The URL can be used to link to this page

Park Board Packet 2005 06-27-05 Yorkville Parks & Recreation Department Board Meeting Park and Recreation Administrative Offices Riverfront Building 301 E. Hydraulic Street Yorkville, IL 60560/ 630.553.4341 AGENDA/June 27, 2005 Call to Order: Roll Call: Chris Rollins, Ken Koch, Van Truman, Heather Fiala, Richard Korinek, Tammy Smock, Alderman Paul James Introduction of Guests and/or City Officials, Staff: Park and Recreation Director— Laura Brown Superintendent of Park— Scott Sleezer Public Comments: Approval of Minutes: Minutes June 13, 2005 Bills Review: Cash Analysis Bill List Developers Presentation None Old Business: Senior Service Ad-hoc Meeting —update Park Maintenance facility— pending Finance Director & Speer Financial attending the July 11th meeting Discussion about future Pool development or recreation community center Funding options - referendum when, how Rice Park update New Business: City council action items relating to Park and Recreation • Park Naming application for Sunflower Park • Gilbert Park Bid Results • Christian Academy agreement Cannonball Ridge Park Bid Selection Reports Park Department Report New vehicles Additional Business: Correspondence: Miscellaneous Correspondence Executive Session — To purchase or lease of real property for the use of the public body. Adjournment UNITED CITY OF YORKVILLE YORKVILLE PARKS &RECREATION DEPARTMENT BOARD MEETING Parks & Recreation Administrative offices Riverfront Building Monday, June 13,2005 MINUTES CALL TO ORDER: Vice President Koch called the meeting to order at 7:02 p.m. ROLL CALL: Tammy Smock, Heather Fiala, Ken Koch, Alderman Paul James, and Van Truman (arrived at 7:27p.m) GUESTS/CITY OFFICIALS/STAFF: Laura Brown, Park and Recreation Director Sue Swithin, Superintendent of Recreation Alderman Dean Wolfer PUBLIC COMMENTS: None APPROVAL OF MINUTES: A change was made to the minutes dated May 23, 2005 on page 4. The sunken footings were at Rice Park, not Fox Hill. The May 9, 2005, May 23, 2005,May 23, 2005 - Sunflower Park Town Meeting, and June 11, 2005 -Park Tour Minutes were approved on motion by Tammy Smock and seconded by Heather Fiala. The motion was unanimously approved. BILLS REVIEW: A duplicate check was requested because the vendor misplaced it. It is not a new expenditure,just a replacement check. Heather Fiala motioned to approve the bills list and seconded by Van Truman. The roll call vote passed unanimously. OLD BUSINESS: Senior Service Ad-hoc Meeting Laura Brown is waiting for the drawing proposals for the design reconstruction from Harold Oliver. According to City Administrator Graff we are moving forward in bringing an update to City Council on Tuesday. Right now we are status quo at keeping operating as is. Park Maintenance Building-Finance options with Alternative Bonds There was question on how the Park Maintenance Facility(possibly to be located at Prairie Meadows)was going to be funded. Speer Financial assists with the City's bond funding, and they recommended alternate bonds with a 13 year retirement using land cash as the revenue source. They can give a debt service schedule on how it can be done with a revenue source of land cash. In addition, There is a letter from Attorney Kelly Kramer 1 that there is a property owner who is interested in discussing the purchase of their property if the city were to explore that option for the park maintenance facility. Heather Fiala and Ken Koch were not comfortable using Land Cash to fund the facility. Van Truman suggested having Traci come in to talk about what options are viable. Laura Brown will have Traci attend the next meeting and put this on the agenda for the next meeting to find out what all our options are. We would like to do this as a joint venture with Public Works. Park Tour Summary—Park Master Plan Once a year a park master plan update is usually done following a park tour, but that will be on hold in the event that a park planner is hired. That person will execute the update instead of outsourcing that function. Laura Brown will update internally her master plan to reflect any changes or additions that may come up so that there is one central plan. Whispering Meadows Park Design/OSLAD Grant status Parks is on track with a filing deadline of July 1, 2005 which will be a grant amount of $350,000. City Council has already approved it, and it is in the final stages. Laura Brown is still waiting for the state on the selection of the bike path but the grant administrator is very confident that we will get the bike path. Upcoming will be a transportation enhancement grant which is a state funded grant through IDOT which is for pedestrian travels—bike paths. The bike path will go from the north end of Grand Reserve all the way to Morris using the ComEd easement, connecting us with the Illinois/Michigan Bike Track. This will go through City Council first. NEW BUSINESS: Bid Opening results for Gilbert Park There were three bidders for the installation of Gilbert Park(JEM Morris, George's Landscaping, and Kenneth Company). Staff recommended JEM Morris with the alternates added in the amount of$49,758. Although we were over budget on the equipment, by using JEM Morris we will be under budget on the installation which brings us closer to budget. Alderman Paul James questioned that since we have so many parks coming if we could get a discount from a company by doing a bulk bid. Laura Brown replied that this is difficult because each of our parks and their install amenities are so different. That idea would work if all the playgrounds were the same, which they are not. Heather Fiala made a motion on using JEM Morris and which was seconded by Tammy Smock. The roll call vote passed unanimously. School District Board letter and memo from Director Brown The Park Board talked about the letter that the superintendent sent indicating the intent to discontinue the Intergovernmental Agreement between the Board of Education of Yorkville and the City of Yorkville Parks Department. In her memo Laura Brown indicated the need to proactively solve some of these problems and listed five suggestions to remediate the problems. Tammy Smock indicated that she did not feel that this is the proper time to drop the school liaison considering we are going into a lot of school type parks. Ken Koch asked Sue Swithin what problems have been encountered with the schools. Sue Swithin explained last year's situation when Superintendent Engler received a 2 request for space at the same time the public received their catalog indicating the school's space being used. Although changing the class location was not an issue for Park and Recreation as they feel it is easier to change a couple programs than to not get a catalog out, Superintendent Engler did not feel good about this. Since this situation, a calendar has been submitted way in advance to receive approval or denial before the catalog gets submitted to the printer. Van Truman indicated the need for school board representation at Parks and Recreation meetings. Park Naming Application for Sunflower Park In order to be formal, at the last meeting Laura Brown was asked to fill out a Park Naming Application for Sunflower Park. Laura needs approval so she can forward this to City Council to have this approved. Unanimously, all were in favor. Teen Center Survey Results A survey was taken at the High School and the Middle School to see what the teens want if a facility were to open up. The final results were recorded and will be used in the future. In the fall Sue Swithin is looking into developing a Friday night program for Middle School every other week or twice a month. This will replace the Wednesday night open gym at the Middle School which had low participation due to it being on a school night. Scope of Services for the Shoppe Design for Cannonball Ridge Park and Whispering Meadows Park The expenditures being taken out of Land Cash for planning services are very high. However,the only two that could be delayed are Cannonball Ridge Park and Whispering Meadows Park for a total of 76,900. This year alone, $107,000 will be spent in planning dollars. Paul James asked that if we delay it, would it put the grant into jeopardy. Laura Brown indicated that the grant is already secured for Cannonball Ridge. Ken Koch stated that when there is a subdivision that is 94% complete there is an obligation to proceed. Van Truman made the motion that Laura Brown approve and enter into agreement with Schoppe Design Associates, Inc. Heather Fiala seconded. The roll call vote passed unanimously. Cooperative Agreement for Parkview Christian Academy Laura Brown is requesting approval to enter into agreement with Parkview Christian Academy to use their facility for our program as a result of changes that will be occurring at the Beecher Community Center with the relocation of the Senior Service Program to where traditionally the"Kiddie Camp" is held. The school sites were not available for the full duration of the program. The cost will be $1,620. Laura Brown's memo is asking City Council for approval and to authorize the allocation of General Fund Contingency dollars to cover this un-budgeted expense. Heather Fiala motioned to send this forward to City Council. Van Truman seconded the motion. The roll call vote passed unanimously. 3 Discussion about future Pool development or recreation community center—Funding Options—referendum when, how There was a request for a fact sheet about why Yorkville does not have a pool and the misconceptions that the YMCA is city owned, which it is not. The Park Board needs to know what our direction is for a future pool/recreation community center. If we are to use a referendum, it takes a year. If this is something we want to pursue, it must be resident focused/volunteer focused (non-staff). Van Truman does believe that it needs to be pursued. Laura Brown indicated to move forward a resident(non-staff) must write a memo to City Council indicating the desire to move forward with a referendum. Laura Brown suggested the first thing to do is study up on the referendum process and come back with questions. Paul James thinks it is important to get feedback from the public. Heather Fiala thinks that we need to have a town meeting this summer while it is on their mind. Laura Brown indicated that in the referendum process it is important to educate the public from the start the impact on how the funding works. This issue will be put back on another agenda. Van Truman asked about becoming a Park District. Laura Brown indicated that as a Park District the only legal right it gives you is to levy separate checks. It does not give you legal rights to the staff, equipment, land, or amenities. They still stay with the municipalities unless the municipalities say they want to give them to you. Currently we are showing that we are curving costs and really benefiting the city as a whole by having those joint amenities with Public Works and sharing man power and equipment. There are some great benefits to that. REPORTS: Recreation Report Sue Swithin presented the recreation report for the spring season. An intern was hired. They are considering purchasing a blow up portable movie screen to own and we can rent it out to groups. Concession 2005 Status Report Sue Swithin presented the Concession Report. She anticipates a good profit this year. ADDITIONAL BUSINESS: Laura Brown received the soil analysis results. Three came back fine. Two came back with a mulch substance. The soil engineer said that there is a pocket where the farmer dumped his waste which is nine feet deep. This could not be anticipated. Ken Koch indicated that we need to get something out to the residents of what is causing the delay. ADJOURNMENT: The meeting adjourned at 8:55 p.m. following the motion by Heather Fiala and seconded by Tammy Smock. Respectfully Submitted, Jeanne Arbet Minute Taker 4 .ATTENDANCE Yorkville Parks & Recreation Department Board Meeting Monday, June 13, 2005 Please Sinn In GUESTS/CITY OFFICIALS/STAFF: Laura Brown, Parks and Recreation Director Sue Swithin, Superintendent of Recreation Alderman Dean Wolfer BOARD MEMBERS: 16 Heather Fiala Th Alderman Paul James 6 Ken Koch ❑ Richard Korinek ❑ Chris Rollins 6 Tammy Smock 6 Van Truman (Arrived at 7:27 p.m) YORKVILLE PARK AND RECREATION CASH ANALYSIS AS OF MAY 31, 2005 FISCAL YEAR 05/06 Ending Bank Balances May June July August September October November December January February March April 2005 2005 2005 2005 2005 2005 2005 2005 2006 2006 2006 2006 Money Market $3,838.21 Account Money Market Checking $200,410.50 Account Month $204,248.71 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total: rt e° �a° �sWX, - L.ea'�-V '% moi, '` A. -- \QC\ . ratrOM- ^` ;, v d t:\ i‘-ea \--c) CC YN\l e ', ! Qi le�°vie • 1 9 1 T ^�, 6: -Kx toV..% \"\(NR- (/meq( \©uje /{-12 [,6(\-e .4 tia 1,-.4,.. ..1-,,z-4-4-4. -2-�i % } .:. O` �\ W\ex` 4 v"\\-e3-(-0 s • ` Q `d ;.al!--1.4.0-9u a-. r, . ..... ...„,..„, s q, YYY��I s tat �' '' h- C�'C\Y�- A ��ec� ,...., . „.4,..„..,..„,„,...,..„ .,_. _, , ,. .,„ ,,,,..,,, Wg i r 6^A WS ' 1"0 E1" .5 a 7. . •\ j o y ffi]riat �reF�,5 :. ! o-'-a k A9' p�,,�` �� d. • o r,"--"Y2•' dl Fee ',,`biiz.*C"xr "gt..A'i, g-Z, �- � ��-� i�-��~ tib " "fc,; xx f2: y ;,k- »tris."' U `..+� �a-"•"1: ,� 2°--V„Z t1,,.7` ii' c' '4Sz. moi'-'. a 1 ,. fix *-� 't �s D em+ Actio .2 .. . ee s M.,..,6" g' ea es a a _t' - , t,- -e-,c- VN-10.,\ Ct a utl2k�r 4 atelIt e['. -4.--e.--,,,-,wt •• a tQ t iri_• g ,+- , a ' „t.'ET` Q ©r I Y\C\ C .`(Yt`u L\. J "` U Jae ti .�' the4 t.,...-2,....--- -.1.4, ,pga .. Y ` t ee t �n a"m arikL6ng-,Sema s-Z"� 9_ r� �v�cti` ktp �k`� �;�t� J �„ se fe - _ • Csfi0R.nra 1 Same anti referees+ t t+ , paccuse`�ot o unethica t ra 1 ,� G \k t .� . 2. ,.. _:'� `° , z . e,� \r��r•ectca *ux• C.�uhne___ X.O4 C\ VV` P j %C5 =\.'''''— 1c • \r v.. O°C't'—..:._-e:v- c e_. . - 542C-) t ... 0 a c 1,,y o c —.hi qm Bet 1 1 r vs ,,,;::::.,.;:z.,,.„:4_,,,_,.7,,,,.-„,,,,,,,,, `,—, -• ; yo-,4. �ee1'` AW_A ® cam at.e.. e, 1 uirC e,te,•ge a .e -- ,0 -V ,.U' —11.-4.64:,tt, a ., .'Calf a c7- vcq on' + F a d 1 Q V(t tl o � ci241_ — zw "a'' dLf54 S- �s�.•g��_mss 4' ,� ',�� '.'�'�� cn. 's anipula•. ©Ileo Ottm a '�+ '.€�wx mac'` t„i TM'L.,w. a * _ x�� 4 q ws y i'r'e' ';- a6V �. o- i., -ts ' z`'tTe',�.--r Wr Y t a it..gr 4 *,'Y, ' -) Ci `"\()Ric\ a Ic i 1 1 01 rk , 3 : Yf 1. „f_,,,,,,-...,... c e talt t eat 0 ,, J� 'C�l lC� C� .a �1�1 a '!-'r fi' rke1� + r amu. f i^`" 'iy - a.. - ',"`:w•"'�.?'�ssd g-.xT�+y+.•. '".^A s r -,�',` ,_,, +waw t..ao, Lep.�sem..• ta • 2 �`f d S e`� 4� -2♦! C a "�'�- r�q Nc C .r, �f-`-_G�i.S eti. V d ,C' "- n - � Y`nC?u ri (, Cif' \, c'r.-S�� - �„ ':. �w.,.;4.-.4.-.-ta on 'into , � at 'a • i our p d44•04,-YC5tS` �Wig;,V6 i t 7,. . 4 ik:„...„„____ , • a[ge ,ar et.eaci .. 'oS groin, y 0:414 .' oun you �otesbe£on otos 1 j - " �L'�c-q-e--'-- �T♦ 1- -Q :.J�.�\ CJ�,Y �'�7�—CSS =>`.f_fit='— \ 0 rl G��\i C�.i.i`c�. .."--1 , \ 4_ E F-, v�¶ -€S .C'�C�a�_S . ' A--o 7 j ' -,V4'f",%j,L'': "'''%::0**gV''' It.,: .74V,R°r".1.7g. 04,r14 - 0 ®,Lt1tLa $ /C_QO S ° .,,,,,,,4.,_'pio. dutgtfi sam, o ® ar t. ra--� � mew, tJ ji x ffia° • otheragexl 1 *...4 � ` \Kyy\-u3 \io (�,� Nr � �o�t� ge cxes��a:: ® ..w.,'...,...oncxth � � � \ .ti ® it et�as's. 'ite ., a ' Cc., � yy�� /� C.4 L '34= w •'- r''.4--�'o "� e- 1 I i�� .��-�.� `C- 1 (.)t. gel , �Ou 0 VCS 0- O.wan . S V`" _{} • cW eU[I tSSu OpaSS 3r,444,�� e sk., C.L'-e s' �Q�,LSL w no- opp i si€xoz a et tha lie (J 4 x • 3n :c.."'a"" .a . .. 4 u.Y' /✓y C� ^��r �o V e_�c (1 cmr�P - r3 r\��C� C?tkke—c_ —C2_ pi fi , ;'. 4 x .) ;:,4...,,,,,,,,,,..„.4)ms` Q9099 x -"semk-t.\ I. a '-'- v siger �M�� Q. �e Y r; 0'3 aeeot -ae roaee a01 t1: �1 c _ �� IJ' t ty -ta k,- ` ig K-[ 4 r _ 1�� V .-.� j:,u 7,- t y ;tea 3u z =t 3 A v t t ;^t, �Xlw! h- he es t-v� CO$ V „} °y�'�"L' x., ,Teti;'3+3i r ."` ie�'il a.r ,r.(+` ¢ �'. � / � etun mph o = . zatronto' e, ta`' ` �1�� % \c c ,.- Vf' ( �7, LOU ] -�Uz� l�c� l C -per }k'2 .e.' d4kMFr�K3y7 la + g ( �.� `�1k� "fit yw .'" _- .. t* .sem C ♦r�.h�L�� L�� \- er-er , 1 .�S As. -e-\0V Gam-'L c::::9C,-wS a'\--1 aY1-e-- S' --CE`c-,2..r--c\f.A: (2v.. L-IZ ,-1., c.9s�-- .. l.1,--0,-..\&'1\9-, \-AN_D ‘,C\-e_.-e--CA a " an e--,:•-•4„,.. t '' 1 , r!,-..„,*.. ea dee R " ma0 5." §n,11 L nam`{-..< 3 x - .'R-,4,,, 1�ee B c!. i - 4e°:i .,-,.Sri 'vxi>� ''''�\\\\y5 ` V' ( o `h \ dMia eemnstra •d an' i. ,'''-'-4,...-4,14,-4-aw..0=‘%t,7:44VV",*:-.'",‘.4:0Q,,: xtVilfr..7 ,.,.> r.",.,, . ..4. 1,.i;s .,;1,..%!4,4:-,4. f.. *'. r'_ . . 4, 0 4*0 ,...., .�„�9 Y� � t..,. . . '�° -�" its,,.., , \.00(1_,\-- A.0e- c\'\(\st , kT)a,\A9L(._, ai . O O urn 1 ag `.k ta1 sick- 14''' 1 1 h 1 agf { w 1 ",: o1�!,(� �p �l�`C -G� �I� t .e, gam fo f.,.., ° ', UPJ `CS C Y N-� 1;,,,,- • 1, ,, - ' of J V `t. ,az•,,1 ,z„,. ;-...3.....4.,,,...-. ..-4 - 3`i , 06 ..3 V `1. V/ I \e-+G/r �, r,1, !r+ x+11 4 13, v- Zs' 5 , . -W../7:41 ,L14:Nt-W5..-.';,.'X,...4'4:- ',e,:0...,....‘.-•'• %.:'. ?;:'.‘;':711^V, S1A- DCNNA-. SC-N61-ZQ, 0 ni‘ii\ik)CI-AP-61-- Lx.1� -a; .r 4'7,4.»t . �1 Tr”;',---, -,%f,yC V�. 1\-1XX-S&91-c- 1 9 f '�y.,,�-c:�t • .• ,'• 4, as ty 4 -{ L k-fi''3. ��¢ `d.:14.;::;'.`":;- ,`I--5,--7-ir` �� .. a'E,-�Lss �7 : 2.."'r`A ,-.Q ti r R � s r d ,,-. r y f �4 31 ��` t rt�i:"`""'��^ .fir`y �.,�*�'� ¢ a��n zt � �#�Jc��r X4`n ��.i r �' firi ,� 4 �`�'�' PF i a $ rT.,. r + � exAx� "moi ..4' "tilPO Ca} . eT�ff'' II� "q� � 5M `' 1Qt f300 , .1110 0..1 EU1I=,� . *l ; 'Yf K - �gax `ir 5a } . '.. ...57,--,4\t--,-- - g e '1.&,t. s`w x�• �' i�"1CY ,...,-;--q`'' iar q` r;-lµ 4 s 4 "-l' .- : ig .e - LID i4s 5 ? gse f�, H "r0 f .1 3En02 ift--- "I`).1474' p zZf �� . . 2Tfa 0' l-4fli 1 f I74 "`''',3. 1°,,$,' ae �`tf,-;--7.° 20F ' .;.', 1_177-,11.4 "kb t„ w4 I1I d '. 3 b . t 'ts11= s ;, .�.-- - 'am 42)1t1 4 '� ktfioY• T 1�'.° _ vim. Questions you may be asked... A. What if the referendum does not pass? • Maintenance and repairs will be deferred indefinitely. Collins indoor pool will likely close within the next 4 years. Older playgrounds maybe removed and not replaced. B. What happens to my taxes if the referendum does not pass? • Gradually, the tax rate will drop to where the average homeowner will save $1.50 a month in 2005, with savings increasing to $3.00 a month by 2019. C. Would this be a permanent tax rate versus the temporary nature (20 years) of a bond levy? • Yes D. Where did this referendum come from? • A group of concerned citizens worked with the Park Board and staff to review multiple options. It was recommended and agreed to propose this option that keeps taxes the same as 2002. E. How can this work? • Bond payments, like a mortgage payment, stay pretty much the same year to year. • Growth in the community tax base causes the revenue received to gradually increase —like salary increases —beyond the cost of the bond payment. • The difference allows money to be earmarked for a maintenance, repair and replacement fund. F. What about the November 2000 Bond proceeds? • This money was promised and specified for the projects residents identified in community meetings in 2000. G. What happens when Bonds are paid off in 2021? • By then, all existing parks and facilities will be 18-60 years old. The park system will be ready for major, costly renovation. C:\Documents and Sattings\Barb\Local Settings\Temporary Internet Files\ContenLIES\T NZVTPSQ\speaker notesf11.doc Successful Referendum Strategy Incorporates Benefits Message Referendum - now that word can be scary.It represents an opportunity,but at the same time it can be a threat. Nevertheless, the outcome of the initiative is a measurement on how the public feels about a certain proposal. On November 4, 1997, the word referendum became an opportunity for the Waukegan Park District, when the public overwhelmingly passed the Park District's initiative that consisted of a$0.25 corporate rate increase. The proposition was necessary because of the legislative revisions to the original 1991 tax cap. In 1995, S.B. 368 created an inequitable situation for the Waukegan Park District, as well as other districts. Park Districts that were fiscally conservative and did not have any outstanding long term debt were penalized. Under the new tax cap formula,it was possible to operate within the 5% cap but S.B. 368 effectively eliminated the debt service portion of the Waukegan Park District budget because it did to have any outstanding debt. According to the formula, whatever debt the district had in their 1991 extension, that served as the basis for future years. Although the future of the district was threatened by the tax cap and loss of funding, an opportunity did exist to initiate a proposal. The outcome would determine if our park district would live a slow death or thrive into the next millennium. The journey that lead to a successful passage of the referendum was stressful, rewarding, and one filled with many lessons. In order for a referendum to be successful, three components had to be addressed and initiated. • Demonstrate the need. • Build coalitions to support the issue. • Develop and implement a political campaign strategy. - 1 - • Demonstrate the Need Why is the project or rate increase proposed necessary?Why is it truly necessary? Once you truly demonstrate through analysis and evaluation of your services, then propose the referendum question.We thought that to initiate the question on the ballot and then explain the "why" would be a formula for failure. Successful referendums have a rational and demonstrable outcome that is sellable right from the beginning. Using referendums as trial balloons and hopefully getting lucky are possible, but long shots. Our Board of Commissioners were reluctant to propose the idea of a referendum to the public. Conversely, they felt more comfortable that the public initiate the idea of a tax rate increase. To facilitate this direction, the staff of the Waukegan Park District created the"Community Parks and Recreation Development Strategy." Essentially, this approach examined our past, present and future. -- Our Past .... The Waukegan Park District has a 80 year legacy of park and recreation services to the community. Over that period, our programs and services have been enjoyed by countless number of people and several generations. Unfortunately, over time we have not been able to obtain the funding necessary to maintain services, protect the interest we have in parks or keep up with the demands. Urban recreation had its roots in Waukegan with Jane Addams of the Hull House operating a summer camp in Bowen Park, our most notable park, for children from Chicago. Children were brought from blighted urban areas of Chicago into a structured recreational environment that would teach them life long leisure pursuits. -- Our Present .... Demands for programs, services and facilities continue to grow as concerns for individual and family health and well being increased. Youth at risk, child care, crime, racial problems, environmental problems, and economic renewal and self sufficient are the very basis for which parks and recreation services exist.These were the same reasons Jane Addams brought children from blighted areas of Chicago to Bowen Park. The Tax Limitation Act (tax cap) curtailed our ability to obtain funding necessary to maintain traditional levels of services, care for our parkland or keep up with the population growth.The operating portion of our budget was constrained by the 5% cap, while the debt extension portion was eliminated by S.B. 368. The district would be able to continue its operation under the 5% cap on the aggregate extension. However, maintaining programs and services at current levels would be impossible. Capital improvements were curtailed and infrastructure was slowly deteriorating. -2- -- The Future .. .. Even though many consider parks and recreation beneficial to our community,it is not considered an "essential" element of society. Looking back at our past, we realized where our future was. Just as Jane Addams helped improve the living conditions of many through play apparatus, sports and cultural activities, our carefully planned programs served as a positive outlet for those facing the the urban pressures found in Waukegan. Thus, in December of 1996, the Board of Commissioners adopted an operational philosophy of providing "benefits/outcome"based services. The reason was simple "anyone faced with making decisions about the allocation of time, money or other resources, will want to know about options, their value and benefit. Volunteers making decisions about their time, political leaders allocating tax dollars, citizens making choices for their leisure time, and recreation staff developing programs and services, all need to know what the benefits will be in choosing one option over another."1 At a series of public meetings, the Waukegan Park District reviewed its strategy toward the future.The initial meeting covered: -- Mission Statement of the Waukegan Park District. -- Purpose of the Community Parks and Recreation Strategy. -- Benefits Based Programs and Services Philosophy. -- Review of Long Range Plans and Research Future Development. -- Long Range Financial Plan and Options for Funding Future Initiatives. Public sentiment was strong to not only preserve what the district had,but to continue to serve the future generations with excellent programs and services. There was a cry for increasing the tax rate to at least a level that the district had before.Alas, but we were preaching to our own choir! Was this a false sense of security or was the support there? We were going to find out. Several public meetings were held to explore future funding options and to gather public sentiment. 1. Benefits Based Recreation: Awareness Into Action©1996 written by Carol Peterson, published by Alberta Recreation&Parks Association. -3 - With loss of the debt extension, there was an inability to meet its capital replacement schedule and service demands. Several options for funding were identified and reviewed at our meetings. The following is a brief summary of those alternatives which could be implemented to provide the necessary revenue to restore our debt service, but to enhance our programs and services. -- "Pay As You Go" Due to rate limits and Tax Cap, only a relatively small amount could be generated for capital. Significant fee increases and/or reduction of services would be required to increase capital for operating funds. The amount currently in reserve for capital represents a small fraction of total needs. Once the reserve is used it is not easily replaceable. -- Referendum to Establish Debt Service Base Provides a fixed amount of debt service (principal and interest) available in future tax extensions. Limited to principal and interest for limited tax bonds, would not provide funds for increased operating costs. Would not increase based upon increase in equalized assessed valuation (EAV). Bond issue subject to market conditions; as interest rate would increase, principal would decrease. Once approved, base is always available. Flexible as to structure and timing of bond issues. -- Referendum for Specific Bond Issues Authority limited to issuing one bond a year. Referendum required for each bond issue, for specified one time purpose. Limited to debt service, would not provide funds for increased operating costs. -4- -- Referendum for Corporate Tax Rate Increase Corporate tax levy could be used for any lawful purpose. Allows flexibility to use proceeds of levy for bond issue, capital improvements and/or operating costs. Portion of funds generated could be utilized for increased services and expanded projects. Could minimize debt service costs by "paying cash" for capital improvements. If not full levied each year, portion would be lost under tax cap limitation. Note: The effect upon the taxpayer would depend upon the alternative and amount chosen. In the last year of the District's debt service extension in levy year 1992, a$100,000 homeowner contributed approximately $84.43 for debt service. Based upon the 1995 EAV, each$0.10 of tax rate would raise $730,186. A$100,000 homeowner would invest $29.83. Following the encouragement and recommendation of the public attending the meetings the Board of Commissioners resolved to present the public referendum question. After much discussion, consensus was reached to present a referendum to increase the corporate by $0.25. It was estimated that a taxpayer would be paying an additional $75 for every$100,000 of assessed valuation. The tax rate was projected to increase from $0.30 to$0.55. Increasing the Corporate rate would gather the most money and provide the greatest financial flexibility in the future. Thus the energy for this initiative came from the public, not from the governmental agency staff and/or commissioners.Therefore, the presentations and public meetings were a tremendous way to gather public sentiment about the future of the park district and set the stage for support of the referendum. -5- • Coalitions Are Needed to Support the Issue After the Board of Commissioners adopted a resolution to submit a proposal to levy an additional tax for corporate purposes, a call for volunteers was requested to work on a committee to organize the selling of the referendum. Several people volunteered to work on the committee.We determined that someone from the community who was a prominent person, with no political baggage, was needed to head the effort. There was only one person who could fit that mold. Mr. Robert Morrison, is a well liked and respected businessman in the community who was not politically active. When asked to serve as chairperson of the committee, he gracefully accepted under one condition that his long time boyhood friend, John Della Valle, serve with him as co-chair. Mr. Della Valle is a retired police chief,politically active and well known in the community. Mr. Morrison contended that the committee chairs should reflect the diversity and style of the community. Morrison style would reflect the white collar"north side" residents, and Mr. Della Valle would relate to the blue collar voters.Although both are well liked and respected in all segments of the community. Both accepted contingent upon the other's acceptance. The first meeting called brought together a select gathering of people who developed a committee and political strategy. The Committee To Save Our Parks was created with a group representing Mary Ellen Vanderventer, the mayor's daughter and Lake County Recorder of Deeds; Chris Hensley, a legislative aide to Representative Corinne Wood; Park District Commissioners, Greg Petry, Executive Director; Dan Drew, Superintendent of Finance &Administration; Pat Dutcher, a local accountant who served as the treasurer of the committee; Larry McShane, Chair of the Waukegan Democratic Party; Bob Sabonjian and Anita Hanna rounded out the group as citizen members.The committee's first meeting was held in July, in August we began to meet every Thursday for lunch to strategize. An outline of activities was created and put into a timeline.A budget was also created. There was $12,000 raised and spent to support the committee's activities. The fund raising effort targeted the "yes"voters and selected business entities. Funds raised supported the telephone survey, printing and postage. -6- • Political Campaign Strategy After much debate and discussion, the committee decided that the most effective strategy would be a low profile campaign that focused on getting out the "yes"vote. The effort was to be as grass roots as possible and involve those who would be most likely to "benefit from or support"park district activities. In determining our strategy, we first looked at voting trends in the past November local school district elections. In 1993, 5001 votes were cast,while in 1995 the number had dropped to 2,850.We speculated that 4,000 votes would be cast in the 1997 election. Therefore, we needed to identify 2001 "yes" votes. Our entire strategy then evolved and was based on the premise ....we need 2001 "yes" votes!. Several activities took place to support the campaign strategy. -- Database of"yes"voters A database was created that identified and logged potential "yes" voters. The initial list contained park district patrons, volunteers, affiliate groups and users of the park district programs and services. -- Telephone Survey A telephone survey was conducted by Cherry Communications of Tallahassee, Florida to identify both positive and negative attitudes regarding the district and the upcoming referendum. The telephone survey utilized a database of families who voted in the last three local elections. The results of the survey provided a list of people who: • highly regarded the park district. • people for the referendum. • people against the referendum. • people undecided,but wanted more information. • people who refused to answer. We continued to cultivate,but not antagonize the "yes" or"unsure" voters. Those people against the referendum were not contacted again. Prominent people in the community who were vocally against the referendum were approached by people with equal prominence that were for the referendum, to persuade them to not work against the effort and/or be an outspoken critic. This certainly contained many opponents. -7- -- Public Presentations The public presentations were carefully thought out and orchestrated. The Executive Director of the Park District and a co-chair did all of the public speaking.The committee felt that presentations should be made to groups associated with the district such as the sports affiliates and grass root community groups. Public agencies were not approached to support the referendum. It was felt that there could be some negative concerns publically voiced that would have fed the media frenzy. At the gatherings, the Executive Director focused on facts and figures as to why the referendum was necessary and needed to be passed. Then the chair would give a romantic and emotional closer "from the heart" as a long time resident and park user asking for support. Everyone in attendance received a flyer which generally outlined the story behind the referendum and a handbill which described how the referendum would benefit individuals and families. -- Mailings Several marketing pieces including flyers, handbills and friends cards were produced to sell the referendum. • Flyers Two general flyers were created. -- The first flyer highlighted the benefits of parks and recreation. It also described the new direction the district was taking utilizing a benefits/outcome based philosophy, recapped the Parks and Recreation Community Development Strategy, and reiterated the necessity for the referendum.The overall theme was that the referendum was important to our future and that of our children and families. The flyer was purely factual. -- The second flyer which overviewed the necessity of the referendum sought financial and volunteer support was produced by the Committee to Save Our Parks. The flyer was personalized by the committee chairs and mailed out to identified "yes" voters. • Handbills Handbills were created and distributed to identified "yes" voters and special interest groups. These handbills produced by the Committee to Save Our Parks highlighted the need to support the referendum. It also described how a family would benefit and what the consequences would be if the referendum failed. A slogan "Our Parks .... Let's Save 'Em Waukegan!" was highlighted on each piece.These were distributed four weeks prior to the election. -8- • Friends Cards Standard postcards of 4 1/4" x 5 1/2" were distributed throughout the community which communicated personal messages to "please get out and vote yes". These cards were given to persons who were supportive of the referendum to address to friends, and if they wish make a personal note seeking their support.About 3,500 cards were mailed out the Friday prior to the election. • Personal Letter from the Alderman Several members of the Waukegan City Council participated in a personal mailing. They signed a letter prepared by the Committee highlighting their support of the referendum.This mailing also included the benefits flyer highlighting the necessity of the referendum. These were mailed one week before the election. It should be noted that all mailings were sent first class because of the specific timing of pieces. Also, once the ballots were created and the County released the referendum "punch number", that number was utilized extensively throughout the rest of the campaign. The slogan, Punch#122 on Tuesday,November 4th, was used repeatedly on all promotional materials. -- Phone Calls Five days prior to the election,phone calls were made to identified undecided voters. They were asked how they were going to vote. If they were a "yes" vote, their name was placed in the database. If they were a"no"vote, we simply said thank you and avoided a protracted conversation. If they were unsure, we had someone with knowledge of the area they were questioning or answer their questions.As a follow up, an information piece was personally mailed the next day to them. Two days before the election, volunteers began calling all of the "yes" voters to remind them to get out and vote. -- Poll Watching Volunteers were assigned to poll watching the day of the election. Theirassignment was to observe who was coming out to vote and track the "yes" voter traffic. Throughout the day, they reported back and a phone bank was established to call people up to remind them to get out and vote if they hadn't yet. • The Results After countless organization meetings, strategy meetings, phone calls, presentations, and requests for support, the referendum passed 2,507 to 1,799, a 58% margin for victory! Coincidentally, 5 years ago in a community-wide survey a question was posed: If a referendum was on the ballot for funding of specific capital improvements to parks and facilities, how would you vote?The results were that 58% said yes. -9- • ►„::% lig• �% i ' WAUKEGAN .ARK DI S TRICT • IIMMINII 2000 BELVIDERE STREET • WAUKEGAN, IL 60085-6172 • PHONE (847) 360-4711 • FAX (847) 244-8270 AM Mill. /MIMI 11=11\ ESTABLISHED 1916 - PROES RRDIENE J. ROSE June 24, 1998 BILL BIANG VICE PRESIDENT WAYNE MOTLEY TREASURER Dr. Ted Flickinger JOE FAVERO Executive Director COMMISSIONER Illinois Association of Park Districts JANET E. KILKELLY COMMISSIONER 211 E Monroe St WILLIAM ROBING Springfield IL 62701 ATTORNEY-SECRETARY GREG PETRY EXECUTIVE DIRECTOR Dear Ted: I am pleased to submit to you an article titled Successful Referendum Strategy Incorporates Benefits Message for publication in the IPR magazine. If you have any questions, please feel free to contact me at 847-360-4721. T ak you for your consideration. Sin•-rely, re: 'etry Executive I) -ctor \,I GP/jo enclosure FREQUENTLY ASKED QUESTIONS I. Does the City of Yorkville own the old pool on Main Street? No, the former pool is owned by a partnership of the YMCA and the Lions Club. The City once was a contributing member in providing financial support for the operation of the pool. The decision to close the pool was made by the YMCA because of maintenance and operational problems. 2. Are there any plans to rehab the pool or build a new pool? The City does not have any immediate plans to rehab the old pool. We have conducted a feasibility study for a future pool /aquatic center. Through this study we were able to determine the size, bather loads potential sites and the approximate costs for a new pool. The cost for a new pool /aquatic center to accommodate the growth of Yorkville for the next five to seven years would cost approximately 5 to 7 million dollars for an Aquatic Center or 2 to 3 million for a pool and bath house. 3. How would a new pool or aquatic center be financed? In order to build a new pool or aquatic center would require a referendum to be placed on a future voter ballot and voted by the residents of Yorkville. 4. How long once the financing was secured could a new pool or aquatic center be built? The construction of a new pool would take I 0 to 18 months depending on size and construction season. 5. Does the City have any plans for the pool at the Hoover Outdoor Education Center? The City conducted a technical evaluation of the Hoover Indoor Pool there are several problems with the structure and updating the pool to adhere to current building codes. The initial cost estimates to get the pool operational for a twelve month period would cost approximately $2,000,000. The maximum capacity would be 200 patrons. The City would need to examine the cost for rehabbing an old structure verses building a new pool. PUBLIC/PRIVATE PARTNERSHIP The public/private partnership is a relative new phenomenon, now emerging in the government infrastructure and related services area. At the close of the 1990s, capital funding to replace and renovate public infrastructure has been in decline for several years, despite the growing economy. At the same time citizens have increased their expectations for government infrastructure and added services. The shortfall in government funding and the citizens' increased expectations have caused governments to look for alternate methods to meet the community's requirements. The resulting public/private partnerships are a way to provide facilities infrastructure and related service delivery through a commercial partnership between government and the private sector. Background of Partnerships — public /private This unique partnership relationship between the public and private organizations sets public/private partnerships apart from other forms of privatization in the service delivery sector. The partnership, as the name implies, is a cooperative venture between the public and private sectors. It is designed to allocate resources, risks and rewards between the two sectors according to their strengths and expertise. The respective strengths of each partner are used to offset any weakness of the other partner. The value of public/private partnerships is enhanced by the social benefits resulting from programs being delivered earlier than would have been possible by government alone. The long-term partnership relationship also allows government to pursue initiatives which may not otherwise have been possible without the partnership. For example, infrastructure gets repaired, clean water is provided, etc. through the use of private funds and is paid for as an operating expense. Service is available for the public's use now rather than later or not at all because funding is not available. A public/private partnership is just that, a partnership. Therefore it must be a win- win situation for both organizations, and both must be satisfied. Thus it is important that public private partnerships have the following characteristics. • Cooperation to produce a commercially viable solution which results in a cost-effective outcome for government and the community. • A transparent process that will withstand public scrutiny. • A competitive proposal process to share risks and rewards equitably. • Proposal requirements that permit proposals to be prepared at a reasonable cost. • Consistent integration with government's strategic plan. A public/private partnership will usually have a major impact on the local economy because of its high capital cost and relatively long operating life. It requires sound ongoing management and maintenance. A properly structured partnership provides assurance that the facility and or service will continue to meet changing circumstances in an effective and efficient manner. Both sides must show receptivity to innovation to allow the partnership to adapt to changing community needs, regulatory requirements, and technology advancements over the life of the enterprise. Well-designed public/private partnerships let the private sector use its skills and resources; in return, the private sector expects to earn a reasonable return on investment and associated risk. Not every situation is suitable for a public/private partnership. To be considered for a partnership, a project should have most if not all of the following characteristics. • There is an identifiable commercial opportunity. • The whole life construction and or operational cost of the project can be reduced by private sector involvement, and efficiency savings can be shared with the government. • There will be a strong and reliable revenue stream throughout the life of the project. • The government does not have to own or operate the infrastructure. • The private sector is able to provide the project or service in accordance with government strategic plan requirements. • The private sector has the latest technology and best management practices available for use on the project. • The government's capital funding requirement for the project will be reduced. The preparatory stages in the overall process are of critical importance. They establish the need for the project and the estimated cost. They also identify the benefits and risks of the proposed partnership and how these will be allocated between the respective participants. This stage will also establish the basic parameters for the project and the probability of acceptance by the community. The process that should be used to guide government's approach to public private partnerships must proceed through several stages of decision making. This progressive approach will enable the government to assure that the benefits to the community have been identified and maximized. A competitive solicitation process will be used in all cases. The preferred solicitation type is a two step process with an initial request for qualifications and a subsequent request for detailed proposals from the short listed firms. Defining goals This first step is part of the initial planning effort. It should define the relevant goals and service outcomes the government wishes to achieve by a public/private partnership. It must be consistent with the government strategic plan and provide for integrated planning with other governments that may be impacted by the partnership. The proposed partnership's goals, needs and scope must be outlined in detail and other possible service delivery strategies must be considered. The planning should defines the performance targets and service outcomes the partnership is expected to achieve. At this stage the government should also identify opportunities to improve the performance of the existing infrastructure. This is also the time for determine and assess potential private sector interest in the anticipated partnership. Detailed project definition. Here the project development flows from the initial planning stage into detailed project definition. An agency must prepare well-defined project objectives, project parameters and conditions under which the private sector may participate. This is the time to develop project timelines and identify any necessary land use and environmental assessments. If an environmental assessment is needed and a full one cannot be completed, there must be a preliminary assessment at the very least. Other regulatory constraints must also be considered. The planners must study the feasibility of other options, including any non-capital solutions. At this stage there needs to be an economic analysis to determine if private sector funding is achievable, and if so at what cost. This step should also address the fiscal impacts associated with any government support that may be required by a partnership to include any contingent liabilities that private financing could have on other government financial requirements. Depending on the complexity of the project a market analysis may also be needed, in order to predict probable responses to a competitive solicitation. A preliminary risk management plan is also prepared as part of this step. It assesses (although broadly) the various risks associated with the proposed partnership, and identifies the associated costs. An economic development assessment will identify opportunities for local business development. Project management arrangements will vary from project to project, but they must all take into account the range of agencies likely to be affected and possible conflicts of interest that may arise. The evaluation criteria, and the method for managing the evaluation process, must be specified at this stage to ensure competitive neutrality throughout the process. The analysis at this stage must allow government to choose among three results: (1) support for further consideration, (2) deferral, or (3) rejection. Two step proposal process In the next stage a two step proposal process is recommended to solicit commercial interest in the partnership: a request for qualifications, to identify the firms (including non-profits, ESOPs and other non-traditional entities) from whom it makes sense to solicit proposals, and a request for proposal, which will elicit formal proposals from those selected to compete. It hardly needs stating that the first step, which eliminates certain firms and entities from the competition process, is susceptible to abuse both deliberate and inadvertent, and must be managed with scrupulous care and high ethical standards. A request for qualifications should provide the information needed to assess the market's ability to fulfill the requirements, but it should not be burdensome or cost-prohibitive for business to respond to the request. The request for qualifications will need to address the objectives of the proposal. These should be expressed in terms of the desired output and performance requirements, but should not identify any specific solution. It should also include a discussion of the decision-making process and a realistic time line for the evaluation. The request for qualifications will also contain evaluation criteria, as required by the respective procurement legislation. The request for qualifications should at a minimum ask each participating firm for the following information: o experience in successfully designing, constructing and financing major projects; o proposed approach and experience in addressing areas such as design, construction, operations, and maintenance experience; o financial ability to meet the likely contractual obligations associated with the project; o design, construction, financing and operational resources; o approach to innovation; o proposed risk-sharing structure; o economic, social and community benefits that are proposed as part of the partnership; and o ability to undertake the specific project, including ability to meet the specifications, the technical aspects of the project, and the quality requirements. The request for qualifications should also address key issues such as risk sharing, pricing of services, and community benefits, as well as the government's contribution to the partnership and whatever regulatory issues may be encountered. It should include all relevant background information, a preliminary market assessment and the results of environmental and land use studies completed in the previous step. It should state that proprietary information must be identified in order to meet the requirements of the applicable Freedom of Information Acts. Local industry participation and technology transfer issues must be included for evaluation. When the responses are received, the designated evaluation committee will meet to determine if they indicate an overall benefit to the government and community in terms of finance, economic and social factors. Successful responses will indicate preliminary viability and suitability for private sector financing and service delivery. The evaluation committee will then draft a short list of firms to receive a request for proposal. The second step in the two-step solicitation step is preparation of a detailed request for proposal for the firms on the short list. Normally, this will not be more than two or three firms whose qualifications and submission best meet the government's requirements as discussed above. The evaluation committee will undertake a full evaluation of the detailed responses to the request for proposal and select a firm for negotiation as provided by the government's procurement rules. Contract negotiation The goal of the negotiation which comprises this step is reaching agreement on the numerous issues related to the proposed partnership. These include agreement on a detailed project description and all the partnership's financial details. Additionally, the government must seek agreement on the following: • Economic appraisal. • Financial feasibility. • Value and risk management plan, to include the risk of project abandonment by the private sector either before or after project commencement. • Fiscal impacts. • Environmental impacts. • Net benefits from the private sector. There are other issues to be resolved during the negotiation — issues that relate to the partnership's balance sheet. These include: • Valuation, treatment and timing of assets to be provided to the government at the end of any partnership. • Treatment and timing of assets that the government may provide to the private sector. • Valuation and treatment of liabilities and contingent liabilities. There are points to be included on the operating side of the ledger also. These include: • Treatment of payments made to the private sector over the duration of the contract. • Treatment of receipts received from the private sector over the duration of the contract. This information will permit the government to estimate its liability exposure in the event of partnership termination. The private firm will probably have experience from previous partnership negotiations. Therefore, appropriate legal and technical advisors should be available to assist the government in completing the negotiation. Continuing post-implementation review The subtlety and complexity of a public/private partnership demands a continuing post-implementation review. The post implementation review is in addition to the normal quality assurance oversight that a government requires as part of its procurement process. The reviews are a valuable tool in refining the process used by the government to develop the public/private partnership. It is prudent to start the initial review a year after the physical completion of project construction or service implementation. The post-implementation review should focus on the following points: • Project formulation and objectives • Approval process and conformance to the project implementation schedule • Risk exposure and risk sharing • Budget performance • Project management and procedures • Functionality of infrastructure • Project operations and financing • Economy and industry development opportunities There are four issues that should be addressed in the policy area. First is the question of a financially free-standing project. Obviously, one important government objective in using a public/private partnership is to obtain another source of funding for infrastructure projects. It is also within the capability of the private sector to upgrade infrastructure to meet current requirements. Normally the private sector would assume operational control of the infrastructure as part of the partnership. There may be situations, however, where genuine community needs may not be met without some level of public sector contribution. In such cases the government may elect to consider making a limited contribution to maximize the public benefit. Any public commitment, guarantee or undertaking must be fully transparent and able to withstand public scrutiny. The second issue is the size of the project. The guidelines discussed above generally apply to larger projects. Government agencies may wish to use them to construct a streamlined procedure for smaller size projects. Projects with a total investment under $5 million would be considered small projects for this purpose. Third is the question of risk sharing. The key point is to capture the strengths of both partners and use them to offset any weaknesses. It is appropriate for the government to consider sharing risk on a basis of who is best able to assume the risk. It should not necessarily be assumed that the government should assume a "continuing risk" by underwriting the project. To the contrary, the government must exercise due diligence to identify all risks associated with the partnership, and develop and implement appropriate risk management plans to minimize unforeseen risk. The fourth area is that of intellectual property and proprietary information. These issue are often important ingredients in proposals for a public/private partnership. For this reason it is quite important to identify intellectual property and proprietary information aspects in the preliminary proposal process. Management of these issues is an ongoing requirement and must be considered in the proposal process. Build/Operate/Transfer (BOT) or Build/Transfer/Operate (BTO) The private partner builds a facility to the specifications agreed to by the public agency, operates the facility for a specified time period under a contract or franchise agreement with the agency, and then transfers the facility to the agency at the end of the specified period of time. In most cases, the private partner will also provide some, or all, of the financing for the facility, so the length of the contract or franchise must be sufficient to enable the private partner to realize a reasonable return on its investment through user charges. At the end of the franchise period, the public partner can assume operating responsibility for the facility, contract the operations to the original franchise holder, or award a new contract or franchise to a new private partner. The BTO model is similar to the BOT model except that the transfer to the public owner takes place at the time that construction is completed, rather than at the end of the franchise period. Developer Finance The private party finances the construction or expansion of a public facility in exchange for the right to build residential housing, commercial stores, and/or industrial facilities at the site. The private developer contributes capital and may operate the facility under the oversight of the government. The developer gains the right to use the facility and may receive future income from user fees. While developers may in rare cases build a facility, more typically they are charged a fee or required to purchase capacity in an existing facility. This payment is used to expand or upgrade the facility. Developer financing arrangements are often called capacity credits, impact fees, or extractions. Developer financing may be voluntary or involuntary depending on the specific local circumstances. Lease/Purchase A lease/purchase is an installment-purchase contract. Under this model, the private sector finances and builds a new facility, which it then leases to a public agency. The public agency makes scheduled lease payments to the private party. The public agency accrues equity in the facility with each payment. At the end of the lease term, the public agency owns the facility or purchases it at the cost of any remaining unpaid balance in the lease. Under this arrangement, the facility may be operated by either the public agency or the private developer during the term of the lease. Lease/purchase arrangements have been used by the General Services Administration for building federal office buildings and by a number of states to build prisons and other correctional facilities. TOP TEN FACTS ABOUT PPPS 1. Public-private partnerships are just what the name implies. Public-private partnerships are a contractual arrangement whereby the resources, risks and rewards of both the public agency and private company are combined to provide greater efficiency, better access to capital, and improved compliance with a range of government regulations regarding the environment and workplace. The public's interests are fully assured through provisions in the contracts that provide for on-going monitoring and oversight of the operation of a service or development of a facility. In this way, everyone wins --the government entity, the private company and the general public. 2. Public-private partnerships are more common than you may think. Public-Private Partnerships have been in use in the United States for over 200 years. This contractual arrangement between government entities and private companies for the delivery of services or facilities is used for water/wastewater, transportation, urban development, and delivery of social services, to name only a few areas of application. Today, the average American city works with private partners to perform 23 out of 65 basic municipal services. The use of partnerships is increasing because it provides an effective tool in meeting public needs, improving the quality of services, and more cost effective. 3. They are an essential tool in challenging economic times. Even in the best of times, governments at all levels are challenged to keep pace with the demands of their constituencies. During periods of slow growth, government revenues are frequently not sufficient to meet spending demands, necessitating painful spending cuts or tax increases. Partnerships can provide a continued or improved level of service, at reduced costs. And equally important, partnerships can also provide the capital needed for construction of major facilities. By developing partnerships with private-sector entities, governments can maintain quality services despite budget limitations. 4. Successful partnerships can lead to happy employees. In many partnerships created today, public employees are retained and usually at equal or improved benefits. One of the greatest areas of improvement for employees is with opportunities for career growth -- private companies spend two to three times more on training and personnel development than their public- sector counterparts, as a way of gaining the maximum efficiency out of every person, and the maximum amount of job satisfaction. 5. Successful partnerships can lead to better public safety. From Los Angeles to the District of Columbia, local governments have formed creative partnerships with private companies to enhance the safety of its streets and its citizens. By turning over the operation of parking meters or the processing of crime reports to private-sector partners, police officers can spend more time on the streets doing the jobs for which they are trained. This is particularly important as Home Land Security has risen as a concern for many. 6. Partnerships give many children better educational opportunities. In Washington, D.C., a public-private partnership was instrumental in building the first new school building in the District of Columbia in over 20 years. By working with a private real estate development company, the D.C. school system was able to build a state-of-the-art facility with a modern computer lab, gym and library. Today, school districts in several states are forming partnerships with private entities to build new schools. This is essential at a time when, according to the National Clearinghouse for Educational Facilities, more than 2,400 new schools will need to be built by 2003 to accommodate school population increases. 7. Drivers appreciate public-private partnerships. These are not easy times for America's roads and highways. Increasing numbers of vehicles means more roadway wear and tear and increasing traffic congestion. In states like California, Virginia and Washington, private-sector companies are working with governments to build toll roads, making it possible to finance construction and upkeep without having to impose general tax increases. In jurisdictions nationwide, governments and private contractors are working to build new roads and expand existing ones to ease traffic congestion. 8. Clean, safe water through public-private partnerships. The stringent health and environmental standards of the Safe Drinking Water Act and Clean Water Act have caused problems for some local governments without the budget flexibility to make major capital improvements in water and wastewater facilities. Public-private partnerships have enabled the construction of state-of-the-art water management facilities, while using efficient operations to hold down costs to ratepayers and provide a way of meeting those "un-funded mandates" from the federal government. 9. Partnerships make the information revolution accessible to more Americans. This is the age of information technologies, but there can be a hefty cost of getting a system operating. Through public-private partnerships, many governments are now able to fully participate in "E-government"with their constituents, or effectively coordinate government activities and budgets. Better service, improved tools and saving money are exactly what public-private partnerships are all about. 10. Governments themselves are the biggest supporters of public-private partnerships. While there can be substantial misperceptions about the value of partnerships, a look at who endorses them should clarify the picture. Federal agencies like the Environmental Protection Agency, the Department of Defense, and the Veterans Administration all use partnerships. And the number of state and local governments using this tool is even greater. For example, the U.S. Conference of Mayors is enthusiastically working with private-sector providers to discuss ways to make partnerships more effective. Numerous surveys indicate why -- governments traditionally realize cost savings of 20 to 50 percent when the private-sector is involved in providing services. Public/Private Partnership Guide 2000 NCPPP PPP Award Winner Commonwealth Competition Council's 'Tool Kit"eGOVentrepreneur's Toolkit Jun 16 05 01:40p Yorkville Parks and Recre 630-553-4360 p.1 LAW OFFICES OF 1107A SOUTH BRIDGE STREET DANIEL J.KRAMER YORKVILLE,ILLINOIS 60560 KELLY A.KRAMER (630)553-9500 FAX:(63D)5535764 June 6,2005 Laura Brown Director of Parks and Recreation United City of Yorkville 301 E. Hydraulic Ave. Yorkville,IL 60560 RE: Michael&Tammy Rosenwinkel—Galena Rd Property Dear Laura: Please be advised that my office has been retained by Michael and Tammy Rosenwinkel to represent them in various real estate transactions, It is my understanding that the City is interested in purchasing the property owned by the Rosenwinkel's on Galena Road. My Clients would be willing to enter into negotiations for the same, and would request that the City forward an.offer to our office so that we may review it with our Clients. Should you have any further questions, or wish to discuss this matter further,please don't hesitate to call my office. Very truly yours, Kelly A. Kramer Attorney at Law KAK:rg • • Thursday,June 16,2005 . .. . . - RECORD . " .... . •15j .Our readers'opihians • , - . .. ,. .. . . . . . . .orum. . . , . .. .. • . . . • .. • •• . • _ . .. . . • . . ... ...... . . . • .. ,...........,„.......,,,,.........,....... . . „ . . • .• . .. .• • _ • •• . . . • . • • • • • . Thank . , • s to YMS teacher team.:: fundraiser suggestions. . . . . • • .. :.. School fu ra er su s o Council shouldn,t resist discussion... I will start b statingthat I support the'noble cause of u? Flaying served on Yorkvillethe City ouncil for the ' It seems our schedules are so busy now days that we•• the fundraisers ,h to fill financal:'gaps where today's o past four years has taught reit a lot about,the process of rarely.take the time to thank someone for what they do. schools arc lacking:tlte•needed funds to provide quality eco running a city.The good with bad.Tuesday's committee Some may feel that the people I want to thank just did. education•to our.; I• children;•. :also 'Abe admiretime of the whole'hit rock bottom.: their job, hut I feel they went over and above and should. • involvement all the members invest when saint of us do I fee] that representing the people of the fourth ward be recognized for their efforts.. .not have that luxury to•full time jobs and demanding and the city as a whole should be an honor. Some think On.the last full day of school,the seventh grade-Sting •'• family commitments; . that open-minded discussion is '•as bad as a •.Ray team of teachers(Mrs.Mayo,Ms.Sondgeroth,Mrs, . However, there is.a basic flaw in the fundraiser communicable disease. And.that is as about as far as Willie and'Ms. Kerley) from Yorkville Middle School process.:Fundraisers require a;lot•of advance planning their kilowatt infected brain will take them. put together'a fun day for their seventh grade.students. ." and they, are limited .by time constraints yielding By trying to fill a void with an ordinance that would. The teachers planned a full day of activities.from team;" minimum, or•at best, average returns for the schools, make sense for all committee members, one alderman • buildings activities,relay Laces to water balloons to a sub while,mainly benefiting the top fundraiser giants.These could not use his intellect to help improve the ordinances ' sandwich lunch and finished the day with awards and ice conglomerates push their products.in a variety of forms , so he resorted to name-calling.Now here is the best part. cream.I can't image the number of hours it took-to-plan L. .and,they do.not have.any issuesusing our children as 'Three days ago I had major shoulder surgery again. such a day and the coordinating Of the teams_Pm sure all .little salespeople" all in the-name of helping the When this alderman referred to the fact that I disliked the theaeventh graders on this team had a blast_ schools.The.schools are caught in the middle tryingto committee appointment that I was given he called me a Parents of seventh graders,if you had a child on this supplement their funds. . • whiner.Now I'll bet that there are not many that•would team and didn't know what they did their last day of The children believe that they.are helping their schools • have bothered to even go to this meeting if they had an schgol,.please take the time now to.thank this wonderful by,;participating•:in ,these fundraisers enhanced•with t-) ingrown red nose hair. I never complained.about the. group-of educators ;for,being.creative and energetic •:,'inferior prizes,:but•they do.:not get..the•opportunity to . co committee appointment and I did the job that I was enough tai plan'and have., this',special day; for our Creatively participate.in the process:of raising;money• CK elected to, I was not required to be at the meeting • children. ' '. Asking their friends'and relatives th'rotighout the"''year to -o Tuesday but yet again my thoughts were not on my pain Thank you for creating an activity day that all our purchase'various useless items or ten pieces of candy'for ci but on the'issues facing the city. . children could participate in and giving up your free'time $10 loaded with artificial ingredients,and 100.calories _v While the world has its simple minded, 1 prefer to to do it! You are an amazing group of teachers,the sixth per piece does not qualify as creative participation:• ' ,• li expand my thought process so all avenues are explored graders that will have you next year are truly lucky. •Based on information obtained from' the„Internet whether they are a good thing for the city or not, they COLLEEN IIEUMEL.. (www.Fundraising.Deals.com)•there are better:and more A2 deserve our discussion. Yorkville' ,efficient ways'of raising money by working•smarter;not And when the idea came up that the council'should 'harder. This website'offers numerous"free•fundraising o hire its own legislative attorney the alderworitan that • ideas:that require little'or'no financial•investmentithat •>- suggested that was the next deer in the cross hairs. should not be overlooked: • • I really can't'understand the resistance to discuss " . ' 1.'Mother's day flowers or Easter plant salc;(h'ave the topics.Unless they really do have something to hide,. children grow. the bulbs at school; 'teaching''them ca JOSEPH BESCO . ' • .responsibility and allow them to creatively det;orate Yorkville 'inexpensive containers during art class). This:idea o requires minimum investment and provide at least 90% profit during the first year. o in 2,.Allow the school grounds to be used for car shows • co and allow the students to collect admission•from the participants and the public = no investment is required S • ' • E.wALHOUSING' and yields 100%profit. . Tait- Ian al I n am , rr tin t�.air 0I1011rUNI?Y 3.Craft shows-use the school avm for craft shows. __ OUR TOWNS OY TheBeaconNews • THURSDAY, JUNE 23;"`2005'•"A3 • Itif. 1 festival :"BY Allecia Vermillion A mural area also will be available for also will have a showcase area. Fine Arts Festival children who might be struck with artistic The new shelter in Riverfront Park will I STAFF WRITER •Location: Riverfront Park inspiration. house the demonstrations, performances ` { YORKVILLE—The city will launch its ■Time:9 a.m.to 5 p.m. Saturday "One of our goals this year was bringing and, of course, food. Wines from Fox first-ever Fine Arts Festival Saturday, and ■10 a.m.—singer/songwriter Amy Lowe more cultural exposure to Yorkville," said Valley Winery will be available for tasting, ,organizers have gone to great lengths to •Noon—comedian Craig Sjorerman Laura Brown, the city's parks and along with several other food and beverage r keep it accessible. ■2 p.m.—Irish music group Bohola recreation director. "We wanted to make stands. They promise the day-long event will be sure we run the gamut of all cultural arts." John Hegeler, head of the Kendall p no ordinary craft show: no homemade Nor will it be a snooty, elitist affair. At least 24 artists,mostly from the area, County Arts Guild, said the inaugural arts I y'candles and ponchos will be dangling from Performers are scheduled throughout the will exhibit paintings,jewelry, sculpture, festival will be a wait-and-see-what- booths.The artists create in professional day, and visitors can watch puppet shows, wood carvings and photography.Judging happens show." _: mediums like watercolor, sculpture and poets and dance troupes demonstrate their will be done by a panel from the Kendall "We'll see how this takes off and maybe °- -photography. own vein of the arts. County Arts Guild, and high school artists build from this,"he said. Arts festival comes to Yorkville Page 1 of 1 i ri the Nrxi .404. Suburban Chicago tig:, %4,6 2,-,,, fix ,_. Newspapers „INr : ' if, , 4 411111144v, ,x topBeacon News Courier News Herald News Naperville Sun News Sun Sun Publications tj Cr[t Arts festival comes to Yorkville By Allecia Vermillion STAFF WRITER YORKVILLE—The city will launch its first-ever Fine Arts Festival Saturday,and organizers have gone to great lengths to keep it accessible. They promise the day-long event will be no ordinary craft show:no homemade candles and ponchos will be dangling from booths.The artists create in professional mediums like watercolor,sculpture and photography. Nor will it be a snooty,elitist affair.Performers are scheduled throughout the day,and visitors can watch puppet shows,poets and dance troupes demonstrate their own vein of the arts. A mural area also will be available for children who might be struck with artistic inspiration. "One of our goals this year was bringing more cultural exposure to Yorkville," said Laura Brown,the city's parks and recreation director. "We wanted to make sure we run the gamut of all cultural arts." At least 24 artists,mostly from the area,will exhibit paintings,jewelry, sculpture,wood carvings and photography.Judging will be done by a panel from the Kendall County Arts Guild,and high school artists also will have a showcase area. The new shelter in Riverfront Park will house the demonstrations,performances and,of course,food.Wines from Fox Valley Winery will be available for tasting,along with several other food and beverage stands. John Hegeler,head of the Kendall County Arts Guild, said the inaugural arts festival will be"a wait-and-see-what-happens show." "We'll see how this takes off and maybe build from this,"he said. Fine Arts Festival •Location:Riverfront Park •Time: 9 a.m.to 5 p.m. Saturday • 10 a.m.—singer/songwriter Amy Lowe •Noon—comedian Craig Sjorerman •2 p.m.—Irish music group Bohola 6/23/05 http://www.suburbanchicagonews.com/send story/printstory.asp?HTMLpath=/beaconnew... 6/23/2005 ECORD Thursday,June 23, 2005 ` Promenade of the Arts festivalthis-Saturday - _ Paintings, Wooddcarving, photography.? Ray Silva; photography; Anna hotter, and'more work created by 24 artists will oil: Julie` 'lei's-0g: acrylic paintings; be on display Saturday in,the Promenade - Peggy McWethy Sutton, watercolor;'Jaki- of the Arts Fine Arts Fes.tival at the Haligas,acrylic;Paul Burd,photography; Riveifront;;Park_ on.East Hydraulic` Gary Chiprpan acrylic, Gary Schirmer Yorkville oil.; Avenue in- ' Pat -Diemer , r watercolo ;°.Marj The Yorkville-Parks'and Recreation:`',; Colley,"phot'ography;' Sharyl Iwanski, Department issponsoring the free event carving/acrylic; Karen Haack, jewelry; from "9 a.m. "t"o' 5 p.m.: Saturday Larry Welegala , >atercolor/oil; Michael' Everyone is welcome to attend " " Sheehan photography; and Del Calhoun, Artists' work will be displayed and in, oil. some cases,for sale. -There will also bework by Joycelyn Free entertainment on stage at the Padgett, .Tim SheltonJudith Staiger,`'_ festival will include Amy Lowe a Brian Grier,Vicki Morkert,and-a student singer, songwriter and story teller from section showcasing art work by 10to 11:30 a m. Craig Sjoreman who=`` 'Yorkville-students. combines physical comedy,word play, Foodvendors at the festival will be comic juggling and` audience Rosati s selling pizza; OJ s,: pork participation, from noon:to 12:45-p m ` sandwiches-,'Chips, water and,beer; and and?Bohola" a traditional Irish':music Whew Doggies; hot dogs;:Italian'beef, group; from 2 to 4 p m meatball sandwiches,nachos,pop,water, Artists who will be showcased include coffee donuts and chili. Jim Rendant, photography;' Helen St. Josephs Cabinets and Fox-Valley McLuckie,'woodcarving; Laura Lein- - Winery.will be co-sponsoring a wine Svencner, collage; Sonia Harlan,jewelry; tasting section:. icsP ). C� o United City of Yorkville Memo -a Parks Department EST.% • 1836 908 Game Farm Road oo Yorkville, Illinois 60560 147 �o Telephone: 630-553-4358 LCE `•,�Kmda � Fax: 630-553-4377 Date: 6-22-05 To: Laura Brown From: Scott Sleezer CC: Park Board Subject: Trucks Laura, I would like to order two new trucks, one is a replacement and one is an additional truck we have planned to purchase this year. The replacement is a utility truck at the cost of$ 37073.35 of which the Public Works Deparlruent will pay $6504.00 to equip the truck with four wheel drive and a snow plow. The balance will be paid out of the 2004-05 transfer account from general fund excess. These funds were identified by finance director Pleckhem during the budget development process which allowed us to reduce the 2005-06 budget request. The additional truck is a one ton dump truck at the cost of$ 32741.10 of which the Public Works Department will pay $6504.00 to equip the truck with four wheel drive and a snow plow. The balance for this truck will also be paid for out of the 2004-05 transfer account from general fund excess. These funds were identified by finance director Pleckhem during the budget development process which allowed us to reduce the 2005-06 budget request. Both trucks will be purchased through the state purchase program. 'csA) �ir o United City of Yorkville Memo ''7337 1Public Works Department lift; . EST.arl _ 1836 800 Game Farm Road .< ` Yorkville, Illinois 60560 Io 4 �11 `4O Telephone: 630-553-4370 "4.7LCE ‘�,� Fax: 630-553-4377 Date: June 24, 2005 To: Laura Brown, Executive Director of Parks and Recreation From: Eric Dhuse, Director of Public Works Com-, CC: Traci Pleckham, Finance Director Subject: Truck Purchases Laura, The Public Works Department does have the money to assist in the purchasing of two new parks trucks in the amount of$13,008.00. We can take this out of the Vehicle line item in the Public Works Capital portion of the budget. I believe this is a fair trade for us to purchase the 4 wheel drive and snow plow options since the parks department would not normally need either of these for their normal course of duty. 'c0:1 �r o United City of Yorkville Memo J * '� Park Department EST 1836 800 Game Farm Road Yorkville, Illinois 60560 09 O Telephone: 630-553-4358 ounty ‘17CCE ``-i Fax: 630-553-4377 Date: 6-24-05 To: Laura Brown From: Scott Sleezer CC: Park Board Subject: River Front Laura, Since the inception of a ban on grilling in the parks we have had people ignoring the signs and grilling anyway. The problem is exclusively at the River Front Park and poses a couple of concerns. The first concern is hot coals being dumped were ever and someone stepping on them or causing damage to park property. My second concern is one of image, I frequently see people getting ready to use there grill and stop to remind them of our policy, most people are unaware of our policy even though we have signage. Upon enlightenment of our policy people become disappointed and want to argue there case. I think our River Front Park offers some great amenities and families come to spend several hours if not the whole day. The shelters, playground, river and open space is a nice package for families, it has something for everyone. A lot of the people using River Front Park live outside of Yorkville and have there day planned ahead of time. I think we should consider changing our stand on grilling at River Front Park. If we provided ash cans for hot coals and additional signage I think the issue would be no worse than it is right now and could help our image.