258 135,337
Subtotal= 570 273,821 57 10.0000 57 57 57 57 57 57 57 57 57 57 570
Ranch Villas,2 Car-#'s 1,2,3 220,000 290 220,000
0
0
Subtotal= 290 220,000 110 2.6364 110 110 70 0 0 0 0 0 0 0 290
Single Family Detached Subtotal= 1,324
Dwelling Unit Types I Pwelllnq Unit ValuesE Numbers Mean Valued Annual Potential] Marketing Liter Year 1] Year 21 Year 31 Year 41 Year 5I Year 61 Year 71 Year 81 Year 91 Year 101 Totall
Single Family Attached-Duplex,2 Car-#'s 4,8 177,100 264 118,666
Single Family Attached-Duplex,2 Car-#9 182,250 130 60,133
Subtotal= 394 178,799 43 9.1628 43 43 43 43 43 43 43 43 43 7 394
Single Family Attached-TH,2 Car-#10 167,900 117 59,891
Single Family Attached-TH,2 Car-#'s 5, 11 163,300 211 105,050
Subtotal= 328 164,941 60 5.4667 60 60 60 60 60 28 0 0 0 0 328
Single Family Attached-TH,1 Car-#'s 6,7 158,700 304 158,700
0
Subtotal= 304 158,700 60 5.0667 60 60 60 60 60 4 0 0 0 0 304
Single Family Attached Subtotal= 1,026
Apartments 110,400 300 110,400 60 5.0000 0 0 60 60 60 60 60 0 0 0 300
'Total Dwelling Units= I 2,650 2,650
RIM
Technical Appendix
Household-based Retail Sales Tax
The generation of estimates for household-based retail sales tax is an acceptable
methodology to the extent that observations and data demonstrate a probable relationship
between the two variables. Generally, this relationship is more likely to be present in
"stand-alone"communities where alternative, competing shopping options are inconvenient
or non-existent. In those circumstances, some assignment of retail sales tax revenue to
new households may be appropriate if the host community has sufficient retail commercial
opportunities to meet the probable needs of new residents. The relationship of population
to retail sales tax revenues in Yorkville is illustrated on attached graphics.
Estimates of retail sales tax revenue for new households are based on numerous
considerations such as the following:
New Resident Household Incomes
Reasonable estimates of new resident household incomes can be generated from
projected housing values in the proposed development. A common underwriting rule
establishes a basic housing cost (mortgage, taxes, insurance) to net household income
factor of 35%. With this factor in place, an estimate of household income can be derived
by applying current mortgage terms, property tax rates, and insurance costs to projected
housing prices.
Retail Expenditures
Consumer surveys report that, on average, residents direct 75% of their expenditures for
convenience goods to local vendors but only 25% of their expenditures for shopping goods
to local vendors.*1 The proportion of household income spent on convenience and
shopping goods is available by region and income classification from the Bureau of Labor
Statistics. Factors for taxable and non-taxable percentage of goods must be applied to the
estimated household expenditure data.
*1 The Fiscal Impact Handbook, Burchell and Listokin, 1978.
-9-
Population & Sales Tax
(with F. E. Wheaton)
10,000
■
8,000
0
6,000
(13 ® - ® ® � -
4,000
(13
2,000
0
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
-1-Population -a-Sales Tax
•
•
Population & Sales Tax
(without F. E. Wheaton)
7,000
6,000
r-
5,000
4,000
cts
3,000
a)
2,000
1,000
0
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
-N-Population -II-Sales Tax
Development Coordinator Monthly Report
United City of Yorkville
April 2003
Summary Page
Grand Heartland
Menards 5th/3rd Bank Admin. Total
Reserve Circle
Correspondence 15.25 4.25 3.00 0.00 0.00 22.50
Reviews 0.00 0.00 0.00 0.00 0.25 0.25
Tracking 0.00 0.00 0.00 0.00 1.50 1.50
Reports 0.00 0.00 0.00 0.00 0.00 0.00
Meetings 14.50 1.00 0.00 2.00 2.50 20.00
Total 29.75 5.25 3.00 2.00 4.25 44.25
•
Printed: 5/1/2003
• Development Coordinator Monthly Report
United City of Yorkville
April 2003 .
Daily Totals
Day of Date Grand Heartland 5th/3rd
Week Reserve Menards Circle Bank Admin. Total
Tuesday 4/1/03 7.25 0.00 0.00 0.00 0.75 8.00
Wednesday 4/2/03 0.25 0.00 0.00 0.00 0.00 0.25
Thursday 4/3/03 3.50 0.00 0.00 0.00 1.25 4.75
Friday 4/4/03 0.000.00 0.00 0.00 0.00 0.00
........::.:
Ui ii t. 0 tl t 0 t��0 000 000 000 000
P. 004 ......;...:.....:::::::::4f6/E3 .................. ..1 ..................0 0 ..... .:.....:::::::..0 .::............::.0 .................. O ........>><' 9PP
Monday 4/7/03 1.75 0.00 0.00 0.00 0.00 1.75
Tuesday 4/8/03 4.50 0.00 0.00 0.00 0.00 4.50
Wednesday 4/9/03 0.75, 0.00 0.00 0.00, 0.00 0.75
Thursday 4/10/03 6.00 0.00 0.00 0.25 0.00 6.25
Friday 4/11/03 2.50 0.000.00 0 00 0.00 2.50
0.atu d a 1 Q t QQ t 00 _ - '#t 000 0 00 -00
>:: >:0
Monday 4/14/03 0.00 4.25 0.00 0.00 0.00 4.25
Tuesday 4/15/03 0.00 0.00 0.00 0.00 0.00 0.00
Wednesday 4/16/03 0.00 0.00 0.00 0.00 0.00 0.00
Thursday 4/17/03 0.00 1.00 0.00 0.00 0.00 1.00
Friday 4/18/03 0.00 0.00 0 00 0 00 0.00 0.00
S rday 41190 000 000 000 0f 000 Q0
Monday 4/21/03 0.00 0.00 0.00 0.00 0.00 0.00
Tuesday 4/22/03 0.00 0.00 0.00 0.00 0.00 0.00
Wednesday 4/23/03 0.00 0.00 0.00 0.00 0.00 0.00
Thursday 4/24/03 0.25 0.00 2.00 0.00 2.00 4.25
Friday 4/25/03 0.00 0.00 0.00 0 00 0 00 0 00
$0ldiaS . ...... �6/ 0 00 0 00 '#t 0#30 000 0 t00
Q
Monday 4/28/03 0.50 0.00 0.00 0.50 0.00 1.00
Tuesday 4/29/03 2.50 0.00 0.00 2.25 0.00 4.75
Wednesday 4/30/03 0.00 0.00 0.00 0.00 0.25 0.25
Totals 29.75 5.25 . 2.00 3.00 4.25 44.25
• Development Coordinator Monthly Report
United City of Yorkville
April 2003
Grand Reserve
Day of Correspondence
Week Date written/oral Reviews Tracking Reports Meetings Daily Totals Notes
Consolidated AA review comments into
Tuesday 4/1/03 7.25 7'25 letter to MPI
Wednesday 4/2/03 0.25 0.25 Discussed case w/Tony
Thursday 4/3/03 _ 3.5 3.50 Staff mtg & mtg w/MPI on AA
Friday 4/4/03 0.00
: ' > <::::::: :::i<<::<ii: > glii ii:<`i::€::'' ::::s:i>ini ::?::_>:ig:i::::::::'>::::::ii igii::: »'<»» MI:::::::::?'i:i:<i€:ii:': >'':>` :::::::: '>'> `M > ::: :>'::':::::::>::<:>:i:i :'::::::i::i:::igl! aigg :i'
4
.j.ii ::<:'':€iiisi:<:::::i <4t<::;,;:.,.. <» 11.110> <::;I: :111111: i`i'::::::: ':>»':1111. <::::::::<:::::<: >':>:::>`:'i:>:::_» :i:':. <::::':i:::<::»s=:>:::<ii:>ii::::<i:::>::::i11.11::>isi:::::::::>:»>:>'::::::::11.1:::::::::::>::>:<:::'::s<':i':>:::::1111 :i:;:`:::::::
Discussed case w/Tony, updated
Monday 4/7/03 1.75 _ 1'75 comments
Tuesday 4/8/03 4.50 4.50 Updated AA review comments
Wednesday 4/9/03 0.75 • 0.75 Updated AA review comments
Thursday 4/10/03 6.00 6.00 Mtg w/MPI
Fyrid ay ... 4�/1y1y//03 ............ .....................................................:....................................................2.50...........2:5Q........... Mtg w/MPI.......:..:..........:::.�:.�.:::::.:::.� : :::.� :::::.�
`+u t rd ��`< s ``??'`41 Gl: ''�s,iRaR MMiM MME: '' ` ' ? ' 3 • ```ss iEM:M`'?? :':Mi ?? ` 'c % :``` ' Ei'r:' r' s 5 s? I
imw
u >»:::gii i>::::::i:i 11 : <>:i<':1:::::::::::::<:>:>::€::i iii:: >>€»€i'ii:•:::::::'::-iii::::.:::::>:::::::ii:::isi:::::::`::::::::::isi::::::>i:>i::`::::::::>::::>:' i>?i::>'<::isi<i::>:::::::::::::::::::>:<:::i:>::::'::: >:i:€:if si:;:::#>:: :r::::::>:< ``:isi::::?s::::::':::»::::::::::::::*:::::<:::>::::::::::::>::::>:::<:::
Monday 4/14/03 _ 0.00
Tuesday 4/15/03 _ 0.00
Wednesday 4/16/03 _ 0.00
Thursday 4/17/03 0.00
Friday 4/18/03 0.00
$.::a ib isisisii::i::::: «»411 1 ::::;:>`>:>:::><>'::>»> :::>::<:::::::> >'>:»> ::>:' > :<»:::::::::> ' > >:>::::: >::> :>< :>:: > >`:>:'>:< ::> >::>::::: >:>:::':::::: :'`:::>i<:::: >>i::::>< ::< >::>:<::::<:::>:>>:>:;: :': ::::::><:: :::::'»:::: : 1
: :'nd >:::::>is€:>g t4.:9 a ig€i::':>`': :::iggi: :ii:ii ::: :>:::>isi:>::::::::::::::>i:>'::>i::ii:i::>':: ::isS::::::::: >:?'<<:> iniiii:€iiiM>:ii::€:::::::»i:::: ::::igil.:>::>>i:»ii#'ii:iiii::>iiiiii E::::i€:::::`::::::::::: iiii i':'i € is: >::is>:::::i iiii<>:iii::::::iii:>::i::::::::::iiiii':>:::iliiii::::::::
Monday 4/21/03 0.00
Tuesday 4/22/03 0.00
Wednesday 4/23/03 0.00
Thursday 4/24/03 0.25 _ 0.25 Updated Annexation Book
Friday 4/25/03 0.00
..:u da:<'::is:::^:i:::::::: i%ii ::'41... ..T V3::::::'::> ':y<'s' ::: :2:`01 s 1111`':::::: :?::::1 ::`::•:>::'?''::`:': : '':: ::' :': : iiggi': : :Y':`:::'r: > s>';k :::'':::> :': ><::J:E:t<?:ERii::: '':''»`'::k ''3'':>: :: ':: ':
Updated Annexation Book, discussed
Monday 4/28/03 0.50 0.50 tomorrow's mtg w/Tony
Tuesday 4/29/03 2.50 2.50 Annexation Agreement Public Hearing
Wednesday 4/30/030.00
Printed: 5/1/2003
Development Coordinator Monthly Report
United City of Yorkville
April 2003
Menards
Day of Correspondence
Week Date written/oral Reviews Tracking Reports Meetings Daily Totals Notes
Tuesday 4/1/03 0.00
Wednesday 4/2/03 0.00
Thursday 4/3/03 0.00
Friday. 4/4/03
2 ` ta00
'satE filNoiie;ii•4 3 ` `? < G2 SS 3 ` YiY ' ' . : ` ' ;
` ' % ' > ? y ` 5 <` ` '
": ::;::;: : s] < ioi 2 ::.
mieii: : s n : ` : ii: ii : ir : i: i ' 3 Yi.ifiil:3::i iimmt5 "? i :
Monday 4/7/03 0.00
Tuesday 4/8/03 0.00
Wednesday 4/9/03 0.00
Thursday 4/10/03 0.00
Friday 4/11/03 0.00
:; ;i eligl '.. i is i i::'i i iin: ii:::i2i`i<i''nis: ' :i':iii :' :; ::i :<i i ;ii::i aisi <S:i::::':i;i::i:i:3n i ::: i i tip:.+%is iiiin:'' i:::`` :`::>immi yi:is`moi. t :::iii i': :ii; :::'
oflltEg'i:i5 >w.toi...oi722 `'' s 't::isi<22` ss:'` iigt ''>i ? 'isiyi<::i: i }sgs 'iifiitii3' iimiisti2 :: 5om + ?ommoa' a<?`i:`:i:` ` i?<gii}awie
Drafting review notes for AA/PUD
Monday 4/14/03 4.25 4'25 agreement
Tuesday 4/15/03 0.00
Wednesday 4/16/03 0.00
Met w/Tony, Laura B. & Kelly K. discuss
Thursday 4/17/03 1.00 1.00 agreement
Friday 4/18/03 . 0.00
Satuid <:..<...... 4/1§}> >...<._._'.<> >:... i i:M_........_..E:.._i._. ..-<....<... :......:..i <>`....<......"........<....`...........:... > : s : ` < ii ` > ii::i:"• > > >r •
-
. :: :.:;, nn :
una : .. iNAMft '`aiiiiii: : iis> ` ARN ? : > tii: `iiNgi : tiginii iE$iiiiia ' 3 <'` ' ' ii
Monday4/21/03
0.00
Tuesday 4/22/03 0.00
Wednesday 4/23/03 0.00
Thursday 4/24/03 0.00
Friday 4/25/03 0.00
::.::a:i�:;;:::>;::Y::. > 2 ` ;..`:; i ii : ' `' :`2 Ii:`<` i` : "::` ` :i} iiiiin!iii i : i'?i?:'': ? i`i'``'iMi giii : '.::i s:``':`:i':t ":: %?`iiiig <2 niiniii''::` : : i gi i'gn? '
rnda':::ii i' :€f;i <4410-4:<:< '::<:?<<>«< <<<:: >:i> i<z:::« ><: <><zz>: <``>s ><y<s i i'<i::iz`<:>+?<S:i::<: ::f«<«:::< < >i«<:<:>:::>`y>k"<>%`::`:y s`>ist:::z`<:: >:'t»'`<::<z':'> < i's"{>' < ?R }<2>`:%>'?»z<`:``:'z>i>:>i:?:;
Monday 4/28/03 0.00
Tuesday 4/29/03 0.00
Wednesday 4/30/03 0.00
Printed: 5/1/2003
Development Coordinator Monthly Report
United City of Yorkville
April 2003
5th-3rd Bank
Day of Correspondence Daily
Week Date written/oral Reviews Tracking Reports Meetings Totals Notes/Comments
Tuesday 4/1/03 0.00
Wednesday 4/2/03 0.00
Thursday 4/3/03 _ 0.00 _
Friday 4/4/03 0.00
�,.-,. T. . ,., .:. z- .,.' ? w.+.,•-:ms a,, o-ae 4a ''''''""'"m'''''"7,-777-7-1--, at m > ",'a'"`
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guhd>,..< „ >_,�:. .; axra..„,. e .: >t .� tea a >.1<..-::.::.. .. ��k. . ��a:. > w�. a x�< M5`' �.. ; ,.�\�'�y.& ,:. .
>� .' k> t'"`«W W.. , tS;.i, real ,.v - yy. ,»h. ..:'! �t `�a�^ �,'>. $ yr•x
Monday 4/7/03 _ 0.00
Tuesday 4/8/03 0.00
Wednesday 4/9/03 _ 0.00
Thursday 4/10/03 0.25 0.25 Discussed case with Ray G.
Friday 4/11/03 0.00
„ <.a> ; .,... a:�....,F> .�...... ;a . . ,.",.. -. d.., 3. 7•
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,;. :,.-;
Monday 4/14/03 _ 0.00
Tuesday 4/15/03 0.00
Wednesday 4/16/03 0.00
Thursday 4/17/03 0.00
Friday 4/18/03 0.00
5
.,,,t,,,,,, ;,,>,' z
0,....
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.e: �{ 4 -cyity q5�om=
,.....
Monday 4/21/03 0.00
Tuesday 4/22/03 _ - 0.00 -
Wednesday 4/23/03 0.00
Thursday 4/24/03 0.00
Friday 4/25/03 0.00
,;: ,. ,'. rte` �"�' a, >"r.x� ..<; �, _,„ � ... ', ., a _ �? �- -
x. ,.. ..a.�,,. ...:az., .. �. .. .,., , ,v . ,.eyd...k +,,,o r,: xa ,4,,,,,...„--,,,14,,i,„,,,„„,:,F a
S. - .>. "F. .:. >e..-:.. .u„C., v,. ,a` ,,..a.::.. ax. .. �.. ?... ,:,. "6t A,:.. '� ;::: .. ,. , 1 ,., ..-n. x.' ,d 4.4;„,,,,,,
•
w44--:
r «�, ..as.kt -3.3-:, r F : . 'ay.
, ,� �..'@., ."✓.q...<.. ,.,. . ..sy .f �xi_ _.., .x., _..x..`c xS 3. .:z 'R % ?. ..... 1>. S- :•1 '2°' .xn::vy�. ,.«;c,.,r. ., ';'. 'y�. Wim» _._
6Jhd�y > x:2•._" �,�?��� ,.A=n.>,. > �.,,�_ate -. ,� :� ����a;�,� ��?� :�����;..,��. 9 -.�.H> �h'� ,x �.� �„� =rte.. a .,z
Monday 4/28/03 0.50 0.50 Researched status of a reement/talked
w/bank
Tuesday 4/29/03 2.25 2.25 Drafted letter to bank outlining next steps
Wednesday 4/30/03 _ 0.00
Printed: 5/1/2003
Development Coordinator Monthly Report
United City of Yorkville '
April 2003
•
Heartland Circle
Day of Correspondence Daily 1
Week Date written/oral Reviews Tracking Reports Meetings Totals Notes/Comments
Tuesday 4/1/03 0.00
Wednesday 4/2/03 0.00
Thursday 4/3/03 0.00
Friday 4/4/03 0.00
.:0t::::2 0.;i in'S g J :...:.. <'?< ;! '5 "`2' 't` ' 5'':'' '` '"'' ' '' ' ' '' ` 3 k s'` s "? ''`l`: [': `'"'r' `` <%'s ` r`:r '. ` >?' ``?I''
>fili .#. 'i :$f''E f'lEgi i'%'iEE fE'f: :: < `EIAGift`:% ff#:'`Ey'.E'< '1<s.11<`fiEf % E' fE f<'f i`>'>'% :><>`> >'I '`f`YiffiEEiff 'f#f i ?%r if<fa <ffi'i f f zz`' ;i':2ifEE ER
Monday 4/7/03 0.00
Tuesday 4/8/03 0.00
Wednesday 4/9/03 _ ' 0.00
Thursday 4/10/03 0.00
Friday 4/11/03, _ 0.00
i:`kii '1 . ' `r f'` i:"E Ef:`f '' i i::"':`f::i::EEf :if ff`ff�ffi`;`f'EE':Ei iiii:;f?<'<?f iiifi i i 'f `'>': <<< :fff ffiiiiE�`'"<':<<:'foii?'`> ;< ':':<ifi;ff:foi iiff:Ei'?i E;' <is ff"'iiiE'i` :'``Efi f fff:S:<i':fff%:fS Bi;i%::E
giii.idaPeifili:,jith::itii tki >><< <»>>if> f`<e » ii> >`>iEE<fff<fii<>E>lf < i><>` iigigii <> ><< «><'E<fi>iN< >Mf <<<E<ig `En>>' if> i«;< f>i><l
Monday 4/14/03 0.00
Tuesday 4/15/03 0.00
Wednesday 4/16/03 0.00
Thursday 4/17/03 0.00
Friday 4/18/03
/18/03 ii 0.00
gOstIOWIREN5i' 47.0iiiil g'`:` i i'i } iiii llg ' ' ?i i f::: rytilg : i {....:..:ni�.......i ; f::.:.:ni: ::i.i!g: :::: ic':gl: ..::: < gil.;
20§XII<`? ' I=i[>> ? is k Y`a' 'i?k>i `ii i' i `ifif}tiYi>i ii` of f 'i isi' i i':.`fff f f ii i> 1101,1 1,11 i Yt f < i'?i'• `f i'.ii`' i?`:ff% ii5'f i
Monday 4/21/03 0.00
Tuesday 4/22/03 . 0.00
Wednesday 4/23/03 . 0.00
Thursday 4/24/03 _ 2.00 2.00 Plan Council, schedule follow-up mtg
Friday 4/25/03
0.00
y` r :fi ::: : ' i i : ij i _fif r E: :iy .
i:':Ef':; " ' E% i " f: f` i ::# iiii< f:f: `
:::<::::'' .; ? ` : f :: i i f :: `i i : : :
#0.14.
2 22 <igg4 y1i `J ` ` ' 2< fsfYf ?'2 ` 2 _ ' ! `>< Yy ' ri s ` 2> > ` ? <_` E f;' :ff' < < f< ffff
Monday 4/28/03 0.00
Tuesday 4/29/03 0.00
Wednesday 1 4/30/03 0.00
Printed: 5/1/2003
r.
Development Coordinator Monthly Report
•
United City of Yorkville
April 2003
Administration
Day of Correspondence
Week Date written/oral Reviews Tracking Reports Meetings Daily Totals
Notes/Comments
Preliminary review of Kimball Hills
Tuesday 4/1/03 0.25 0.50 0'75 application, monthly report
Wednesday 4/2/03 0.00
Created April/May timesheets, Pre MPI
Thursday 4/3/03 0.75 0.50 1'25 mtg time
Friday 4/4/03 0.00
:��tt� l�':<` :>�><>_>:.X15 ...... ....... .............................. ..... ......... ... .... . ........... ...............
Monday 4/7/03 0.00
Tuesday 4/8/03 0.00
Wednesday 4/9/03 0.00
Thursday 4/10/03 0.00
Friday 4/11/03 0.00
Monday 4/14/03 0.00
Tuesday 4/15/03 0.00
Wednesday 4/16/03 0.00
Thursday 4/17/03 0.00
:Friday., 4/18/03 0..00
Monday 4/21/03 0.00
Tuesday 4/22/03 0.00
Wednesday 4/23/03 0.00
Thursday 4/24/03 2.00 2.00 Plan Council
Friday 4/25/03% 0.00
y26 0 .cag Ni <gi `' 'Erma` i `2 2` < 2` ' ' > `Y E:::. is 2 $ ' ni•i mi a c '' `
Monday 4/28/03 0.00
Tuesday 4/29/03 0.00
Wednesday 4/30/03 0.25 0.25 Data entry, updating timesheet
Printed: 5/1/2003
UNITED CITY OF YORKVILLE
To: Tony Graff, City Administrator
From: Joe Wywrot, City Engineer _ L.0--
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Subject: Engineering Assistant Position
Date: April 7, 2003
Attached find a draft copy of the proposed Engineering Assistant position. We have talked
about creating this new position because the duties of the part-time Office Assistant position
have become nearly exclusively related to the Engineering Department.
This position differs from Engineering Technician in that it is more"office" oriented than
"field" oriented. It also involves a fair amount of work that is finance-related, but because
tracking of the many fees and deposits are related to new development, I believe it is better
to have the position within the Engineering Department. We also need to have a salary range
created for the position. This should be comparable to or perhaps slightly higher than the
General Support Staff position, which is $26,910 to $41,400.
Please process this new position and salary range through the appropriate committees for
approval. If you need more information, please see me.
DRAFT
3/31/03
UNITED CITY OF YORKVILLE
Engineering Assistant
JOB DESCRIPTION
Department: Engineering
Reports To: City Engineer
Status: Part-time/Full-time
Position Description Overview:
This individual will be responsible for invoicing and maintaining project developer accounts
for Engineering Department Staff hours, Attorney, Land Planner, and all other outside
contracted firms' fees, with monthly summary reports to Finance Director and City
Administrator. This position also consists of logging Engineering Staff timesheets, project
fees and phase tracking, assigning commercial and residential addresses, miscellaneous Auto
Cad mapping, and preparation of IDOT Bid Tabulation forms.
Essential Job Functions:
1. Create Project Development Administration and Deposit Account ledgers; update and
maintain accurately.
2. Generate Project Development invoices for Engineering Staff hours, Attorney and
Land Planner's fees, Public Works, as well as contracted Engineering Firms, Building
Department, and all other outside firms' fees subject to City reimbursement.
3. Establish monthly summary worksheets of fees collected, past due accounts,
developer account balances, and project phase tracking. Submit monthly to Finance
Director and City Administrator for Mayoral/Council review.
4. Calculate and log Engineering Staff timesheets using Microsoft Excel Spreadsheets.
5. Assign addresses for residential and commercial Developments in accordance with
City Grid Map; distribute notification with maps to pertinent staff and agencies.
Occasional on-site inspection as necessary to complete.
6. Print Auto Cad maps for front desk sales, design address maps, execute Meets and
Bounds descriptions, location areas, and other functions as requested by Engineer.
7. Prepare IDOT Bid Tabulation forms, City project bid packets, bid holder lists, and
attend and record vital statistics at City bid openings.
8. Various other duties and responsibilities as directed by the Engineer, Administrator,
and Finance Director.
4
3/31/03
Position Requirements—Knowledge, Skills, and Abilities:
1. Demonstrate ability to successfully utilize Auto Cad software, Microsoft Excel
spreadsheets, and Microsoft Word programs.
2. Ability to operate a variety of office equipment, including but not limited to
computer, typewriter, copier, fax, scanner, and calculator, with minimal supervision.
3. Display professionalism and maintain strict confidentiality.
4. Exhibit mathematical and analytical qualities.
5. Possess proficient customer service skills.
Minimum and Preferred Experience and Education:
1. Any approved equivalent combination of experience and education that provides the
required knowledge, skills, and abilities to perform job duties as stated.
2. Willingness to attend training classes to increase knowledge of job-related skills and
responsibilities.
3. High School diploma or G.E.D.; Associates Degree preferred, with special emphasis
on Engineering/Technical Fields, Data Management.
4. Possession of valid Illinois Driver's License and Insurance.
5. Must successfully complete a background investigation with findings of good
character, and having no felony convictions.
The duties listed above are intended only as an illustration of the various types of tasks that
may be required. The omission of specific statements of duties does not exclude them from
the position if the work is similar, related, or a logical assignment to the position. This job
description does not constitute an employment agreement between the employer and
employee, and is subject to modification by the employer as the needs of the employer and/or
agency change, or requirements of the position change.
UNITED CITY OF YORKVILLE
To: Tony Graff, City Administrator
From: Joe Wywrot, City Engineer
Subject: Renaming of Faxon Road
Date: April 30, 2003
The Kylyn's Ridge development includes the creation of a street intersection that will
ultimately extend a collector road to Route 47 near Amurol. Please refer to the attachment.
The new road through the Kimball Hill development would ideally be called Faxon Road
since it would merge into existing Faxon Road. This would require a section of Faxon Road
(from Kylyn's Ridge subdivision to Cannonball Trail) to be renamed. If we do rename this
section of road, I recommend it be changed to Old Faxon Road. The name change would not
occur until construction of the Kimball Hill development begins.
Please place this issue on the May 8, 2003 Administration Committee agenda for
consideration.
Cc: Harold Martin, Chief of Police
Dan Kramer, City Attorney
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Proposed Cost Analysis
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Copies Total Total
Proposed per Monthly Total Cost Monthly Quarterly Total Yearly
Copier(s) Minute Location Volume Supplies per Copy Cost Overages Costs Costs
Minolta Di650 65 Main Office 45,846 Included 0.0085 $ 389.69 0.01 $ 1,169.07 $ 4,676.29
Minolta Di551 55 Office Expansion 1 0.01
Minolta CF2002 20 Main Office 867 Included 0.534 $ 462.98 N/A $ 1,388.93 $ 5,555.74
Minolta Di470 j 47 Police Department 5,000 Included 0.0085 $ 42.50 0.01 $ 127.50 $ 510.00
Savin 9935DP 35 Police Department 834 $ 55.00 0.018 $ 15.01 0.016 $ 45.04 $ 180.14
Minolta Di470 47 Beecher 4,167 $ 150.00 0.0085 $ 35.42 0.01 $ 106.26 $ 425.03
HP D735 35 Riverfront 2,500 Separate N/A
Gestetner 2722 22 Public Works 1,000 Separate N/A
Minolta Di183 18 Library 2000 Included 0.0085 $ 17.00 0.01 $ 51.00 $ 204.00
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In House 5,800 Included 0.0085 $ 49.30 0.01 $ 147.90 $ 591.60
Yearly Total Service&Supplies 68,014 0.008624 $ 1,011.90 $ 3,035.70 $ 12,142.81
Lease on New Equipment $1,201.00 * $ 3,603.00 $14,412.00
Grand Total $2,212.90 $ 6,638.70 $26,554.81
MINOLTA
The essentials of Imaging
Prepared by Minolta Business Solutions * 0 Down, 60 Month Balance of Payment Lease Option
,��u Cllr City of Yorkville April 8,2003
''"1 ' — Current Cost Analysis
O' i N
Copies Total Total
per Monthly Total Cost Monthly Quarterly Total Yearly
Current Copier Minute Location Volume Supplies per Copy Cost Overages Costs Costs
Gestetner 3370 70 Main Office 45,846 Included 0.01763 $ 814.52 0.017 $ 2,443.55 $ 9,774.18
2nd Copier needed 50 Office Expansion $ 250.00 0.017 $ 750.00 $ 3,000.00
Gestetner 2651 51 Police Department 5,000 $ 220.00 0.0205 $ 102.50 0.016 $ 307.50 $ 1,230.00
Copy Star 2121 21 Police Department 834 $ 55.00 0.048 $ 40.00 n/a $ 106.25 $ 480.00
Savin 9935DP 35 Beecher 4,167 $ 150.00 0.018 $ 75.00 0.016 $ 225.00 $ 900.00
HP D735 35 Riverfront 2,500 Separate N/A
Gestetner 2722 22 Public Works 1,000 Separate N/A
Gestetner 2822 22 Library 2000 Included 0.02975 $ 59.50 0.03 $ 178.50 $ 714.00
Outsourcing 5,800 0.0394 $ 228.60 $ 685.80 $ 2,743.20
Color Outsourced Main Office 867 N/A 0.8823 $ 764.67 N/A $ 2,294.00 $ 9,176.00
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Yearly Total 67,147 0.0206433 $ 2,334.79 $ 6,990.60 $ 28,017.38
Total expenses does not account for the capital purchase of$20,000 for Gestetner 3370
MINOLTA
The essentials of imaging
Prepared by Minolta Business Solutions with information provided by the City of Yorkville MORMEMONITMOMMXM
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Minolta-Flex Leasing Program
• WHY LEASE?
— Conserve City Capital
— Reallocate Funds Accordingly
— Maximize Budgets and Set Budgets for Future
— Improve Cash Flow to be used for other city needs
• BENEFITS OF MINOLTA-FLEX
— Maintain Flexibility as Needs Change/ City Grows
— Upgrade/Downgrade Without Penalties
— Maximize Use of Latest Technology
• REFERENCES
— Kane County
— Western DuPage Special Recreation
— Village of Itasca
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Monthly Operating Analysis
(Based on 68,014 Copies Per Month
& Outsourcing of Color)
Current Proposed
Lease $ 250.00* $ 1,201.00
Service (B&W) $ 1,320.12 $ 548.92
(Based on Yearly Total) (Billed @ .0085)
Overages $ .017 $ .010
Color Outsourced $ 764.67 Included
Color Service None $ 462.98
Supplies Accounted For Included
Total $ 2,334.79 $ 2,212.90
Monthly Savings to Upgrade: $ 121.89 !!!!
That's $ 1,462.68 Per Year! ! !
*Second Copier needed due to current expansion
two cIr,. City of Yorkville May 1,2003
0
114, . - Proposed Cost Analysis
Total
Proposed Copies Monthly Monthly Total
Copier(s)Vendor per Monthly Total Cost Service Lease Monthly
1 Minute Location Volume Supplies per Copy Cost Payment Overages Costs
Di650 65 Main Office 45,846 Included 0.0085 $ 389.69 $ 325.00 0.01 $ 929.69
D1551 55 Office Expansion $ 215.00 0.01
CF2002 20 Main Office 867 Included 0.534 $ 462.98 $ 329.00 N/A $ 791.98
Di470 47 Police Department 5,000 Included 0.0085 $ 42.50 $ 129.00 0.01 $ 171.50
Savin 9935DP 35 Police Department 834 $ 55.00 0.018 $ 15.01 0.016 $ 15.01
Di470 42 Beecher 4,167 Included 0.0085 $ 35.42 $ 159.00 0.01 $ 195.42
HP D735 35 Riverfront 2,500 Separate N/A
Gestetner 2722 22 Public Works 1,000 Separate N/A
Di183 18 Library 2000 Included 0.0085 $ 17.00 $ 44.00 0.01 $ 60.00
In House 5,800 Included 0.0085 $ 49.30 0.01 $ 49.30
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Yearly Total Service&Supplies 68,014 0.0148 $ 1,011.90 $ 1,201.00 $ 2,212.90
* 0 Down, 60 Month Balance of Payment Lease Option
Ivo err,. City of Yorkville May 1,2003
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Total
Proposed Copies Monthly Monthly Total
Copier(s)Vendor per Monthly Total Cost Service Lease Monthly
2 Minute Location Volume Supplies per Copy Cost Payment Overages Costs
IR8500 85 Main Office 45,846 Included 0.0099 $ 455.00 $ 864.94 0.01 $ 1,319.94
IR5000 50 Office Expansion Included 0.01
3800CMF 28 Main Office 867 Included 0.853 $ 739.55 $ 667.00 N/A $ 1,406.55
4230 42 Police Department 5,000 Included 0.01 $ 50.00 $ 195.00 0.01 $ 245.00
Savin 9935DP 35 Police Department 834 $ 55.00 0.018 $ 15.01 0.016 $ 15.01
4230N 42 Beecher 4,167 Included 0.01 $ 41.67 $ 235.00 0.01 $ 276.67
HP D735 35 Riverfront 2,500 Separate N/A
Gestetner 2722 22 Public Works 1,000 Separate N/A
18011 18 Library 2000 Separate 90 day $ 53.64 0.01 $ 53.64
In House 5,800 Included 0.0085 $ 49.30 0.01 $ 49.30
Yearly Total Service&Supplies 68,014 0.0198 $ 1,350.53 $ 2,015.58 $ 3,366.11
0 Down, 60 Month Balance of Payment Lease Option
,,,to c,T,.. City of Yorkville May 1,2003
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Proposed Copies Monthly Monthly Total
Copier(s)Vendor per Monthly Total Cost Service Lease Monthly
3 Minute Location Volume Supplies per Copy Cost Payment Overages Costs
470DC 65 Main Office 45,846 Included 0.0089 $ 408.03 $ 414.73 0.01 $ 822.76
IR5000 50 Office Expansion Included $ 318.00 0.011 $ 318.00
C1530 15 Main Office 867 Included 60 $ 520.20 $ 349.00 N/A $ 869.20
2640e 40 Police Department 5,000 Included 0.011875 $ 59.38 $ 218.16 0.012 $ 277.54
Savin 9935DP 35 Police Department 834 $ 55.00 0.018 $ 15.01 0.016 $ 15.01
2640e 40 Beecher 4,167 Included 0.011875 $ 49.48 $ 268.16 0.01 $ 317.64
HP D735 35 Riverfront 2,500 Separate N/A
Gestetner 2722 22 Public Works 1,000 Separate N/A
2518D 18 Library 2000 Included 0.0157 $ 31.40 $ 76.98 0.01 $ 108.38
In House 5,800 Included 0.0085 $ 49.30 0.01 $ 49.30
Yearly Total Service&Supplies 68,014 0.0166 $ 1,132.80 $ 1,645.03 $ 2,777.83
* 0 Down, 60 Month Balance of Payment Lease Option
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GOVERNMENT ACCOUNT
PROGRAM
Prepared By:
Keith A. Degen
Major Account Executive
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The contents of this proposal are considered to be Minolta Total Document Solutions private data and
are provided for the exclusive use of the City of Yorkville. The contents herein may not be
reproduced without specific written permission of Minolta Business Solutions, Downers Grove
Branch. Pricing herein may be changed at any time.
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• Minolta Major Account's Mission Statement is:
To earn, develop and maintain long term management
partnerships with our customers such as the City of
Yorkville, which result in enduring and mutually
beneficial relationships.
• We strive to achieve this mission on a daily basis by
recommending solutions to our customers which increase
productivity and cost effectiveness in their overall business
operation.
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• Minolta's Vision
— Images touch our lives every day. Perhaps you've looked
through your photo album, reliving memories of family
and friends, or you've captured on videotape the
excitement of your long-awaited vacation cruise. Maybe a
pair of binoculars has put you "up close" to the drama of
a sporting event, or you've gazed at the heavens using the
magic of a planetarium.
— Images help us communicate as well as preserve a moment
in time. No doubt you've made photocopies, sent faxes,
printed letters on a laser printer, or had color copies made.
At a library you've probably made copies of articles from
microfilm, and you may have instantaneously accessed
important documents through a document image
management system.
— Whether you've experienced one or all of these activities,
chances are you used a Minolta product in the process.
From our flagship film cameras, digital cameras, to
instruments that measure light and color, to advanced
planetarium systems...from copiers and fax machines, to
laser printers, to color copiers/printers...Minolta is woven
into the very fabric of our everyday lives.
— For more than seven decades Minolta has applied our
technological prowess to the research and development of
innovative products and systems.
continued
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• Minolta's Vision (continued)
— Today Minolta is one of the top 100 brand names in the
world, known for the quality and reliability of our
products. And even as we treasure our past
accomplishments and current world-class reputation, we
are aggressively pursuing the future.
— Our copiers, our multifunction machines that fax, copy
and print, our color copiers and printers, complex
electronic imaging systems, and our hybrid microfilm
document storage systems can all work together in an
information system driven by digital technology.
— For the future, we are harnessing the dynamic forces
created by digital technology, investing in research and
development to keep us in the forefront of this revolution
in digital information for the home and office.
— We invite you to explore our world...an innovative world
for the delivery and management of your documents. Take
a glimpse into the future of imaging and information
processing ALL FROM THE MIND OF MINOLTA.
Adak LTA
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EXECUTIVE SUMMARY
Minolta Business Solutions can deliver all of the key elements to provide a
comprehensive solution to City of Yorkville's copier needs. The following major facts
will be presented throughout our proposal to prove that we have the expertise to handle a
project of this magnitude.
Minolta Business Solutions is a strong,financially sound company. Minolta Business
Solutions is a wholly owned subsidiary of Minolta Corporation. By dealing directly with
the manufacturer, The City of Yorkville will be dealing with a company that has had a
strong financial track record for the past 70 years, and a local presence since 1973.
Minolta Business Solutions has experienced people to handle your account. Your
major account team will consist of six members that have over 64 years of combined
experience in the copier industry.
Minolta Business Solutions has a wide selection of quality products. Minolta has
always been a leader in the development of new and exciting technology. With
innovations such as the zoom lens and micro-toning, Minolta patents are cited more than
any other manufacturer. Minolta offers a full line of copiers that range from 13 copies a
minute up to 81 copies per minute. Also, Minolta has positioned itself as a leader in the
new digital arena.
Minolta Business Solutions will offer competitive pricing. The City of Yorkville will
have a price structure based on our Government Account Program. Also, we will offer
one low monthly investment to service, supply and administer our program.
Minolta Business Solutions' service department delivers fast, quality service. Our
service department guarantees a four hour average response time to service calls. This
assures you that a technician will be in your office within four working hours of your call
based on an 8:00 to 5:00 day.
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Governmental Account Management
What to expect:
1.) Major account equipment and service pricing.
2.) Complete tracking and management of all locations' equipment.
3.) Priority service response -4 hour or less guarantee! (See executive summary)
4.) Total support from your Account Executive and Management Staff.
5.) Quarterly account review. An account review will be scheduled on a quarterly basis.
The review will cover all equipment under contract and provide account activity such
as number of service calls, response times, and average copies between calls.
6.) Key - Operator and staff training. Training on equipment will be available within
24 hours of installation or by request of the different departments. Also, follow up
training will be scheduled one month after initial training to serve as a "refresher"
coarse to all key-operators and staff. Any additional training will be provided to
The City of Yorkville on a "as-needed" basis, throughout the term of
our partnership. There will never be any additional costs for this on-going support.
7.) One contact who is completely familiar with your account and accessible to you at
all times.
11 .
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• Revised 10/30/02
UNITED CITY OF YORKVILLE
City Engineer
JOB DESCRIPTION
Department: Engineering
Reports To: City Administrator
Status: Exempt- fulltime
Positions Supervised: Engineering Technicians
Positions Description Overview
This position acts as administrative professional employee that directly reports to the City
Administrator. This individual will be responsible for coordinating all engineering projects and
overseeing the daily operations of the Engineering Department. Furthermore, coordinate public
improvement projects with respective departments. Oversee all private developments, either
through review or supervision of outside consultants, to ensure Federal, State and Local
compliance of engineering standards.
Essential Job Functions
1. Review developer's plans and specifications, prepare proper correspondence addressing
engineering standards and respond to any neglected requirement items or areas.
2. Develop plans and specifications for city projects, MFT projects, and all city related
public infrastructure projects, including layout and staking.
3. Prepare reports and technical studies as directed by City Administrator.
4. Respond to citizen complaints and concerns relating to drainage, water, sewer,platting
and streets.
5. Create and maintain five (5) year capital plans and budgets.
6. Manage the technical personnel.
7. Attend City Public Works Committee and Plan Council Meetings.
8. Provides technical support as requested for City Departments
9. Provide oversight for projects involving consulting services.
10. Coordinate projects involving other governmental agencies.
11. Performs other duties and responsibilities as directed by the City Administrator.
jdescsreng
Revised 10/30/02
Requirements - Knowledge, Skills and Abilities
1. Ability to utilize Auto CAD and Microsoft Excel Spreadsheet and Word.
2. Ability to interpret engineering and surveying documents.
3. Ability to use surveying equipment and other tools.
4. Ability to work at heights greater than ten (10) feet, walking over rough, uneven terrain
and working out of doors year round in a variety of weather conditions with exposure to
the elements.
5. Ability to remain in a standing or sitting position for extended periods of time.
6. Ability to communicate effectively both orally and in writing.
Minimum and Preferred Experience and Education
1. Graduation from an ABET—accredited college with a Bachelor of Science degree in
Civil Engineering.
2. A current valid registration as a Professional Engineer in the State of Illinois.
3. Valid Illinois driver's license.
4. Must be willing to attend training classes to increase knowledge of job related
responsibilities.
5. Any approved equivalent combination of experience and education that provides the
required knowledge, skills and abilities.
6. Must have successfully completed a background investigation with findings of good
character and no felony convictions.
The duties listed above are intended only as illustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude them from the
position if the work is similar, related or a logical assignment to the position. The job description
does not constitute an employment agreement between the employer and employee and is subject
to change by the employer as the needs of the employer and requirements of the job change.
jdescsreng
•
Certified Public Accountants
F IF'-r8AA/ PPT&W,Ltd. Phone:630 574 1040
2221 Camden Court,Suite 300 fax:630574.8313
Oak Brook,Illinois 60523 Web:www.fptw.com
April 21, 2003
Ms. Traci Pleckham
Finance Director
City of Yorkville
800 Game Farm Road
Yorkville, Illinois 60560-9999
Dear Traci,
Enclosed is a draft version of the Fixed Asset policy we have prepared for the City. We
have included several items in the policy that are based on common levels and ranges
used by other municipalities. These items include capitalization thresholds, useful lives
and the dollar amount to be used for inventory control purposes.
Because the City is still in the early stages of its GASB 34 implementation, we believe it
is important to implement such a policy in order to provide direction for much of the
detailed work that will need to be completed in developing capital asset records.
However, as this work is performed, the City may identify elements of the policy that it
wishes to modify. This is to be expected and is encouraged. As the City compiles its
records, the policy should be revised to best suit the City's unique circumstances.
We will work with you in preparing the capital asset records and in identifying instances
where the policy may need to be revised. Please review the draft policy to see if there are
any amounts or ranges that you would like modified. In particular, the useful lives for
infrastructure assets should be discussed with Public Works and/or the engineers to see if
the ranges are appropriate based on the City's plans and experience.
After the draft is approved, the policy can be sent to Council for approval.
Please call me after you have reviewed the policy so we can discuss any questions or
comments you might have.
Sincerely,
Scott C. Termine
Chicago•Oak Brook•Springfield•New York•Indiana
DRAFT
CITY OF YORKVILLE
FIXED ASSET & CAPITALIZATION POLICY
APRIL 2003
OVERVIEW
This capitalization policy is designed to provide a guideline for the financial management
of the City of Yorkville's capital assets. The policy has been developed to address
requirements of the Governmental Accounting Standards Board (GASB) Statement No.
34 to ensure compliance with generally accepted accounting principles (GAAP). Capital
assets include infrastructure, land, land improvements, site improvements, buildings and
improvements, vehicles, machinery, equipment and other tangible and intangible assets
that have a useful life beyond a single reporting period. Capital assets should be reported
at historical cost, which includes the amount paid for the asset as well as all costs
associated with placing the asset in service. This may include engineering fees,
architectural fees, site preparation, freight, etc. When the value paid for the asset cannot
be determined, the asset's fair market value at the time of acquisition will determine the
cost.
INFRASTRUCTURE
Infrastructure assets will include such assets as roads, sidewalks, streetlights, drainage
systems, water systems and sewer systems. Included in this category will also be
subsystems and networks of these systems. For example, streetlights would be a
subsystem of a street network. Capitalization of infrastructure shall include costs that are
above the capitalization threshold and extend the useful life, increase the capacity and/or
the efficiency of the infrastructure. General maintenance and repair projects shall not be
capitalized. Capital infrastructure costs would include all labor, material, professional
services, insurance and other indirect costs to construct the asset and put it into service.
LAND AND IMPROVEMENTS
The total asset value for land shall include the acquisition cost and all costs to prepare the
land for its intended use, such as excavating, grading, drainage, landscaping, etc. The
cost of the land shall include the purchase price as well as all associated costs, such as
legal fees, title searches and any other closing costs. Land acquired through eminent
domain proceedings should be reported at the settlement amount up to the fair value of
the land. Amounts paid in excess of the fair value should be expensed.
All right-of-way assets of the City, including the land under roadways, should be
recorded as land and not be depreciated. Any easements purchased by the City should be
reported as intangible assets and amortized over a period not to exceed 40 years.
DRAFT
Land improvements are the non-depreciable costs and betterments of preparing
the land for its intended use. An example of a land improvement is leveling and
grading.
Site improvements are the depreciable costs and betterments affixed to land that generally
add to its value and functionality. Examples of site improvements include, but are not
limited to, temporary structures, access roads, parking lots, fencing, lighting (e.g., lights
in parking lots, lights along walkways), tunnels that connect buildings, gas, electricity or
steam transmission lines, and campsites.
BUILDINGS AND IMPROVEMENTS
The total asset value for buildings shall be the total cost of acquisition or construction.
This will include all labor, material, professional services to construct the building as
well as insurance and any other indirect costs incurred during construction.
Capitalization of building improvements shall include costs that are above the
capitalization threshold and extend the useful life, increase the capacity and / or the
efficiency of the building. General maintenance and repair projects shall not be
capitalized.
EQUIPMENT
The asset value of the equipment will be determined by the acquisition cost of the
equipment plus any additional costs such as freight, insurance, prep charges and any
other charges associated with placing the asset in service. Equipment assets are typically
moveable, non-consumable property. Equipment could include vehicles, furniture and
fixtures, office equipment, computers, etc.
SOFTWARE
The cost of software shall include the purchase price as well as the cost associated with
the installation and implementation of the software. This may include travel, training,
third party development and employee payroll costs directly involved with the
installation.
CONTRIBUTED CAPITAL
Contributed capital are capital assets that have been donated or contributed to the City by
either private developers, in the case of land or infrastructure for a new subdivision, or by
other companies, individuals or governments. The value of contributed capital shall be
recorded at the fair market value at the time of the contribution. These assets should be
reported in the appropriate assets categories (e.g., land, infrastructure, etc.).
DRAFT
DISPOSAL OF CAPITAL ASSETS
Any disposal of capital assets by any City Department must be reported in detail to the
Accounting Department immediately or as soon as reasonably possible. Information
needed to record a disposal includes the asset description, make, model, serial number,
date of acquisition, original cost, salvage value (if any) as well as any proceeds received
from the disposition. An asset disposal form provided by the Accounting Department
will be used to request/report the disposal of any fixed asset.
CAPITALIZATION THRESHOLD
The following capitalization threshold table will apply when determining the
capitalization of an asset.
CAPITAL ASSET CATEGORY CAPITALIZATION THRESHOLD
Land (including Right-of-Way) $25,000
Land Improvements $20,000
Site Improvements $20,000
Buildings $50,000
Building Improvements $25,000
Equipment $5,000
Software $25,000
Infrastructure By Individual Network Listed Below
Street Network $50,000
Water Network $75,000
Sanitary Sewer Network $75,000
Storm Sewer Network $50,000
DEPRECIATION
Depreciation is a method of allocating the cost of an asset over its estimated useful life,
rather than deducting the cost as an expense in the year of acquisition. Generally, at the
end of an asset's life, the sum of the amounts charged for depreciation in each accounting
period (accumulated depreciation) will equal the original cost less the expected salvage
value (if any). Capital assets will be depreciated over their estimated useful lives. The
straight-line method of depreciation will be used using a full month convention. For
example, one month's worth of depreciation expense would be recognized on an asset
acquired on April 18 based on the City's fiscal year-end of April 30. Land and land
improvements should not be depreciated.
To calculate depreciation the following factors must be known:
• The date the asset was placed in service
• The cost or acquisition value
• The salvage value (usually $0)
DRAFT
• The estimated useful life
• The depreciation method (straight-line method)
ESTIMATED USEFUL LIVES
The following table will apply for depreciation depending on the capital asset category:
CAPITAL ASSET CATEGORY ESTIMATED USEFUL LIFE (IN YEARS)
Land (including Right-of-Way) Not Depreciated
Land Improvements Not Depreciated
Site Improvements 3-50
Buildings 10-50
Building Improvements 10-20
Equipment 3-10
Software 2-7
Infrastructure 10-75 (See Detailed Information Below)
INFRASTRUCTURE USEFUL LIVES
Streets: 30-40 years with periodic maintenance
Bike Trails: 30-40 years with periodic maintenance
Storm Sewers:
Open Channels or ditches: 20-25 years with periodic maintenance
Sewer Mains: 50-60 years
Retention Ponds: 20-25 years before dredging is necessary
Pump Stations: 25-30 years
Water:
Wells: 20-25 years
Water Mains: 50-60 years
Water Towers: 60-75 years with periodic painting and cleaning
Water Plant: 25-30 years
Sanitary Sewers:
Sewer Mains: 50-60 years
Pump Stations: 25-30 years
Treatment Plant: 25-3 0 years
If a significant capital or infrastructure asset is estimated to be still in use after its
established useful life, the City should revise the asset's useful life to estimate the actual
number of years the asset will remain in use. This new revised useful life should be
DRAFT
treated as a change in accounting estimate and applied to all on-going calculations of
depreciation. With a change in accounting estimate, there is no retroactive affect caused
by the change.
FIXED ASSETS vs. INVENTORY CONTROL
Assets that are valued below the capitalization threshold but above $1,000 in value will
warrant control and shall be inventoried at the department level. An appropriate list of
these assets will be maintained by each department and copies will be provided to the
Accounting Department. Information maintained should include asset description,
location, make, model, serial number and/or any other information deemed necessary for
control. Such inventory items could include computers, printers, copiers, power tools,
chain saws, small construction equipment, mowers, fire equipment, etc.
MANAGEMENT RESPONSIBILITY
The Accounting Department shall be responsible for the accounting for capital asset
inventories, both initially and periodically in subsequent years. The Accounting
Department will ensure that the capital asset ledger will be updated annually to reflect
additions, retirements, and transfers to reflect the new annual capital asset balance for
financial reporting purposes and the annual depreciation calculations.
Page 1 of 15
UNITED CITY OF YORKVILLE
ADMINISTRATION COMMITTEE MEETING DRAFT
THURSDAY,MARCH 13,2003
6:30 P.M.
In Attendance:
Mayor Art Prochaska(in at 7:45 p.m.)
Alderman Paul James
Alderwoman Rose Spears
Alderwoman Valerie Burd
City Administrator Tony Graff(in at 7:00 p.m.)
Guests:
Public Works Director Enc Dhuse (left at 8:30)
Park &Recreation Director Laura Brown
Bill Powel
City Treasurer Bob Allen
Andrew Clements from Web Links
PRESENTATION: WEBLINX PRESENTATION BY ANDY CLEMENTS
Alderwoman Valerie Burd introduced Weblinx's Andy Clements and mentioned that she had first
met Mr. Clements at Waubonsee. She said that she had the opportunity to become familiar with
his work and that he is interested in doing work for the City of Yorkville. Mr. Clements has done
work for Oswego, St. Charles, Speaker of the House Dennis Hastert, and others.
Mr. Clements stated that he has done web sites for nearly all the communities in Kendall County.
He said that he works closely with the Yorkville Economic Development Corporation and also
the Yorkville Chamber of Commerce. He said that the Yorkville City Web Site is not the greatest.
He felt that either the Economical Site or City of Yorkville Site would not be the first stop for
corporate executives who are looking to locate their businesses in Kendall County. He mentioned
that Oswego has taken advantage of his services through the web site.
Mr. Clements stated that one issue he would like to address is the overall design of the Yorkville
City Web Site. He referred to the handouts and asked the committee if they had compared the
Yorkville City Web Site to other towns such as Oswego or.Geneva. He felt that the City web site
was an area that could use some improvement;to be able to be at the same levels with the other
communities in the area. He said that they had revised the Montgomery Illinois Web Site and also
their Economical Program. He said that the town of Montgomery was behind up until a couple of
years ago. One of the goals for Montgomery was to build a web site that was residentially
friendly. He mentioned that the Kendall County Record quoted that the Montgomery Web Site
was the most user friendly web site in the state of Illinois.
Mr. Clements stated that he is currently working on the 2nd handout, which is the revision for the
Yorkville Economical Development Corp. that is scheduled to be launched next week. He
thought as long as they were working on that project,that the committee might consider a
proposal from Web Link to re-map the Yorkville City Web Site. He felt it would add a real
service entity not only for the residents but also potential residents and businesses looking to
come into the community. He made mention of the list he prepared to show his work.
Alderwoman Burd mentioned that the costs were very reasonable.
Page 2 of 15
Aldenvoman Rose Spears asked if the system quit running or if it would not link properly, if he
could be directly reached. Mr. Clements said yes. He should be able to deal with any of those
types of problems without having to come out; they can be dealt with from their facility.
Mr. Clements mentioned that with Oswego and Montgomery,they were able to get all City
employees and trustees on their e-mail system. That's all part of the hosting, so they all have their
own personalized e-mail through a web-based interface. Mr. Clements mentioned that Weblinx
offers a service to get rid of any unofficial entities that might interfere with the City Web Site.
Alderman Paul James asked about the updating of the sites, specifically for the Police
Department. Mr. Clements said that as in Oswego,there are certain areas of the web site where an
employee can go through a web base, and post things automatically without having to know any
special coding skills. He said that he also offers a couple of retainer or maintenance programs
where if some of the more complicated work needs to be done, it could be e-mailed to him and he
could hard code anything that needs to be done.
Park and Recreation Director Laura Brown asked if he could line-route information from
Yorkville to a specific person. Mr. Clements said that it could be routed to anybody it is just a
standard e-mail colony. Mrs. Brown asked if there was a maximum on the e-mail web base
accounts. He said no, it can be as many as you want. Mrs. Brown asked who manages the e-mail
accounts. Mr. Clements said that for the Village of Oswego he had about 15 employees sign a
disclosure agreement. That way he would have a contract in case anyone who would leave their
position could not take any information with them. Mrs. Brown added that this way if an
employee were to be fired, you would call the web-based host and ask to block any e-mail
coming or going to the former employee.
Mr. Clements defined some of the job services:
1) 100 MB of storage—a typical client uses about 5-10 mbs per storage, he does not
anticipate going above that.
2) Unique IP Address—it is a virtual address that shares throughout a hundred different sites,
and share the same IP address.
3) 5,000MB of throughput per month -this is important because it is the amount of data
transfer. They have never had anyone exceed 5, 0000 MB.
4) Unlimited POP E-mail Accounts & Forwarding- simply means the amount of e-mail
accounts would be unlimited.
5) FREE Web Based Mail -if you are on the road and do not have access to an e-mail client,
by going to the web browser and typing in mail.weblinxinc.com and user name and password,
it will work just like Outlook Express.
Aldenvoman Burd asked if people would be able to pay their water bills through the e-mail
system. Mr. Clements said that the website would have to be E-Commerce capable which there is
web based packets that can be purchased for that.
Mrs. Brown mentioned that there is a contract that should be coming soon for a DSL connection.
Once the connection is made into the office then the AOL accounts can be eliminate and there
would be an immediate DSL connection and it would be on line all the time. Employees would be
able to e-mail each other without having to go through AOL.
Page 3 of 15
Alderman Paul James asked how many e-mail accounts the City currently has. Mrs. Pleckham
said there are 8 accounts.
Alderwoman Spears felt that the committee should seriously consider Weblinx plan. She felt it
would be a good for growth. She said that she had browsed many of these Web Sites and was
very impressed with Mr. Clements work.
Mrs. Brown asked if Mr. Clements could set up e-mail based application for templates that people
could fill out an e-mail back to us. Mr. Clements said that he could. Alderwoman Burd added that
they could also do questionnaires.
Mrs.Pleckham said that another one of their goals is to get City Ordinances on line as well.
Mrs. Brown mentioned that without E-Commerce that they would not be able to do Money
Exchange because it is a huge liability.
Alderwoman Spears asked that if Weblinx does put City Ordinances on line and/or surveys, if
they would be additional charges. Mr. Clements said that it would usually be done in a PDF file if
the City wanted to do HTML.
Mrs. Brown asked about links and where they would get access to them. Mr. Clements said that
he likes to get linked to the local sites and that he keywords the site so that it comes up as number
1 on the search engines for anything that they feel would be useful. Mrs. Brown asked how many
search engines are used. Mr. Clements said there were over a hundred.
Mrs. Brown asked what kind of server he used. Mr. Clements said that he has 3 servers that have
2 unit boxes and NT server that are in a data warehouse in Texas. He said that he leases these 3
servers and that they are staffed around the clock.
Alderwoman Spears asked when Mr. Clements first started making web sites. Mr. Clements said
that he started at age 13. When he was in high school he took an internship at the ODAC. He did
web sites for them and then also for banks and while still in high school did a web site for Edge
Mark who are still clients today.
Alderwoman Spears asked what the costs would be to the City. Mr. Clements said that he would
have to put together a proposal. He said that they do charge$50 an hour and that City sites are
usually a little bigger but that they would probably be looking at no more than $3,000. Mr.
Clements said that he could have a proposal ready by early next week.
Mrs. Pleckham thought it would be a good idea to get input from the Police Department and staff.
Mr. Clements said that though he did not put it down in the presentation,that he has also done
web sites for both the Montgomery and Oswego Police Departments. Thought the police web
sites are separate,they are linked to the City's site. That was done to separate e-mail.
Alderman James asked if there are different links for the different departments would there be
any additional fees. Mr. Clements said no, it's all included as one.
Mrs. Brown pointed out that with the Tourism Depai tient that they could create a mailing list to
let people know when certain events are coming up such as `Music Under the Stars.'
Page 4of15
Mr. Clements stated that his advice would be to look at St. Charles web site and make a list of
items the committee would like to see included on the web site. He said that the St. Charles web
site has a whole package of interests in which they could consider for the Yorkville City web site.
This item will go to COW on April 10th, 2003.
OLD BUSINESS
Minutes for Approval/Correction
With correction to be made the committee approved the minutes for December and January.
Review Correction to Employee Manual
City Administrator Tony Graff stated that from the last meeting there were a few corrections and
recommendations by the committee to change some language.
In the section of the Part-Time Employees, the committee decided to make it more precise so that
when an employee read it, they would understand what a part-time employee was.
On page 3 the final draft they struck out the exception. The recommendation from the committee
and the City attorney Dan Kramer thought that the revised version was a lot cleaner.
Mr. Graff said that he had spoken with the library. He said that Attorney Kramer brought up that
since the library has adopted their own rules and regulations and that are different than the City's.
A couple of different examples are that they are open on certain holidays such as Columbus Day
and Presidents Day. That would come in conflict with the manual but changes were made
specifically for the library on those few instances which is on page 4 of the manual. They also did
review the library's Rules and Regulations Manual and the recommendations have been
forwarded over to the library. There were some legal verbiage changes that were recommended
to them.
Alderwoman Burd asked Mrs. Pleckham if she would make sure that the library gets connected
with the Skylink. Mrs. Pleckham said that she would do that.
Mr. Graff pointed out that on page 32 of the manual that they had had good discussions on the
Education Training and that they and Attorney Kramer concurred with the committee's
recommendations for cleaning up that section. He said they had inserted what the committee had
recommended in regards to the College Degree or Certificate Program,that the program must be
submitted by the Department Head,to the Mayor and City Council for approval.
Mr. Graff stated that in regard to the educational stipend the attorney's recommended that there
should be a stipend of 2%for Associates Degree, 2%for Bachelors Degree, and 2%for Masters
Degree. He said there is other verbiage that explains there could be an education stipend just
beyond that necessary entry level of that position.
Mr. Graff mentioned that there was some employees have voiced a concern about the Search and
Seize Policy under Employee Conduct 3:10. The concern was the inspection of an employee who
might be subject to suspicion of having weapons or who might be under suspicion of having
drunk alcohol while on the job. Mr. Graff said that he had already spoken with Public Works
Director Eric Dhuse about bows and guns. The policy states that they do not want any City
Employee to have access to weapons. The department and common place are now going through
Page 5 of 15
that transition. With Homeland Security becoming more prevalent in the work place, Government
places must be more secure.
Mr. Graff stated that the Department Heads have considered asking$150 towards the Employee
Manual. It would be a one time payment to all employees. They would receive that upon the
acknowledgement of the payment and they would receive a receipt for it. He said that the
committee will have to look at what they would consider for a recommendation for the employees
to adopt this policy. Mr. Graff said that due to the changes in the manual that protect the Manager
Rights and with the information given, he felt that it would eliminate conflicts when it comes
down to grievances, disciplines, hiring and promoting. He suggests the amount of$100 for the
employees.
Alderwoman Spears asked if the attorney's mentioned any averages. Mr. Graff said no they didn't
because this is a new case law where as of vet they have not changed too many manuals.
Yorkville is the first one to change their manual to most current.
Alderwoman Spears said that with checking with other municipalities that she felt that$100 was
comparable with the other communities.
Mr. Dhuse asked the committee to keep in mind that his employees have the option of the County
Union and that most growing cities are going with the Union.
Alderman James asked why Mr. Graff felt that each employee should get $100. Mr. Graff said
that it is because of court ruling. The court ruled that when cities change their manual that there
should have been consideration in regards to the changes that the employee should have received.
He said that even though they didn't dilute any benefits they did add language that strengthens
management position in regards with discipline and grievances. It gives more strength to the
management for managing its employees.
Alderman James voiced his concern over the$100 stipend. He felt that he could not support it.
Mr. Graff said that it is the foundation to build policy off for Department Heads to get written
approval.
Alderwoman Burd pointed out that it if the employees accept the money then they can not sue the
City and they have agreed to it.
Alderwoman Spears asked what they would do if someone would not accept the money and said
they did not want it. Mr. Graff said that we have done our obligation in regards to the offer
consideration. That is what the courts would recognize. If the employee still wants to refuse the
consideration, we are still the employer. We would have them sign off. If they would not sign
then termination might be considered. It would have to be explored at the next level. It might not
be a termination but rather a notation of the mild because we do have aggressive discipline on •
this. If there is gross misconduct then the discipline could be held to termination.
Alderwoman Spears asked if they do not sign it would they still have to abide by it. Mr. Graff
said that they would still have to abide by it. He said that is why they have training sessions. The
Department Head will sit down with the employee and will go over the manual page by page and
ask them if they understand what they have just read and then it is documented. If they refuse to
sign it then they would bring in an assistant or Mr. Graff to witness that they had gone over the
manual with the employee and they have physically handed it to them.
Page 6 of 15
Alderman James felt that the employees should just sign to show that they did have the training.
If they want to listen and read it,that would be up to them. He felt that they should just document
that they did have the training and that they were aware that there were changes and that's it.
Mr. Graff stated that they are not giving them the consideration to sign but rather the
consideration that they have to basically sign, which is the way it was explained to him a while
back. He said that the attorney's say that they have to have acknowledgement forms that they
have received the document.
Alderwoman Burd felt that the committee should just follow the procedure that the labor
attorney's wrote up for them. She said that it was there to protect the City.
Alderman James asked about the procedure of training courses. Mr. Graff said that when a new
employee comes in they hand them a packet and have them sign for the packet and that they have
received certain acknowledgement forms.
City Treasurer Bob Allen asked how many full time employees the City currently has. Mr. Graff
said that there are 48.
This item will go to COW for discussion on April 2, 2003,with the attorney's opinion letter
attachment.
Review Planning Coordinator's Fees
Mr. Graff stated that Development Coordinator Anna Kurtzman show's from the report that she
submitted that she put in a total of 29.75 hours. He said that the position is working well, and that
developers like it because they have a contact person.
Alderman James mentioned that a couple of questions were asked about the coordinator's
position. How many hours would Mrs. Kurtzman end up working and if her hours would be
100%billable to developers. It would appear from the report that everything is lining up.
Alderwoman Spears said that they would like to keep her in in-house staff for a couple of months
because it is a good tool to have.
Mr. Graff said that Jennifer likes it too because there are developers asking for more
documentation and we're having more billable hours. It's good that she can send an individual for
that. He said that's why there is more detail on the report to show what she did day by day.
This item will be brought back to the next Administration meeting on April 10, 2003.
Water Accounts—Update
Aldenwoman Spears reported that there were a lot of meters that were replaced.
Alderman James asked if the meters that are replaced drop off the next report.
Mrs. Pleckham said that anytime that a problem is resolved then the next month it will be off the
report.
i
Page 7 of 15
Salary Schedule
Mr. Graff stated that memo to the committee from Finance Director Traci Pleckham show's the
recommended proposed salary ranges. The survey's supports the ranges. He said that they wanted
to keep it on the current salary ranges and they will adjust it in the budget next month. He said
that the ranges pretty much follow the averages. Some on the high end came down, because the
survey showed that they were too high in those ranges. If the survey did show that some of these
ranges might have been a 1-2%below the range they didn't go down on the entry level. They
kept entry level at entry level for what it is. The Department Heads really felt strong and so did
Traci when doing the survey that with entry level at this point; we know what we are competing
against.
Alderman James asked if any employee fell beyond these ranges. Mrs. Pleckham said that there
was just one and that is the Executive Director from Parks and Recreation.
Treasurer Allen commented that some of the communities in the survey are a lot larger that
Yorkville. He felt that while trying to keep up with the other cities that we are using up quite a bit
of our resources to compensate our employees.
Alderwoman Spears pointed out that the committee did mention that they are trying to look at
population, budget to keep it in line. She said after completing the last survey it proved to be very
difficult to do. Other communities give incentives and do things that it hard to compare.
Mrs. Pleckham pointed out that she did add population in the survey because it was a concern.
Mr. Graff said that when you look at salary surveys done by professional firms there is a variance
in low and high in population and that is where they get the averages and mediums for that. He
said that Montgomery hire a professional firm for their salary survey and spent about$30,000
viewing all their job descriptions on a$70,000 contract. He said that we could do that and that the
labor attorney said it is a good way to gage where Yorkville is on a true comparable. It gives the
City Council and City employees a chance to see some information on it.
Alderwoman Spears pointed out that Mrs. Pleckham had access to the other cities surveys and
that she used that.
Mr. Graff pointed out that that 800 of the population are within the City's range;they are under
10,000 out of the 16 that were recruited. He said that the highest was Lennox where we took an
average.
Mrs. Pleckham pointed out that they looked closely at quotes from the cities with double digits
just to see if it was justifiable with what and why they were doing it. They wanted to make sure it
was as clear as they could have it and to be able to give enough information.
Mr.Graff recommends for the committee to recommend the salary schedule and present it to the
Council. This way they have it updated before they do the approval process for the budget.
Alderwoman Spears asked if the stipend had changed. Mr. Graff said no they just cleaned up the
verbiage on it.
Mayor Prochaska mentioned that one thing they need look at is the averages of both smaller and
larger towns, most of which are in our area and within the same conditions that we are in. He
pointed out that not all the ranges.went up and that some actually decreased.
Page 8 of 15
Alderman James asked Treasurer Allen if there was one position listed that was of concern to
him. It was Mr. Allen's opinion that for the purposes of the City Administrator,there were some
fairly large communities that were substantially larger than Yorkville that at the time the survey
was taken, were not offering their top people that much. He said that he has had the opportunity
to talk to some people and that some questions were raised about the cities salaries.
Alderwoman Spears said that she kept in perspective the population and budget and felt that the
salary ranges for City Administrator and Executive Director were accurate.
Mr. Graff mentioned that one of the things the community has done over the last year is they have
updated all of the job descriptions and have brought them up to standard. That was not only by
Labor Law but also to bring them up to a professional standard.
Mrs. Pleckham pointed out that the one thing that was not in this report but was in the last report
was the Engineer Survey. She wanted to make sure that was also included to bring to COW. She
said that Geneva was included because there were actually very few towns she could find that had
a City Engineer, but that it did fall into the same ranges as what they found in the Engineer
Survey.
Mr. Graff said that one thing that was talked about at the Department Head meeting with the
Mayor was how to lead into the Salary schedule. He said that every year in the budget they give
some kind of COLA plus Merit for salary increases. One thing that was agreed upon is that last
year they did a 5%and this year they are looking to do the same. He is waiting for Bob Smith to
send the research for the most updated COLA rating.
Mayor Prochaska informed that one thing that they did last year was 3%and 2%because the
COLA was so high last year. He said that what he discussed with the Department heads was
going on what the Council had mentioned and that was going with a 11/2—2%for COLA and
then the remainder for merit. Last year everyone could get up to 5%and it was set. He suggested
that for this year if they are going to talk about a 5%adjustment COLA for all then the dollars
would go to pool for that department and then the Department Head would have stability. He felt
that that would help in reward again in merit. In other words someone could end up with a 6%
increase if someone ended up with less depending on how those dollars were divided. It would be
up to the Council as to what the minimum would for the COLA increase. The evaluation system
is done through a point system.
Mr. Graff said it was difficult for the Department Head, before they did adjustments,that the 2
year period for the Salary Schedule were out of sync. The last time they did the adjustment it
worked out well with $30,000 for adjustment pool. The Department Heads tried to work it out
between themselves to try to equalize that. The reason for the adjustment is that they wouldn't
want a new employee to come in to be at the same level with an entry level person. That way the
entry people have some kind of seniority.
Alderman James felt that the Department Head should give some input but didn't think it should
ultimately rely on them because it could make for some hard feelings.
Mayor Prochaska disagreed with that. Mr. Dhuse added that that was the reason why he was
hired. He said that the scale make it fair and justifiable. Decisions are not based on a whim; there
is some accountability to it. Mayor Prochaska agreed and said that the accountability is there and
Page 9 of 15
it is the Councils place to enact the policy. That is what we hired the staff to do and that is why it
is set up the way it is.
Alderwoman Spears asked Bill Powell if he had any input. Mr. Powell commented that regarding
Mr. Graff and administering raises,that one problem that he ran into at his other job was being
the new guy he never had a chance to catch up. He thought that there ought to be a point in time
that a new employee, after 3 or 4 years, would be doing all the activities of the job and at that
point in time be at the average rate of salary. After that then adjustments for merits could be made
from that. He said it can be hard to dictate when you have a small pool of money,to justify and
equity increase. He said that at his former job they had tried to do this and what would happen is
that the amount of equity would end up being so small that the person would be behind his whole
career.
Mr. Graff said that once Bob Smith gets back to him on the Salary Survey then they can take a
closer look at it. If the consensus is that the 5%then they will need to take a look at what the
COLA and merit will be. After that they would be able to send out a memo to the employees;
knowing that the Depai tment Heads will verify it at the budget. In the past with this formula they
have seen the average would probably be around 4.23%—4.5%would be the average for the
COLA and the raises with most employees in that range. An employee would have to score
superiorly in order to get 5%. For budget purposes 5%is used. He also said that for budget
purposes when talking about salaries,that all merit and salaries are based upon everyone but the
Department Heads. He thought it might be a good idea for the committee members to talk about
that among themselves. He said a lot of cities do go into executive session specifically for the
employees and to talk about giving the authority to the Mayor to negotiate what ever percentages
used for that. Knowing this he thought that the committee might want to take a look of going into
executive session, possibly in April. The other component they would need to look at would the
fact that the 2 employees on employee agreements (Harold Martin, Chief of Police and Tony
Graff, City Administrator) would not get negotiated until after the election and can only go up to
the terms of the Mayor. He said that there are contingency dollars in the amount of$176,000 and
he said he felt comfortable working with the fate of that.
The committee recommends for this item to be sent to COW on March 18, 2003.
This item will go to COW on April 2, 2003.
NIU Tech Study
Mr. Graff said this was in regards to the proposal back in December from a consulting company
about coming in and doing the tech and strategic technology plan. We have 5 year plans for the
other capital but hadn't put anything together for hardware or software. Some people were
concerned about the company coming in and doing inventory and assessment some of the City's
needs. There was also talk of going on to RFP to see what kind of software that we want. He said
that when he was recently at a seminar at NIU,they said they were looking for community uses
that and that they would like to come in and do an assessment. They have a Masters program that
is overseen by their IT division at NIU. It would actually be their IT division that would come in
and do the assessment. They did come in and Mr. Graff met with them and the meeting went very
well. The cost for their services came to the amount of$7200: to come in and do the assessment
and also for developing a strategic plan and getting us to know where we are in our technology.
Mr. Graff felt it is a great program and felt it would be the answer to what they need. There is a
contract for it, and it does not need to be paid until the completion of the project. That gives us
the opportunity to pre-pay if the money is there or hold off until next fiscal year.
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Aldenvoman Spears asked why these services were needed. Mr. Graff said that it is to begin
developing our 5-year Capital Plan for technology.
Aldenvoman Burd said that she was not impressed with their down-home study. She said that she
had spoken with someone at the presentation and they said that they do not always have the same
people doing the surveying. She wondered if there was another entity that could do assessment.
Mr. Graff said that they did have Smith Engineering who has a consulting division for technology
which was brought to the committee but member weren't comfortable with and felt they did not
have the expertise to go out for an RFP. He said we do have providers with their software
company that came in with our accounting,that are very good with giving their specifications, but
they lack the knowledge of what we might need for the over all picture. He said what they are
really looking for is a true integrated technology system. They need a plan for when they
integrate over to the library. He said he felt confident that NIU could do the job.
Mayor Prochaska pointed out that there are other schools that have these programs or there are
also some other technical schools that might be willing to do something like that also. He felt it
would be worth it to call them and ask if that kind of work.
Mr. Graff said that he could make a phone call to DePaul collage and IET. He said that we have a
couple of IET professors that live in Yorkville. He said that one professor would like to actually
do a study about truck traffic. The universities do have great resources. He said that he would
contact the University Outreach Division and the other collages to compare what services they
might be able to provide.
Mr. Graff will bring an update on this at the next meeting.
This item will be brought back to the next Administration meeting on April 10, 2003.
NEW BUSINESS
MFT Resolution— Fox Industrial Bond (Obligation Retirement Resolution)
Mrs. Pleckham said that this pertains to payment of bonds for the next calendar year. She said
they just need to do a term of resolution for them to for them to authorize the $75,000 to pay the
bond off.
This item will go to COW on March 18, 2003.
Internship Program—Summer City Intern
Mrs. Pleckham said that Bart Olson, who is participating in the Internship program, is very
interested in Public Administration. She thought it would be a good idea to get an internship
program back in track as it is a busy time and Mr. Olson is looking for the experience. She said
that they could always use the added help. Mrs. Brown had drafted a program for Mr. Olson. That
way he could get experience in all the departments and help out with various projects that are
coming up. Mr. Olson's resume is attached to the packet.
Aldenvoman Burd thought that the idea for the intern was great and thought that they should
support the idea. She said they need the young people that are coining into government and really
good for the City to do. Mr. Olson would get 4 hrs. of credit working through the internship.
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Mr. Graff mentioned that a memo would be passed out shortly because the Police Department is
already signed up with an intern at Western Illinois. Chief Martin wasn't aware that it needed to
first come to the Administration meeting for approval. He said that they should have a general
policy for the Internship Program. He said that he would ask about the policy of the Internship
Program.
Mrs. Brown said that she felt the Administration would have to think about the Internship
Program in terms of what they are paying for them and the equity. She said that some times when
you get into principalities, stipends are done regardless of what area or department you are in
when internships are offered. Also they would need to consider the budget and how many interns
they want and what they are willing to pay.
Mr. Graff said that Western encouraged no pay.
Mrs. Pleckham pointed out that Mr. Olson would be full time and would receive the 40 hour
weekly stipend.
The committee agreed to approve this as long as it is in the budget.
This item will go to COW on March 13,2003.
Health Insurance Update
Mr. Graff stated that for information purposes, we did get a renewal notice from Blue Cross/Blue
Shield. He said that they had put in a 17%increase across the board. Mrs. Pleckham provided
information on the different programs. Mr. Graff pointed out that they are looking at no higher
than 8%and the lowest is 2.2%. He felt they came across very well this year because of the
increase in the employee base which spreads out our risk and liability insurance industry. He said
that they did search the market for another insurance plan but they haven't heard any response.
Alderwoman Spears asked if the plan offers doctors in the Kendall County area. Mr. Graff said
yes. He said that they should hear back from other insurance companies within a couple of weeks,
after they receive that they will make comparisons.
Wyndham Deerpoint and Wiseman-Hughes SSA-Resolution of Official Intent
Mr. Graff said that they hired attorney Chris Knight from Foley and Lardner and they met with
William Blair and associates. They are recommending since there are 2 different subdivisions
looking to use the SSA policy and apply for SSA funding that the first mechanism that needs to
be in place is the resolution of intent. He said that it was important because every dollar that is
spent on this,the developer basically spends in that they reimburse us. We can not apply for the
SSA with out having the resolution of intent. What they are doing now is crediting them to a
deposit as outside consultants, which means that they have been paying for the attorney to be
involved with it. He said that they are beginning to get into engineering and planning for the
approval for the SSA. They recommend that we pass a resolution of intent. Weismann Hughes is
looking at 10 million dollars, and Wyndham Deerpoint is looking for 28 million dollars.
Weismann Hughes is the Windett Ridge project at the south end with 280 homes, 9 acres of
commercial. Wyndham Deerpoint is at the Highlands which is 300 acres at the Deuchler farm. He
said that it is also for on site work. The developers are paying 3.3 million toward sanitary storage
and 40%for the water improvements on the project. That is not part of the SSA, they have to pay
that to us. That is what they had negotiated with the annexation agreement. There is language in
the memo that shows that there is no debt to the City, and that the City is not responsible for this
and that it is all developer risk. We are not obligated on any of the bonds they could be sold on
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open market. The infrastructure that is on the sight is paid by the new people that move in when
it goes on their tax bill. Mr. Graff said that committee member will be receiving more paper work
on the formalities of the SSA. Mrs. Pleckham sent out a memo that explained what the SSA
process and time line was. Mr. Graff said that this was the best tool recommended by all of the
finance institutions. It not only minimizes obligations to the City but to not have any obligations
to the City. New growth will pay for it itself
This item will go to COW on March 13, 2003.
2003 Road Improvement Program Financing Option
Mr. Graff reported that Public Works loved this plan so that they have asked that the
Administration would find it. He said that for that last 3 weeks they have been meeting. He said
the standards that are in the resurfacing and infrastructure of the roads, there is an amended report
that will say that all the roads will have a 20 year life span. They would be looking for a 20 year
finance option that does life span of the road. The average daily road with the average daily
traffic count will be 20-25 year life spans. They are looking at 2.8 million dollars of work. There
will be a couple of more streets they will be looking at repairing in addition to the others.
Mrs. Pleckham recommends that they look at getting a balloon loan. Mrs.Pleckham and Kevin
McKenna will research the local market first and put up inquiries to local banks. It will be interest
only on a 4-year balloon. At the end of the 4 years they will have the exact amount for the loan.
Then they would go for a refinance and look into locking it in a 15-17 year notes. They would be
able to support the project and some of the new growth dollars could be identified and set aside,
during the 4-year loan. Once they get more sales tax dollars,they will start setting them in a fund
for the debt service that is occurring for this. He said that it is a great financial program that they
have put together for the process. He said that buy looking at the audits and reports that they feel
strongly that they fund this with current dollars.
Alderwoman Burd asked if the plan included curbs.
Mr. Graff said no,that they wanted to try and stick with the rural characteristics as they see in the
old areas of the community. Also if curbs and gutter are put in there is the risk of people losing
their trees and reconstruction of their lawns. He said that they need to let the public know of what
is to come. There will be storm water drains put in to manage the storm water, storm sewers and
some gutters. He said that the committee would be glad to do a neighborhood meeting and have
Smith Engineering come in and explain the process.
Alderwoman Burd said that would be good because some residents were displeased with the
current gutters.
Mr. Graff suggested having Smith Engineering come to the COW meeting on April 2, 2003 and
go over the maps of what streets are to be repaired and financing.
Mr. Allen voiced his opinion and said that he really felt that the city should not finance road
repairs. He thought that it would end up being a situation where the expenses, with being long
term, end up being substantially more. He had concerns because there would be maintenance
costs involved with some of the newer streets. He felt that the City should pay cash for the streets.
Mr. Graff pointed out that there has to be money there for repairs.He said he would be glad if
Mr. Allen could come up with a better plan of how to finance the road repairs with the current
dollars,and have it get done with in the next few years.
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Mr. Allen said that that would mean doing a re-haul of the budget and cutting back in the budget
in other areas. Alderwoman Spears asked how they would be able to pay for the roads. Mr. Allen
said with cash. Alderwoman Spears asked by what means he would come up with the cash for it.
He felt that the City should use the money that they have instead of paying a lot of money to
finance it.
The committee asked Mr. Allen to put together a plan for his means of trying to pay for the road
repairs with current cash and bring it to the committee. They asked for him to show them the
options and alternatives and where the cash would come from, with out raising taxes and
developed growth.
Mr.Powell said that with interests rates as low as they are, it would behoove the City to do more
than they would normally do, especially at this time. You will pay less interest over long term and
it brings in local labor and wages for a time when it is needed.
Mayor Prochaska said that one thing we do not want to be doing is taking out the road repair plan
more that 3 years, because if it is taken out longer than that,then the City will be back to where
they are now which is doing only 3 streets a year. Then the problem is that we are not getting
streets improved fast enough to the streets that are falling apart. He said we have to come up with
a way to get these streets done with in the next couple of years the streets are in too bad of shape.
Mr. Graff pointed out that the other thing they need to look at is that maintenance dollars are
being spent and since they are being spent we need to keep the roads up to some drivable
condition or interest rate dollars.He said that they have already explored all the options, and there
would have to be a drastic service cuts to be made to be able to afford this. The budget is 6
million dollars and out that 6 million it is generally operational budget. That is services the
citizens are paying for today. We have lowered our taxes and have new dollars coming in so that
residents would see a tax break. We would have to increase taxes in order to fund a project like
that, or we allow the new growth dollars to pay for the old roads. There are other issues here as
well such as health issues and home value issues,to take care of. He said by evaluating Fox
Industrial Park,they found by making the repairs to the roads that they noticed an increase in
evaluation, plus more buildings being built and more jobs coming to our community. By repairing
the roads,particularly in the old part of town, it will help stabilize the community. This council
will have to make a decision on that.
Alderwoman Burd said considering the roads in the old part of town, that she once mentioned
possibly doing something along the railroad tracks to spruce up the area around the park.
Mr.Graff said that it might be something to talk about with the railroad.
Mr. Graff said that if Mr. Allen could come up with an alternative plan for the funding of the road
repairs that he could bring it in next COW meeting on Tuesday.
This item will go to COW on March 18, 2003.
ADDITIONAL BUSINESS
Land Cash
Alderman James said that some questions came up at the last meeting about land cash. He said
that he feels that this will address exactly what they were asking about. He thought that when the
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developers come in and there are Administration and Engineering Fees, etc.,that they should look
at the process that they have of keeping track of all those fees and to make sure the fees are all
coming in. He said that they should do a check on it to see if there are any gaps and we are certain
that we have collected all of the fees. Mr. Graff said that that is being done and there is spread
sheet that shows the fees that have been collected and he could bring the spread sheet in for
Alderman James. Mr. Graff said he felt comfortable with this process is being done but that at the
next meeting they will go over how this process is being done. They will go over how they collect
and how they track fees.
Springfield Trip
Alderwoman Burd said that she went to Springfield with Joyce Barrett and Stephanie Todd. She
said that Stephanie Todd took it upon herself to write a full report on the Kendall County Jail and
got it on the 10 most endangered list in the whole state of Illinois. She said that it was a really
impressive presentation. They met other people who were involved in preservation programs who
were trying to save their own building in their communities. She said they left packets with some
of the legislators. She commented that Tom Cross's secretary and that he left note to welcome
especially visitors from Kendall County. She said the visit was to get emphasis on the saving of
the courthouse and to show validation to wanting to save it. They are hoping with the outside
acknowledgement and it being on the endangered list,they would take into consideration trying
to save it. She said she spoke with a gentleman who gave the presentation and he would like to
speak with the Mayor about trying to help Joyce Barrett and her group to find funding for this.
One thing they talked of was turning the jail into a county records building. There are grants
available for the city. The city might have better opportunity for funding because of the new
growth. She said that one thing that they will consider for next year is giving the City an
allotment of our$30,000 grant to this project as part of funding for it. She felt that if this is such a
worth while building,then that's what the grant should be for.
Mayor Prochaska pointed out that the Kendall County Jail would probably fall into the Facade
program. Alderwoman Burd said she would appreciate any support she could get for this project.
She felt that jail would be a benefit to see it renovated and reserved because we really do not have
that many historical buildings in the area.
Music Under the Stars
Mrs. Brown said that she had the entertainment schedule for Music Under the Stars and the
sponsorship packet for the Women's Golf Outing.
Mr. Graff said that they did receive the notice from the Tourism Bureau about Music Under the
Stars for the summer publication and that they were looking for all of the events for the City of
Yorkville. He said that the secretary e-mailed some of the organizations to them. He said they
need to forward as much as they can to them.
Investment Policy
Mr. Allen asked if the committee could have the investment policy policy on the next agenda. He
wanted to publish the policy for anyone in the public who would be interested it. He thought it
might be a chance to get some public input on it.
Mr. Graff pointed out that the Investment Policy was part of the Information Act. If anyone
wanted to get a copy of it they could. He said that copies of the packet are 50 cents.
Mayor Prochaska said that if anyone were to come and pick up the agenda then they could get
copy of it.
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NIU ASSESMENT OF GOVERNMENT SERVICES
Mr. Graff said that on April 4, 2003 NIU will be here to do the interviews from 9 a.m. until 4
p.m. of any of the public officials for the assessment of government services. If anyone can be
available for an interview,they can schedule them in, other wise they could reach them by phone.
There was no more additional business.
Meeting adjourned at 9.55.
Minutes by Theresa Brady