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Park Board Packet 2005 07-11-05 Yorkville Parks & Recreation Department Board Meeting Park and Recreation Administrative Offices Riverfront Building 301 E. Hydraulic Street Yorkville, IL 60560 / 630.553.4341 AGENDA July 1 1, 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 Recreation — Sue Swithin Public Comments: Approval of Minutes: Minutes June 27, 2005 Bills Review: Cash Analysis Bill List Signature card for bank& resolution Old Business: Senior Service Ad-hoc Meeting— update from Meeting of July I I th Park Maintenance Building—finance options with Alternative Bonds Discussion about future Pool development or recreation community center— Funding options - referendum when, how New Business: Bid Opening results for Sunflower equipment Reports Recreation Report Golf Outing summary Additional Business: Correspondence: Miscellaneous Correspondence Adjournment UNITED CITY OF YORKVILLE YORKVILLE PARKS & RECREATION DEPARTMENT BOARD MEETING Parks & Recreation Administrative offices Riverfront Building Monday,June 27, 2005 MINUTES CALL TO ORDER: Meeting was called to order by Ken Koch at 7:04 p.m. ROLL CALL: Heather Fiala, Tammy Smock, Van Truman, and Ken Koch GUESTS/CITY OFFICIALS/STAFF: Laura Brown, Park and Recreation Director Scott Sleezer—Superintendent of Park PUBLIC COMMENTS: Allecia Vermillion, Beacon News APPROVAL OF MINUTES: Minutes were approved on motion by Heather Fiala and seconded by Tammy Smock. The motion was unanimously approved. BILLS REVIEW: Cash Analysis and Bill List Two computers were purchased—one for Barb and one for Kathi. The purchase of the computers was in conjunction with a rotation of the old computers in order to create a new work station for the part-time receptionist and the intern. The Elan charge check that was signed was for the amount of the Parks and Recreation's charges only. The other charges that were on the bill will be charged to the city. The charges were itemized. Van Truman motioned to approve the bills list and was seconded by Heather Fiala. The motion was unanimously approved. DEVELOPERS PRESENTATION: None OLD BUSINESS: Senior Service Ad-hoc Meeting- Update There were no updates at this time. Park Maintenance Facility—Pending Finance Director & Speer Financial attending the July 11th Meeting 1 This will be brought forward to the next meeting when Finance Director Traci Pleckham and Speer Financial will be attending. Discussion about future Pool Development or Recreation Community Center Funding Options—Referendum when, how Laura Brown provided information on Public/Private Partnerships as another option for funding a pool, along with information on a referendum. She stated that a Public/Public Partnership with possibly the County could also be an option. Another option suggested was, instead of having the city own the pool, to focus on economic development to see if they can pursue some type of water feature, whether it was a hotel or a commercial opportunity. She suggests that all options should be explored so that in response to public questions the Board can say they have looked into all the options and can support why they feel their decision would be the best way to go. In order to pursue a Public/Private Partnership a request for proposal can be made. One concern about having a referendum is that senior citizens and people who have just purchased their own pool would not vote for the referendum. Laura Brown stated that the Board does not need to start with a direct referendum question. Instead, they can ask— "Are you interested in a future referendum for X number of dollars to finance a pool? Are you willing to support it? Are you willing to fund it? Will you approve a rate increase or a dollar bond?" The funding can be handled in two different ways. The first way is to ask for a specific dollar amount using bonds. With bonds debt must be paid off before more money can be borrowed. The second way is to ask for a tax rate increase which brings in new income which will continue to come in. With a bond, once it is paid off their done. However, if there are operating fees that were unforeseen the extra income would not be there. With a tax rate increase funds would still be coming in. The tax rate increase can be for recreation but be used for the pool which opens up other avenues or it can just be for the pool. Speer Financial will be able to answer all funding questions at the next meeting. Rice Park Update Two of the five areas of the soil analysis indicated that it was used as a trash pit or burn area. This goes down from 9 feet to 12 feet deep. City Engineer Joe Wywrot came up with the options of(1) cleaning the whole area and repacking it with clay(very costly), (2) auger down and pour nine foot footings (very costly), (3) auger down and put pylon adjacent to the existing footings and attach to it, or(4) create spread footings to even the load. Since the situation was not our fault or the fault of the developer, Laura Brown is looking into seeing if the developer will share the cost. She is working with the installer to find out the cost of doing a spread footing. The residents have been notified of the situation. The spread footings could work forever or they could need to be replaced in five years. This is a good immediate solution,but the only true solution is to remove the equipment, clean it all out and repack it with clay and put it back,but by doing this by code the playground would need all new legs and would come out very costly. A playground's life span is only 10-12 years so it is worth taking a chance on the spread footings. The labor will be the costly part. 2 NEW BUSINESS: City Council Action Items Relating to Park and Recreation • Park Naming Application for Sunflower Park • Gilbert Park Bid Results • Christian Academy Agreement Tammy Smock presented the above items at the Committee of a Whole meeting. Nothing was raised regarding these issues. However, Tammy Smock informed the Board that she learned from the meeting that next year there may be a parking issue at the Fox Hill baseball and soccer fields. People will no longer be able to park on the street in front of the homes. Cannonball Ridge Park Bid Selection The budgeted amount for the construction and installation of the park is $256,000. With the OSLAD Grant support of$128,000 and the Developer's cash contribution of $199,274, (totaling $327,274) this leaves an approximate net profit of$71,274. However, Laura Brown has some concerns with Schoppe Design and Associates' cost estimates. We rely on their cost estimates to direct us on what goes under as an alternate so we come in on budget. Laura listed the two lowest bidders on the legal sheets along with Schoppe's estimates. Some of Schoppe's estimates were extremely off from the lowest bidders. For example, the Park Monument was off by approximately$20,000 and the price per unit of the asphalt was off by at least $1.24 per unit. The choices are to either (1) accept the base bid that is $18,000 over budget knowing that $20,000 is being paid over budget for a park monument or(2) throw it all out and re-bid which will cause us to be four to five weeks behind on construction schedule. The only negotiating points are with the alternates. So if we do not want to pay $20,000 over budget for a park monument, a re-bid will be needed. The board unanimously approved to go to Council with the bid from George's Landscaping. Scott Sleezer strongly felt that a re-bid was a better way to go. REPORTS Park Development Report New Vehicles Scott Sleezer would like to move forward in purchasing two new vehicles. He is not sure if the state bid purchase is still open for this vehicle, but he believes it is. The Public Works Department will, however, share in the cost for the four wheel drive and the snow plow. Grilling Scott Sleezer would also like to consider allowing grilling at the River Front Park. People have been grilling there anyways and hot coals are being dumped where someone could step on them or where they could do damage. Laura Brown stated that the park ordinance could be changed but we should get some input from the fire district just so we know. It was suggested that we install permanent grills along with a burn barrel for the hot coals. This would control where the grilling will be done. Laura Brown will draft up an ordinance recommendation for the Board's review in order to proceed with City Council. 3 ADDITIONAL BUSINESS Art in the Park was a huge success. The vendor feedback was very good and the entertainment was well received. The only problem was the heat. In the future we will reduce the time from 9:00 a.m.-5:00 p.m. to 10:00 a.m.-4:00 p.m. This will be a yearly event for the last week in June. Music Under the Stars was a huge turn out. The Assistant Police Academy had their annual fundraiser and sold out of food. Scott Sleezer suggested that Parks should consider having a fundraiser like that. The movie,however, did not have as good of a turn out, probably because of the heat. ADJOURNMENT: The meeting adjourned after the executive session at 8:35 p.m. following the motion by Heather Fiala and seconded by Van Truman. Respectfully Submitted, Jeanne Arbet Minute Taker 4 CASTLE BANK June 29, 2005 City of Yorkville Park Board Attn: Lori 800 Game Faun Road Yorkville, IL 60560 Re: Change of signers on Park Board accounts 300667 and 806595 Dear Lori, Enclosed is the signature cards that we discussed on today's date. Along with the signature card is the resolution and additional signer pages. On the actual signature card and resolution please have four people sign at the areas indicated, and the additional signers can sign on the page provided. I have also included Customer Information sheets for each of the signers to complete. Once everyone has signed the signature card, resolution and completed the information sheet, please return them to us and we will update the accounts. If you have any questions in regards to this matter, please contact me at 630-553-6333. Sincerely, Jessica Keenan Personal Banker Encl 606 Countryside Center • Yorkville, Illinois 60560 • (630)553-6333 • (630) 553-6422 fax C' ® United City of Yorkville Memo d ,; 800 Game Farm Road ESL% ;'r r' 1a36 Yorkville, Illinois 60560 ,4 Telephone: 630-553-4350 ® k5 ®: Fax: 630-553-7575 1.4 Kondxm E 0h>" Date: May 9, 2005 To: Laura Brown—Executive Director of Parks&Recreation From: Traci Pleckham—Finance Director Subject: Funding for Parks Maintenance Facility Per your request, I am currently working with Speer Financial on funding options for the proposed new Parks Maintenance Facility. Based on preliminary discussions with Speer Financial, the primary funding mechanism would be to have the City issue Alternate Revenue Bonds, which requires a revenue source for the debt repayment and typically pledges a back-up revenue source such as utility tax or sales tax revenues when necessary. As discussed, we are looking at designating Land Cash as the revenue source for the debt repayment, but need to asses the viability of the Land Cash revenue stream. I should have a recommendation from Speer within the next two weeks. We did discuss other funding options such as an installment contracts,however they would be more difficult to sell and would be more costly for the City in terms of fees and interest rates. MAY-31-2005 14:13 FROM-SPEER FINANCIAL 312-346-8833 T-256 P.001/002 F-662 Speer Financial, Inc . INDEPENDENT PUBLIC FINANCE CONSULTANTS SINCE 1954 FACSIMILE COVER LETTJi;R Date: `5�/ , 2005 TO COMPANY FAX NUMBER 4 `i, �z. iJa-,',5"3 From: _ f ,.,, , Reference Name: SODS , , Special Instructions: .Air.,.; — i "; 2 r. ify(44, S *e- 4'/ /4/".0) Total Number of Pages Including Cover Letter: Sent By: iterec • Time Sent: 1-5 , 9"L• Suite 4100 *1 N. LaSalle Street * Chicago, Illinois 60602 * (312)346-3700 *Fax (312) 346-8833 Suite 608 i' 531 Commercial Street * Waterloo, Iowa 50701 * (319) 291-2077 *Fax (319) 291-8628 MAY-31-2005 14:13 FROM-SPEER FINANCIAL 312-346-8833 T-256 P.002/002 F-662 United City of Yorkville, Kendall County, Illinois S4,000,000 2005 Rec Balloon Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 08/01/2005 - - - - 06/30/2006 . - 146,222.22 146,222,22 I 2/30/2006 1,000,000,00 4.000% 80,000.00 1,080,000.00 1,226,222.22 06/30/2007 - 60,000.00 60,000.00 " 12/30/2007 100,000.00 4.000% 60,000.00 160,000,00 220,000.00 ......... -.. - - 06/30/2008 - 58,000.00 58.00000 " 12/30/2008 100,000.00 4.000% 58,000.00 158,000,00 216,000.00 06/30/2009 - 56,000.00 56,000.00 12/30/2009 100,000.00 4.000% 56,000.00 156,000,00 212,000 00 06/30/2010 - 54.000.00 54,000,00 - 12/30/2010 100.000.00 4.000% 54,000,00 154,000.00 708,000.00 06/30/2011 - - 52,000.00 52,000.00 12/30/2011 100,000.00 4.000% 52,000.00 152,000.00 204,000.00 06/30/2012 . 50,000.00 50,000.00 12/30/2012 100,000.00 4,000% 50,000,00 150,000.00 200,000.00 06/30/2013 - .. 48,000.00 48,000.00 2,448,000.00 _ 12/30/2013 2,400,000.00 4.000% 48,000,00 2,496,000.00 Total 54,000,000.00 - 591{2,222.22 54,982,222.22 - Yield Statistics Bond Your Dollars 524,555 56 • - PIC 6.139 Ycars • .,Iyriago Coupon ... .... .. . .. 4.0000000% Nc1.101cresJ cqg(s11c.)....,•, . 4.0000000%. Tnic 1111crogogf.T.ig,.._........._..,,._._ ....‘ „_______________________., _ _ 3.9944533% 09n..11'XI.:1fo:Arbitrnc Purposes 3.9944533% . ... . ../,.‘.-11.19.101n.C65.L(Nc)__.. . 3.9-044533V.. - —* ' .. .„ ......... .. _. IRS Form 8038 Not In tcrost Cost 4.0000000% ....... ., ....... ...... ................ ........-. ........ ..._ . . Weighied Average Maturity 6.139 Yoara Sodas 2005 Rec Balloon I SINGLE PURPOSE I 5/31/2005 I 1:57 PM , - Sier Financial, Inc. ,• ,1 Public Finance Consultants Since 1954 .. Page 1 .. II Page l of 2 Laura Brown From: Bart Olson [bolson@yorkville.iLus] Sent: Monday,May 16,2005 4:25 PM To: 'Laura Brown';tgraff@yorkville.il.us Subject: FW: Parks Land Cash Analysis Update Also, I'm looking at the subdivisions where you and I have a discrepancy on figures. Please provide me with further comments: 1) Bristol Bay—You quoted $50,000 per park at time of final plat. Since this is above their total required donation, I won't research it. It what years will each of the parks (@ $50,000) be online? 2) Caledonia—You stated that the entire donation should be 7.97. Based on the preliminary plat of 206 units, the donation is required to be 7.725. Nonetheless, the agreement does state that $158,050 is due at final plat. This coupled with the 5 acre park satisfies the entire required donation. 3) Cornerstone—You had $113,043 due at final plat. Per the agreement, PLC is to be paid concurrent or prior to each respective individual building permit. This puts the total requirement at 1.538 acres, and $2,756 per unit (aka—no change on the spreadsheet) 4) Heartland Circle—Clearly states in the agreement that the remaining $147,919.50 of the park donation (which is calculated @ 9.825 total required donation, and 6.5379 acres of dedicated parks and open space) be paid @ $1000 per building permit. Land-cash was only $45,000 at this point. 5) Westbury Village—This subdivision is likely to be partially sold or added onto. I'll have to talk to Tony to get a better idea of what has been going on with Ocean Atlantic trying to buy some more parcels. 6) Whispering Meadows—Section 5B of the annexation agreement states "Developer shall pay all school and park land-cash fees or provide land dedication as required under existing City Ordinances at the election of the City." Section 5B1 states "Developer agrees to dedicate a Park Site at the location amount as shown on the Concept Plan attached hereto and incorporated herein by reference as `Exhibit C"'. The fee schedule (exhibit C) only says that the PLC requirement is @ $58,000. I'm no attorney, but I would think that this means we could probably ask them to pay for it entirely upfront. Currently,the remainder of the PLC comes to a$563.89 per unit fee, and we've issued 11 building permits so far. So, I would think that we could charge them for the remainder of the requirement in cash in a lump sum. 7) Windett Ridge—Agreement states that$50,000 is due prior to time of final plat for Unit 2. I'm thinking this will occur in 2007? The updates to Caledonia are also attached. Bart Olson Administrative Intern United City of Yorkville 800 Game Farm Rd. Yorkville, IL 60560 630-553-8537 Original Message From: Bait Olson [mailto:bolson@yorkville.il.us] Sent: Monday, May 16, 2005 3:33 PM To: 'Laura Brown' Subject: Parks Land Cash Analysis Update Hello Laura— Here are my updates to the Parks Land Cash Analysis. I marked the items that I changed in blue (per your comments). I only have worked on the future subdivisions so far—the current subdivisions are going to require some extra work. 5/18/2005 Page 2 of 2 Bart Olson Administrative Intern United City of Yorkville 800 Game Farm Rd. Yorkville, IL 60560 630-553-8537 5/18/2005 Required Total Land Land Cash Mrs Land Cash Upfront 2005 2005 Total 2006 2008 Total 2007 2007 Total 2008 2008 Total 2009 2000 Total 2010 2010 Total Fes Donation Donation Value Donation? Build Ord,Permit LC 2005 Upfront,Build Out Penh LC 2008 UphoM Build Out forme LC 2007 Upfront Build Out Permit LC 2008 Upfront Build Out Penni LC 2009 Upfront Build Out Permit LC 2010 Upfront Current1 1 Autumn Croak Single Family 51189205 17.974 694573,500 5300000 0 50.00 5300000 30 550.781.55 50 584,802,59 50 584,602.58 50 584,602.58 50 584,602.58 (0950dale Navvy) Puke Homes Town Homes 5870,87, 5285,599 0 50,00 5285.598 30 520,120.15 50 633,533.59 75 550,300.38 75 550,300.38 28 618,776.81 Ballet'Meadows- Sn4tFamlly 51,323 10.447 4.42 S73,500 0 50.00 25 533,155.85 25 533,155.65 40 553,049.35 50 566,311,69 49 564,985.48 Runge Fenn Bailey Abedowa Town Fbmea 5776.648.20 50.00 25 619,416.06 40 531,065,70 40. 531,085.70 48 537,278,840 00,00 Single Family 0 52.198 52.20 -573,500 0 S0.00 60 50.00 80 50.00 80 50.00 80 50.00 80 50.00 Cww n1lNruns 0 0 50.00 0 50.00 60 50,00 80 50.00 60 50.00 60 50.00 Bristol Bey Centex Towyn Horne• 0 0 50.00 100 s50.00100 50,00 100 50.00 100 50.00 100 50.00 Duplex 0 0 5000 0 50.00 0 50,00 50 00.00 50 5000 50 50.00 Caledonia Inland Singe Family 50.00 7.725 500 558,000 5158050 0 50.00 10 50.00 5158,050.00 45 50,00 50 50.00 50 50.00 51 6000 Cimarron Ridge Custom Singe Femlly 50.00 0 S0.00 0 50,00 0 50.00 0 50.00 0 50.00 0 50,00 Duplex 5000 10 50.00 0 50.00 0 50.00 0 50.00 0 50.00 0 50.00 Carne Stone Triangle Single Family 52,758.00 1.538 0.00 573,500 15 541,340.00 15 541,340.00 11 530,316,00 0 50.00 0 50.00 0 50.00 In.stmena Courtly tellsDwells Dwyer, Singe Family 5429.00 28 512012.00 20 58,580.00 0 50.00 0 50.00 0 50.00 0 50.00 Inc. Duplex 5789.00 24 518456.00 10 57,690.00 0 50.00 0 50.00 0 50.000 50.00 Singe Family 50.00 0 SOHO 0 50,00 0 50.00 0 50.00 0 50.000 50,00 Fox HAI Dresden Town Homes 50,00 6 5000 0 5000 0 50.00 0 50.00 0 - 50000 50.00 Dud. 50.00 25 50.00 7 50.00 0 50,00 0 50,00 0 50.00 0 S0.00 Singe Family 50.00 573,500 160 50.00 160 50.00 120 50.00 120 50.00 120 50.00 120 50.00 Orend Reserve API,Moen Dupbx 50.00 40 50.00 40 50.00 40 50,00 40 50.00 40 50.00 40 50.00 Town hums 50.00 • 0 50.00 40 50.00 40 50.00 60 50.00 80 50.00 90 50.00 Aparbnnos _ 90,50 . 0 50.00 0 5000 300 50.00 0 50.00 0 50,00 0 50.00 Greenbrier Custom Singe Family 51,071.00 0 50.00 0 50.00 0 50,00 . 0 50.00 0 50.00 0 S0.00 Duplex 573800 21 515,498.00 0 50.00 0 50.00 0 50.00 0 50.00 0 50.00 Heartland Ckdan e ManSinge Femiy 51,000.00 75 575,00000 75 575,000.00 50 550,000.00 25 525,000.00 0 50.00 0 50.00 Heartland Suodviabn Marker Singe Family 50.00 28 50.00 0 50.00 0 50.00 0 50.00 0 50.00 0 50.00 Kylyn's Crossing Waal AMG Halle Singe Family 5785.00, 9 57,065.00 0 50.00 0 50.00 0 50.00 0 SO.00 0 50.00 Kylyn'e Ridge AMO Hanes Singe Family 5831.00 50 541,550.00 10 58,310.00 0 50.00 0 50.000 50,00 0 50.00 Lorpford Lekss Mxdatbarn Town MVM) 5108200 . 10 510,520.00 0 50.00 0 50.00 0 50.00 0 50.00 0 50.00 Prekte MeaMwe Menard's-AMG Singe Family 5277,240 18 50.00 0505,992 0 50.00 5277,240.00 0 50.00 0 50.00 0 50.00 0 50.00 (Mensal' Homes Singe Family 5505,992 50 50.00 50 50.00 45 50,00 0 50.00 0 50.00 0 50.00 ALIS-Family 50.00 0 50.00 20 50.00 20 50,00 50 50.00 50 50.00 75 50.00 PrestwickofFenno le- manerd vaioin Synge Family 51,60811 12.938 -6,00 080,000 5475,471 0 50.00 30 548,264.30 5475,471.00 30 548,264.30 50 580,440.50 50 080,440.50 50 580,440.50 Stewart Fame DevdopneM Single Family 50.00 75 50.00 100 50.00 100 50.00 72 50.000 50.00 0 50.00 Raintres Allege Concord.Lerner Duplex 50.00 10 50.00 20 50.00 25 50.00' 25 50,00 25 50,00 23 50,00 Town Homes 50.00 10 50,00 20 50.00 25 50.00 25 50.00 25 50.00 23 50.00 Rlvela Edge The Windom 0 Singe Family 5871.00 30 520,130.00 30 520,130.00 0 50.00 Group 50.00 0 50.00 0 50.00 Sunflower Estates William Ryan Singe Family 5361.00 20 57,22000 20 57,22000 0 50,00 0 50.00 0 50.00 0 50.00 PDF created with pdfFactory trial version www.pdffactory.com -115quirad Total Land Land Cash Mrs Land Cash Upfront 2005 2005 Total 2008 2006 Tod 2007 2007 Total 2008 2008 Total 2006 2009 Total 2010 2010 Total _ Fan Donation Donation Valor Donation? Build Out Permit LC 2005 Upfront Build Out Pam*LC 2006 Upfront Build Out Pamrit LC 2007 Upfront Build 0ut Permit LC 2008 UplroM Build Out Permit LC 2009 Upfront Build Out Permit LC 2010 Upfront Mlias at the Preearve Bumnlda. Dupla 5887.13 -.572,639 10 58,671.30 072,839 20 S17,342.60 20 517,342.60 20 S17,342.60 14 512,13082 0 50.00 Westbury Village Ocean Atlantic Singlemil Single Fay 51,099.72 24.273 12.00 558,000 0 S0.00 20 021,994,40 50 554,900.00 75 582,479.00 80 587,977.60 88 874,780,86 Town Homes 5643.99 0 20 100 125 150 150 Kimbell Hill Whispering Meal#we Home Single Family 5560,88 10,875 72.50 -558,00-. 50 528,194.50 75 542,291.75 75 542,291.75 75 542,291.75 75 542,29175 75 542,281.75 Wlndett Ridge Wleemen Single Family S0.00 50 S0.00 75 0000 100 S0.00 54 S0.00 0 50.00 0 50.00 Hughes Wymtone Tovynhomee Wyrrdherooint Town Homes 5807.19 1.20 0.00 573500. - 30 524.215.70 26 520,986.04 0 50.00 o 50.00 0 50.00 0 500 Future - - PepMRldpeENNee• Dresden Slnde Family 5660.55 8.18 -4.50 '580,000 5150,000 0 5000 0 50.00 15 59,908.25 5150,000,00 25 518,513.75 40 526,422.00 50 033,027.50 Buda Farm Blackberry Woods McCue Buildersanile Family 51,580,15 5063 0.00 580,000 0202,520 0 00,00 10 015,001.50 0202,520.00 20 530,003.00 23 534,503.45 0 50.00 0 00.00 SindeFemlly 51,500.15 0 50,00 10 515,001.50 20 530,003.00 40 560,000.00 12 018,001.80 0 50.00 Si Bnanmel 6(Xerdtena Puke Homan nile Family- 5758.22 48,532 24.00 -580,000..5941,280 0 S0.00 0 5000 50 537,910.96 5941,280.00 100 575,821.92 100 575,821.92 100 575,821.92 Town Hanley 5444,01' - 0 50.00 0 50.00 50 522.200.66 100 544,401,32 100 544,401.32 100 544401.32 Chally Property peeryoinl ,0 Single Family 50.00 5.4 2.00 5800 0273,000 0 50.00 0 50.00 20 50.00 5272,000.00 30 50,00 45 50.00 49 50.00 Connlle Grossing Peale Hann Single Family 50.0 1,163 - :000 580,000 503,040 0 S0.00 10 50.00 593.040.00 21 50.0 0 S0.00 0 50.00 0 50.00 Evergreen Fane Tanglewood angle Family 50.00 4.2 0.00 580,00 5336,00 0 00,00 0 00.00 15 50.0 0336,000.00 20 50.00 35 00,00 42 50.00 Fox River Bluffs Inland Single Family 01,500,0 6.375 0.00 580000 525,00 0 00.00 0 50.00 25 537,50.00 0255,000.00 50 575000.00 50 575,00.00 45 567,500.0 Henle Fern Meadawbrook 9nde Family 51,036.70 13.05 4.03 580,000 5360,800 0 50.0 20 520,73560 0360,800.00 75 577,758.50 85 588126,30 85 58812630 77 576832.06 HXI Kerry Andaman FarmKimbell m Hanes 9n9e Family 5750,0 12.6 8.30' .580,00 5251,00 0 S0.00 0 5000 20 515,00.0 5252,000.00 50 537,500.00 100 575,000.00 100 575,000.0 Inland Pacific Hanes Single Family 5750.00 6.9 3.45 580.000 5138,000 0 S0,00 10 07,50000 5138,000.0D 20 515,000.00 40 530000.00 50 537,500.00 50 537,500.0 Ketde0wood Estates of Yorkville(Willman hard,Wel- Single Fanny •51,500.0 2.825 0.00 0 580,000.5105, 0 0 50.00 10 515,000.00 5105,000.0 20 530,000. 40 060,000.00 0 50.00 0 50.0 y. Proparly) .. Kort oak property Tanglewood angle Family 5248.56 13,313 12.21 580.00 SO 0 50.00 0 50.00 10 52,485.60 25 56,214.00 30 07,456.80 30 57,45880 Town Hames 5145.46 0 50.00 0 50.00 10 51,454.80 25 53,636.50 30 54,363.80 30 54,363.80 Lee Fenn Montelbero Single Family 5871.23' 10.95 6.0. 50,000 520.00 0 50,00 0 50.0 10 56,712.30 020,000.00 20 513,424.60 40 526,849.20 50 533,561.50 McMnrwn Farm York Verture, 9nde Family 0760.53 38513 1800 580,000 5740,520 0 50.00 0 50.00 25 S19,013,25 5740,520.00 50 538,026.50 50 538,026.50 50 538,026.50 LLC Condominiums 5383.45 0 50.00 0 00.00 25 59,836.25 50 519,672.50 50 019,672,50 50 519,672.50 9nde Family 5420.13 48.108 3400 280,00 5529,120 0 50.00 0 50.00 25 510503.25 0529,120.00 120 550415.58 125 552516.23 125 052516.23 Mont South(Tuttle, Duplex 5264,29, 0 50.00 0 50.00 0 50.00 20 55,285.79 20 05,285.79 40 510,571.59 Mos Burkhart,Kuhn,and holt) « Town Homes .5248.0 0 50.0 0 50000 50.0 0 50.00 40 58,841.12 60 514,761.88 Mu15.Family 5217.35 0 50.0o 5000 0 50.00 0 5000 0 5000 230 549989.85 Single Family 5771.52 12.355 6.00 580.00 525420 0 50.00 20 515,43045 5254,200.00 30 523,145.68 40 530,66090 30 523,145.88 0 50.00 Rob Roy Fells Sexton Cond45linlums 5451.80 0 S0.00 20 59.036.07 30 513,554,11 40 518.072.14 40 518,072.14 44 519,879.36 Town Home 5399.13 0 50.00 20 57,882.69 30 511,974,03 40 515,965.37 40 515,965.37 20 57,982.69 Silver Fox SubdMelon Mdwest Single Family 51,50.15 7.013 00 580.00 5280,520 0 50.00 0 50.00 30 54503.30 528052000 30 545003.30 20 530,002.20 20 53000220 Walden m Ridge II Wiseman Town Ham 500 0 4.671 4.22 580.0 536,080 0 .50.0 0 50.0 50 50.0 536,080.00 50 5000 50 50.00 48 50.0 IYEARLY TOTALS $1,474,401.50 $2,612,612.41 $4,867,045.09 $1,235,021.79 $1,152,813.83 $1,067,747.54 PDF created with pdfFactory trial version www.pdffactorv.com Raqulwd Total Lend Land Cash Amy Land Cash Upfront 2006 2006 Total 2008 2006 Total 2007 2007 Total 2008 2008 Total 2009 2009 Total 2010 2010 Tota Fay Donation Donation Value Donation? Build Out Parmk LC 2005 Upfront Build Out Permit LC 2006 Upfront Build Out Parmk LC 2007 Upfront Build Out Prank LC 2008 Upfront Build Out,Permit LC 2009 Upfront Build Out,Psnnk LC 2010 Upfront Current Autumn Creek. Single F.051y SI d92.05 17.974 <.6194 573,500 5300000 0 50.00 5300,000 30 550,761.55 50 584802.58 50 584,602.58 50 554,602.58 50 584,602.58 (Hinsdale Magary) Rub O98me. Town Homes 5670,87 5285,598 0 50.00 5285,598 30 520,120.15 50 533533.59 75 050,30038 75 550,300.38 28 518778.81 Bailey Meadows- Singe Family 51,328.23 10.447 4,42 S73,500 0 50.00 25 533,15585 25 533,155.85 40 553049.35 50 566,311,69 49 584,985.48 Runge Foss Ballet'Meath. Town Hbmee 5776.64 0 50.00 25 519,416.06 40 531,065.70 40 531,085,70 48 537,278.84 0 50.00 Single Family 0 52.198 5220 573,500 0 50,00 60 50,00 80 50,00 BO 50.00 80 5000 80 50.00 Bristol Bay CentexCondorninlume - 0 0 50.00 0 50.00 80 50.00 80 50.00 80 50.00 80 00.00 Town Holes 0- 0 50.00 100 S0.00 100 50.00 100 50.00 100 50.00 100 50.00 Duplex - 0 0 50.00 0 S0.00 0 50.00 50 50.00 50 50.00 50 50.00 Caledonia Inland Singe Family 50.00 7.97 5.00 S58,000 0172,260 0 50.60 10 50.00 0172,260.00 45 50.00 50 50.00 50 50,00 51 50.00 Cimarron Ridge Custom Singe Family 50.00 0 50.00 0 50.00 0 50.00 0 50.00 0 50.00 0 50.00 Duplex S0O0-'. 10 50.00 0 5000 0 50.00 0 50.00 0 50,00 0 50.00 Caner Stone Triangle Single Family 52,756,00 1.538 000 573,500 15 541,340.00 15 541,340.00 11 030,316.00 0 50.00 0 00.00 0 50.00 Investments Cour.ry Hills Dennis Dwyer, Single Family 5429.00, 28 512,01200 20 56,580.00 0 50,00 0 50.00 0 50.00 0 00,00 Inc. Duplex 5769.00 24 018,456.00 10 67,690.00 0 50,00 0 50.00 0 50.00 0 S0.00 Singe Family 50.00 0 5000 0 50.00 0 50.00 0 50.00 0 50.00 0 00,00 Fox Hill Dresden Town Homes 50.00 8 50.00 0 50.00 0 50.00 0 00.00 0 50.00 0 50.00 Duplex 5000 25 S000 7 50.00 0 50.00 0 50,00 0 5000 0 5000 Singe Family 00.00 ..073,500 160 50.00 160 50.00 120 00.00 120 50,00 120 50.00 120 50.00 A Grande Renrvf API,MoeMosersx' 50.00 - 40 50.00 40 50,00 40 S0,00 40 50.00 40 50.00 40 50.00 Town Homes 50.00 0 50.00 40 50.00 40 50.00 60 50.00 60 50,00 60 50.00 ppsrtmerts 50.00 0 0000 0 50.00 300 50.00 0 50.00 0 50.00 0 50.00 Greenbrier Custom Singe Family 51,071.00 0 50,00 0 50.00 0 50.00 0 50.00 0 60,00 0 50.00 Duplex 5738.00 21 515,498.00 0 00.00 0 00.00 0 50.00 0 50.00 0 50.00 Heartland Circle - Marker Single Family 51,00000 75 075000.00 75 575000.00 50 550,000.00 25 025,000.00 0 50.00 0 50.00 Heartland Subdivision Marker Singe Family 00.00 28 50.00 0 50.00 0 .50,00 0 50,00 0 50.00 0 5000 Kylyrre Crossing Wast .AMO Horne. Single Family 0785.00 9 07,085.00 0 50.00 0 50,00 0 50.00 0 50.00 0 50.00 Kytyn's Ridge 41,40 Homes Singe Family 5831.00 50 541,550.00 10 58,310,00 0 50.00 0 50,00 0 50.00 0 50.00 Longford Lakes Iotelbero Town Fomes 5106200 10 510,620.00 0 50.00 0 50.00 0 50.00 0 5000 0 50,00 de Meadows Menard'a-AMO Singe Family 0277.240 18 00.00 5505992 0 50.00 5277,240.00 0 50.00 0 S0.00 0 S0.00 0 50.00 Frei (da ead Homes Sing.Fern Hy 0505.992 50 50.00 50 5000 45 50.00 0 50.00 0 50.00 0 50.00 ALIa-FeMly 50.00 0 50.00 20 50.00 20 5000 50 50.00 50 5000 75 50.00 Prestwick of V000u4).• AtiileM Sind.Family 51,80881 12.938 6.00 580000 5475,471 0 50.00 30 548,284.30 0475,471 00 30 548,264.30 50 560,440.50 50 580,440.50 50 080,440.50 Stewart Farms Demlopnent Singe Family 50.0075 50.00 100 50.00 100 50,00 72 50.00 0 50.00 0 50.00 RHntree Village Concord,Lerner Duplex 50.00 10 50.00 20 50.00 25 50.00 25 50.00 . 25 60,00 23 50.00 Town Homes 5000 10 50.00 20 50.00 25 50.00 25 S0.00 25 50.00 23 50,00 Rlvsle Edge T100OWrl�lld11.01 Singe Family 5871,00 30 020,130.00 30 520,130.00 0 00.00 0 50.00 0 50.00 0 50.00 • Sunflower 0,001.. William Ryan Sind.Family 5381.00 20 57,220.00 20 07,220.00 0 50.00 0 5000 0 50.00 0 50.00 PDF created with pdfFactory trial version www.pdffactorv.com Required Total Land Land Cash Acre Land Cash Upfront 2005 2005 Total 2008 2006 Total 2007 2007 Total 2008 2008 Total 2009 2009 Total 2010 2010 Total Fes Donation Donation Vnlus Donation? Build Out Permit LC 2005 Upfront Build Out Pan,dt LC 2006 Upfront Build Out Pamdt LC 2007 Upfront Build Out Permit LC 2009 Upfront Build Out Permit LC 2000 Upfront Build Out Panna LC 2010 Upfront Mlles et the Preserve Bumside Duplin 5887,13 572839 10 58871.30 572839 20 51234260 20 517,342.60 20 517342.60 14 512,138.82 0 50.00 Westbury Village Ocean Atlantic Single Family 51,089.72 24.273 12.00 558,000 0 S0.00 20 521,994.40 50 054,986.00 75 582479.00 80 587,977.60 88 574,780.96 Town Homes 5643.98 0 20 100 125 150 150 Kknball HSI Whispering Meadows Hanes Single Family 5563.89 16.875 12.50- '558,000 50 528,194.50 75 542,291,75 75 S42,291.75 75 542,291.75 75 S42,291.75 75 542,291.75 Windett Ridge Muphenn Single Family 50.00 50 50.00 75 50.00 100 50.00 54 50.00 0 50.00 0 50.00 Wyeslone Townhomea' p dH Town Poems 5807,19 1.20 0.00 073,500 30 524,215.70 26 520986.94 0 50.00 0 50.00 0 5000 0 50.00 Future Aspen RM9e"'A.8- Dresden Single Family 5660.55 8.18 4.50 ::580,000 5195,000 0 50.00 0 00.00 15 59,908.25 5150,000.00 25 516,513.75 40 526,422.00 50 533,027.50 Mede Pearl Bleclmeny Woods Mc Cue Builders Single Family 01,500.15 5.063 0.00 S80,000 5202,520 0 00.00 10 515,001.50 5202,520.00 20 530,003.00 23 534,503.45 0 50.00 0 50.00 Single FamHy 51,500.15 0 50.00 10 515,001.50 20 530,003.00 40 560,006.00 12 518,001.80 0 50.00 Bnamte19 Oemteno Puha Homes Single Family 0758.22 48.532. 24.00 580,000 5941,260 0 50.00 0 00.00 50 537,910.96 0941,280.00 100 575,821.92 100 575,821.92 100 575821.92 Town fiches 5444.01 0 50.00 0 00.00 50 522.200.66 100 544,401,32 100 544.401.32 100 544,401.32 Wyndham ChelyPropeny Desryolnt Single Family 50.00 5.4 2.00 580,000 5272,000 0 50.00 0 50.00 20 50.00 5272,000.00 30 50.00 45 50.00 49 50.00 Comets Crossing Pacific Hanes Single Family 00.00 1.163 -0,00 090,000 593,040 0 50.00 10 50.00 593,040.00 21 50.00 0 50.00 0 00.00 0 50.00 • Evergreen Farm Tanglewood %nide Family 50.00 4.2 0.00 080.000 5336,000 0 50.00 0 5000 15 50.00 5336.000.00 20 50.00 35 50.00 42 50.00 FooRIver Bluffs •Inland -Single Family 51,500.00. 6.375 • 0.00 580.000 0255,000 0 0000 0 S0.00 25 537,500.00 5255,000.00 50 575000.00 50 075,000.00 45 567,500.00 Heals Farm Meedrrvhrook Single Family 01,036.78 13.05 403 080,000 0360,800 0 50.00 20 520,735.60 5380,800.00 75 577,758.50 85 588,126,30 85 588,126.30 77 579,832.06 KBnball Hill HerryAndeFarmon FeHomes Single Family 5750.00 12.8. '.630 ..580,000'5252,000 0 00.00 0 50.00 20 515,000.00 5252,00000 50 537,500.00 100 575,000.00 100 575,000.00 Inland Pacific Homes Singe Family 0750.00 6.9 345 580,000 5138,000 0 00.00 10 07.500.00 0138,000.00 20 515,000.00 40 530,000.00 50 537,500.00 50 537,50000 Kendallwood Estates of Kende„., Yorkville(Willman Der. Single Family 51,500.00 5"2.82 '0.00 080000 0105000 0 50.00 10 515,000.00 5105,000.00 20 530,000.00 40 560,000.00 0 00.00 0 50.00 Property) ... Korilcek Property Tanglewood Single Family 5248.58 13.313 12.21 580,000 SO 0 50.00 0 5000 10 52,485.60 25 06,214.00 30 57,456.80 30 57,456.80 Town Homes 5145.48 0 50.00 0 5000 10 01,454.60 25 03,636.50 30 54,363.80 30 54,363.80 Lee Fenn Mntaibano .81n5le Family. '0871.23 10.95: 6,00-.. 080,000. 0200,000 0 50.00 0 50.00 10 06,712.30 0200,000,00 20 013,424.60 40 526,849.20 50 593,561.50 MrkOnnon Farm York Verture. Single Family 5780.53 96.513 18.00 580,000 5740,520 0 00.00 0 00.00 25 019,013.25 S740,520.00 50 538,026.50 50 538,028.50 50 638,028.50 LLC Condominiums 5383.45 0 50,00 0 50.00 25 59,836.25 50 519,672.50 50 519,672.50 50 519,672.50 Single Family 5420.13 48,108 34.00 580.000 5529,120 0 50.00 0 00.00 25 510503.25 5529,120.00 120 550,415.58 125 552,516.23 125 552516.23 Moser South(Tuttle, Mesar Duplex 0284,29 0 50.00 0 50.00 0 00.00 20 55,285.79 20 55,285.79 40 010,571,59 Burkhyt„Kulyr,and Holt) Town tomes 5248.03. 0 50.00 0 so so a 50.00 0 5000 40 59,841.12 60 514,761.88 Molt.Family9217.35 0 50.00 0 50.00 0 50.00 0 50.00 0 5000 230 549,989.85 Single Family 0771.52 12.355 6.00 580,000 5254,200 0 50.00 20 515,430.45 5254,200.00 30 523,145.68 40 530,860.90 30 523,145.68 0 50.00 Rob Roy Fella Semon Condominiums 5451.80 0 00.00 20 59,036.07 30 513,554.11 40 S18,072.14 40 518,072.14 44 519,879.36 Town tomes 5399.13 0 50.00 20 07,982.69 30 511,974.03 40 S15,965.37 40 S15,965.37 20 57,982.89 Silver Fat 5ubdvle1n Midwest •Strolls Family 01;50011 7.013. 000 580000 0280,520 0 50.00 0 50.00 30 545003.30 5280,520.00 30 54500330 20 530002.20 20 530002.20 Winded Ridge 11 W Moen Town Homes 50.90 4.671 4,22 080,000 538,080 0 00.00 0 50.00 50 50.00 536,080.00 50 5000 50 50.00 48 50.00 HugYEARLY TOTALS $1,474,401.50 $2,626,822.41 $4,867,045.09 $1,235,021.79 $1,152,813.83 $1,067,747.54 PDF created with pdfFactory trial version www.pdffactorv.com ►,: Sente•Rubel•Bosman-Lee Architects I td. United City of Yorkville Updated March 29,2005 c7and Recreation Department Park alntenance Facility _ L Project No.04134 _ DRAFT Program Statement Budget Cost per square foot ranges Proposed Low range Low Range High range High range Room/Area/Space SF Cost/SF total Cost Cost/SF total Cost Notes ADMINISTRATIVE _ Office&Work Spaces General Receptionist 105 $140 $14,700 $150 $15,750 (1)Current Staff,near public entrance-"L"shaped workstation w/box and file drawers; one task chair Coffee Area 50 $145 $7,250 $155 $7,750 Counter w/cabinets above and below,microwave,small sink,refrigerator below counter Executive Director Office 175 $140 $24,500 $150 $26,250 (1)Current Staff,private office w/door;"U"shaped desk w/box and file drawers,OH storage,task chair,two quest chairs.Includes closet Receptionist 165 $140 $23,100 $150 $24,750 (1)Future Staff,near Exec.Dir.Office-U-shaped work station,task chair,OH storage, two waiting chairs w/small end table Superintendent Office 142 $140 $19,880 $150 $21,300 (1)Current Staff,private office w/door;"U"shaped desk w/box and file drawers,task chair,two quest chairs Foremens Office Space 295 $140 $41,300 $150 $44,250 (3)Future Staff,one general open office space with 3"L"shaped workstation w/box and file drawers,one quest chair for each work station Parks Planner Office Space 595 $140 $83,300 $150 $89,250 (1)Current Staff,(2)Future Staff-w/1 printer,1 plotter,8 flat files,large drawing layout space-(3)"L"shaped workstations(36"deep)w/box and file drawers,OH storage,task chair,task lighting,central tiling area for letter and legal size documents Division Operators/Leads Report Writing and 550 $140 $77,000 $150 $82,500 3)Current Staff,(2)Future Staff-require computer access for each;space for 5"L" Office Space&Manuals Library shaped workstations w/box and file drawers,OH storage,task chair,central filing area for letter and legal size documents. Bookcase for manuals. Facility Manager Office 195 $140 $27,300 $150 $29,250 (1)Future Staff w/(1)Future Employee and(1)Future FT janitor;(2)"L"shaped work stations w/box and file drawers,task chair,general letter size document filing cabinet Conference/Meetlnq Room Combined with Board/traininq Room below Staff Toilet Rooms 85 $190 $16,150 $200 $17,000 Two unisex single user toilet rooms-MC accessible,(1)toilet,(1)sink,(1)mirror,grab bars,toilet room accessories Work Room 120 $16,800 $18,000 Copier,fax,mall,etc.-counters w/cabinets below and above; power and data for office $140 $150 equipment. Office Supply Closet 60 $135 $8,100 $145 $8,700 (4)18"deep plastic laminate shelving on wall standards and adjustable height brackets, equally spaced from floor to 6'-0"AFF Multi-Purpose Space Public Meeting/Board 1,750 $150 $262,500 $160 $280,000 Proposed Multi-Use space for Board Room,Public Meetings,Staff Training,Lunch and Room Training&Break/Lunch Room as well as Break Room for an audience of 50 In addition to(8)P&R Dept.Staff,(7)P&R Board Conference Room Members; 100sf storage room.Pedestal tables w/armless chairs,no permanent board dais, A/V for training,full fridge,elec.stove,(4)abv cntr mlcr.,dishwsh,vending, marirerltarit me Public Toilet Rooms 355 $190 $67,450 $200 $71,000 Mens and Womens-MC accessible-in each:(2)sinks,(1)long mirror,(1)baby changing facility,toilet partitions and accessories;Mens:(1)urinal stall and(2)toilet stalls;Womens:(3)toilet stalls, Easy access from the Board/Training Room Sub total Office&Work Spaces 4,642 $148 $689,330 $158 $735,750 Page 1 of 4 MAINTENANCE _ Staff&Support Areas Mechanic's Office 85 $140 $11,900 $150 $12,750 (1)Future Staff,must have view to shop floor;"L"shaped desk w/box and file drawers, OH storage,task chair Conference Room/Meeting Room/Work Room 305 $140 $42,700 $150 $45,750 Seating for 10-12 people(space for Individual divisions to meet w/staff and seasonal staff based on future staff size)Boat or rectangular table seating 12. Wall mounted white and tack boards.Shelving for books and manuals. Storage for Office Supplies I Break Room/Training Room Combined with Public Meeting/Board Room A-8 above. Locker Room w/Unisex toilet/shower rooms 1,145 $195 $223,275 $205 $234,725(4v)total iocKers-(r)Lxzxo lockers ror current i-i start,til)ixvcb maces ror current seasonal staff,(18)2x2x6 lockers for Future FT Staff,(13)1x2x6 lockers for Future seasonal staff.Includes benches,uniform drop/stor.(2)Unisex toilet rooms w/sink and adjacent shower room(possibly fiberglass shower unit with curtain);(3)Unisex toilet rooms w/sink(Room/fixture count based on future staff numbers) Office Supply Closet Combined with Conference Room/Meeting Room/Work Room above. Library Room/Area Combined with Conference Room/Meeting Room/Work Room above Server Room/Security Room 100 $145 $14,500 $155 $15,500 Space for up to(4)server racks and small rectangular worksurface,task chair Building Maintenance/Janitor Closet 115 $150 $17,250 $160 $18,400 Floor mop sink,mop hooks,shelving,2'-6"x5'desk w/drawers,task chair Laundry/Mudroom 135 $165 $22,275 $175 $23,625 Industrial washer/dryer,laundry tub,boot wash racks,hooks on wall for winter gear Mechanic's Area/Welding Area 250 $160 $40,000_ $170_ $42,500 Currently have portable MIG welder,would like to add TIG welder Work Area 300 $140 $42,000 $150 $45,000 Woodworking area with workbench and storage and elec.for power tools Shop Area 300 $140 $42,000 $150 $45,000 Open space for maintenance of picnic tables,etc. Mechanical Room 400 $140 $56,000 $150 $60,000 Mechanical equipment,water heater,water service,sprinkler service;double door entrance for large equipment(outside access for ease of equipment replacement or service) Electrical Room 350 $140 $49,000 $150 $52,500 Main Distribution Panel,Distribution panels,transformer Generator Room 0 Generator shall be an outside unit;donated by other city dept.;used;see cold storage areas for listing Sub Total Staff&Support Areas 3,485 $161 $560,900 $171 $595,750 Vehicle Storage Areas Vehicle Maintenance Bay 400 For future staff to repair and maintain driving vehicles(up to 1-ton truck w/plow)and other labor equipment-vehicle lift,tool cabinet,work bench,pull down lube/fluid rack, $175 $70,000 $185 $74,000 compressed air connnection Parks&Recreations Vehicle Storage 11,679 $95 $105 (6)Current and(14)Future Division,1-ton pick up trucks w/plows;(2)Current and(2) Future Division,1-ton pickup trucks w/o plows,(1)Current and(7)Future seasonal 1-ton $1,109,484 $1,226,272 pick up trucks w/o plows Parks&Recreation Equipment Storage 6,415 "(4)Current and(6)Future 12'to 24'trailers,(5)Current and(7)Future riding mowers (1)Current and(2)Future utility tractors,(2)Current utility golf carts,(3)Current and $95 $609,454 $105 $673,607 (4)Future tractor attachments Public Works Vehicle Storage 2,861 (2)Current and(2)Future 5-yard International dump trucks w/plows and salt speaders $95 $271,795 $105 $300,405 and(1)Current combination backhoe Dedicated Wash Bay 650 Sized for single-vehicle(5 yd.dump truck max.),heated pressure washer w/2 reels and $155 $100,750 $165_ $107,250 wands Sub Total Vehicle Storage Areas 22,005 $98 2,161,482 $108 2,381,533 Page 2 of 4 Maintenance Storage Areas Seasonal Maintenance Equipment/Facilities 1,500 Storage salt speaders,etc.tables,water fountains,gator attachments(Paint Striper,blade and/or $95 $142,500 $105 $157,500 power broom),infield tarps,metal garbage cans(40 gal),picnic tables(3 high,4 deep) Herbicide/Fungicide Storage(gallons only) 75 $95 $7,125 $105 $7,875 Tool Storage 750 $95 $71,250 $105 $78,750 150 SF each-divided and organized by P&R divisions(5 total divisions) Aquatics Division Equipment/Parts Storage 400 $95 $38,000 $105 $42,000 Beautification Division Storage 450 Chain saws,garbage bags(by the skid),pole saws,wheel barrows,shovels,rakes, blowers,augers,edgers,billy goat,back pack sprayers,hand sprayers,100 Gal.water $95 $42,750 $105 $47,250 tank on pallet w/pump Playground Division Storage 400 $95 $38,000 $105 $42,000 Welding materials,masonry materials,playground equipment stock Playground Staging Area 375 Near Mechanic's Bay-storage of delivered items,assembly of park Items w/storage of $95 $35,625 $105 $39,375 specialty items,fasteners,etc.;aerosol cabinet Turf Division Storage 500 100 sections of garden hose currently(on pallets) w/sprinklers(impact w/spikes-In tote bins),spare blades,pulleys,belts,hydraulics,pumps,hose fittings,tennis and volleyball $95 $47,500 $105 $52,500 nets Facility Maintenance/Parts Storage 150 Storage for miscellaneous building maintenance items(light bulbs,light fixtures,filters, $95 $14,250 $105 $15,750 spare parts,attic stock of building finishes,etc.) Public Decoration Storage 1,250 $95 $118,750 $105 $131,250 City banners,signs,holiday decorations,etc. Portable Scoreboard storage Scoreboard and parts storage,stored off site Air Compressor Closet/Room 50 $120 $6,000 $130 $6,500 Gasoline,gas/oil mix,kerosene,diesel(flammable cabinet for each)Provide cabinet for Gas can storage each shop. Vehicle fluids,oil cans,oil recycling center,empty fuel cans,paint cabinet. Provide Fluids&Storage cabinet for each shop. Sub Total Maintenance Storage Areas 5,900 $95 $561,750 $105 $620,750 Walls,corridors,mechanical chases,etc. 7,461 $140 1,044,542 $150 1,119,152 Based on 30%of net area of Admin and Staff areas&18%of Vehicle&Storage areas Total Square Footage of Building 43,493 $115 5,018,004 $125 5,452,935 Cost of primary building construction Exterior Storage Areas Cold Storage(on pallets) 600 $55 $33,000 $65 $39,000 Grass seed(6),Fertilizer(6),Field Chalk(6),Turface(4),Snow melt(4),Straw seed bind's.-25 rolls,Temporary fence;athletic field drag mats,skid of concrete Cold Storage for Off-Season Plow Storage 1,650 $55 $90,750 $65 $107,250 (36)Boss(or equivalent)plows Bulk Material Bins 2,000 $60 $120,000 $70 $140,000'Shredded Hardwood Mulch(50CY);Playground Mulch(100(,Y);Black Dirt(1lLY); Turface(18CY);Infield Clay(18CY);CA-6(18CY);AG Lime(18CY);Potting Soil(25CY); Top Dressing Soll(25 CY);Fertilizer(18 CY);Sand and bin for dumping scrap dirt,spoils, edging,etc.Located off the side(s)of the Salt Storage Building Public Works Cold Storage 350 $55 $19,250 $65 $22,750 Trailer-30'long X 9'wide Salt Storage Building 1,500 quote $100,100 estimate $125,000 Separate Building-current need 500 tons of salt storage-future need to be 1,000 tons Plants and Tree Storage 300 Annuals,Perennials,30 Trees Allow open space on site for future Greenhouse Generator 100 Back up generator;extenor unit;nautral gas,60kW,120/240,3 phase.To power whole building;SF number includes 3'-0"clearance on three sides-assumes reuse of exisitng estimate $10,000 estimate $15,000 unit Sub Total Exterior Storage Areas 6,400 $373,100 $449,000 • Page 3 of 4 Site Employee Parking(Administration) (9)stalls-(1)Current staff and(7)Future staff,(1)Hdc'p. Employee Parking(Aquatics,Athletic Fields, (19)stalls-(6)Current staff and(12)Future staff,(1)Hdc'p. Beautification,Playgrounds,Turf,Building Maintenance) Employee Parking(Seasonal) (24)stalls-(11)Current seasonal staff and(12)Future seasonal staff stalls,(1)Hdc'p Public Works Employee Parking (5)stalls-(3)Current and(2)Future staff Total Amount Parking Stalls(FT and Seasonal (54)stalls plus(3)handicapped stalls Staff and Public Works Staff) Guest Parking No separate guest parking provided Parking is same as regular employee parking. Total Parking 54 $2,500 $135,000 $3,000 $162,000(54)stalls plus(3)handicapped stalls Cost of Construction,Building and Site 127 5,526,104 139 6,063,935 Contingency Allowance Design and Construction 663,133 727,672 Total Cost of Construction including contingency 142 6,189,237 156 6,791,608 Allowances for Items to be Purchased by the Village Furniture&Office Equipment(Incl.First Aid and Eye Wash Stations) $35,000 $45,000 Furnishings Design Fee $5,000 $7,500 Kitchen Appliances $9,500 $12,500 Laundry Equipment Washer&Dryer-Heavy Duty Residential Type $3,500 $5,500 Interior Signage $2,500 $3,500 Exterior Signage $5,500 $7,500 Maintenance/Janitorial Equipment $6,500_ $8,500 Telephone/Video/PA System and Equipment $25,000 $30,000 Security System $15,000 $17,000 Staff and Equipment Moving Costs $7,500 $10,000, Sub Total Allowances for Items to be Purchased by the Village $115,000 $147,000 Allowances for Items Not Included in the Construction Budget Architectural and Engineering Fees 7.75% $479,666 7.25% $492,392, Soil Investigations(Additional Service to A/E Contract) $17,000 $22,000 Surveys $0' $0'Assumed to be exisitng and available Material Testing During Construction $10,000 $15,000 Blueprinting $10,000 $15,000. Utility Company Charges(Electric,Gas,Telephone) $25,000 $35,000 Utility costs during construction $20,000 $30,000 IDOT/Kendall County Roadwork and Infrastrcutures Improvements Unknown Permit Fees $0 $0 Assumed waived Sub Total $561,666 $609,392' TOTAL PROSECT BUDGET 6,865,903 7,547,999 Notes This budget Is preliminary in nature,and assumes the use of a Pre-Qualified General Contractor. Project Budgets do not include land costs,legal fees or financing costs. Construction costs are based on Fall 2005 bid date. Page 4 of 4 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 % } .:. 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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 YORKvILLE f C PARKS&RECREATION Yorkville Parks&Recreation Department 908 Game Farm Rd. Yorkville, IL 60560 630.553.4357 630.553.4360 fax e-mail:www.recreation@yorkville.il.us Administrative Office 301 E Hydraulic Street Yorkville, IL 60560 630.553.4341 630.553.4347 Memo To: Park Board From: Laura J. Brown, Executive Director Date: July 5,2005 Re: Sunflower Park Equipment Bid Selection Bids were advertised for equipment selection of the Sunflower Park with seven bidders receiving the bids. The bid opening was scheduled for June 30,2005 at 11:00 pm with seven bids received. Attached is a summary of the bids received. Land Cash Obligation$361 x 117units =$42,237.00 Staff Recommendation Option#1 for the equipment and park amenities for a total of$55,902.00 1 Bidder Main Play Sand Swings Talk ' Basketball Swing Shelter Seating Bike Total Structure Diggers 3 Bay Tubes Goal Gate 16x20 Area & Rack (5-12yrs) (2) Refuse $60,000 Equipment Containers $36,660 $2,533 $3,000 $800 $12,000 $1,666 $60,000 Reese Recreation Products $38,000 $852 $3,700 $1,145 $748 NO $18,000 NO BID $2,500 $64,945 Vibeke Larson BID 19576 Chaffer Road I Accessible Stands Sports Poligon Farm Morton, IL 61550 I Regular Alone Play 20x24 Theme 800-252-5104 w/cupala Artful vlarson@reeserec.com Playworld Systems $33,214 $1,060 $5,068 $630 NO BID NO NO BID NO BID NO BID $39,972 Lets Go Play Inc. BID Bob Florie P.O. Box 785 Tinley Park, IL 60477 708-802-9750 bob@letsgoplayinc.com Zenon Playcraft $30,500 $1,100 $4,500 $500 NO BID $3,000 $17,905 $6,600 NO BID $64,105 Martin Marlon 400 W. Dundee Road (Includes Theme On *No Litchfield Included Buffalo Grove, IL 60089 Spring Playground Theme in play 847-215-6050 Riders) structure Tractor seat marty pezenoncompany.com bench additional Icon Shelters & Play Power Lt. NO BID NO BID $4,443 $588 NO BID NO $16,370 NO BID NO BID $21,401 Paul Gozder BID Barn 27 E. Palatine Road Theme Prospect Heights, IL 60070 815-496-3282 $14,023 $19,054 pgozder@aol.com Gable Style Park& Recreation Supply Inc. $24,560 $1,587 $2,384 $829 $1,138 NO $14,409 $2,500 NO BID $47,407 Mary Wolf BID 17421 Marengo Road Legacy * No Union, IL 60180-9692 Shelters Information 800-952-0962 $15,050 $39,897 linda@getreil.com Nutoys Leisure Products $30,980 $1,335 $4,810 $705 $1,671 NO $11,242 $6,175 NO BID $56,918 Kevin Driscoll BID 915 Hillgrove/ P.O. Box (Playground 2121 Structure) LaGrange, IL 60525 $29,462 800-526-6197 $55,400 play@nutoys4fun.com Gametime $34,119.47 $730.93 $2,718.80 $957.28 NO $15,789 $ 964.93 $325.93 $59,748.34 Recreation Concepts Inc. BID 4.142.00 Ken Fisher Included RCP $ 5,106.93 316 Chicago Road in main Shelters Oswego, IL 60543 Structure 630-554-3800 reccon@ameritech.net OPTIONS Option Main Play Sand Swings Talk Basketball Swing Shelter Seating Bike Total Structure Digger (2) 3 Bay Tubes Goal Gate I 6x20 Area & Rack Refuse Containers Option I Zenon Gametime Zenon Zenon Nutoys n/a Poligon Zenon Zenon $ 62,502 $30,500 $730.93 $4,500 $500 $1,671 $18,000 $6,600 - 6.600 $ 55,902 Option 2 Nutoys #2 Gametime Nutoys n/a Poligon Miracles Reese $ 58,393 $29,462 $730.93 $2,384 $1,145 $1,671 $18,000 $2,500 $2,500 - 2.500 Sand $ 55,893 alone Option 3 Reese Gametime Zenon Reese Nutoys n/a Icon Zenon Reese $ 69,170 $38,000 $730.93 $4,500 $1,145 $1,671 $14,023 $6,600 $2,500 - 6.600 $ 62,570 x3 $59,244 $5,013 YDRKVILLE 111 W31 PARKS&RECREATION Yorkville Parks & Recreation Dept. 908 Game Farm Rd. Yorkville,IL 60560 630.553.4357 630.553.4360 fax e-mail:vorkrecdep @aol.com Golf Outing Report 2005 Revenue Golfers 184 $18400.00 Sign/Food/Beverage Insurance Sponsors $13105.00 Caddie Auction $ 450.00 Caddie Auction $ 600.00 Caddie Auction $ 501.00 Caddie Auction $ 200.00 $ 1751.00 $ 1751.00 Caddie Auction ($3200.00 Outstanding Invoice) Betting Hole $ 513.00 $ 513.00 Police Ticket $ 144.00 $ 144.00 Raffle Revenue $1977.00 $ 1947.00 Total Revenue $35860.00 Caddie Outstanding Invoice $ 3200.00 $39060.00 Expenses Celebrity Mailing $ 277.50 $ 277.50 Blackberry Deposit $ 200.00 $ 200.00 Invitations Mailing $ 125.06 $ 125.06 Hole In One Insurance $ 610.00 $ 610.00 4 Imprint Bags $ 1187.31 $1187.31 Walmart Prizes $ 246.78 $ 246.78 Vat&Vine Prizes $ 64.03 $ 64.03 Menards Prizes $ 27.12 $ 27.12 Blackberry Golf $9822.12 $9822.12 Ralph's $8279.84 $8279.84 Walmart tickets $ 6.73 $ 6.73 Caddie Expense $ 175.00 $ 175.00 Image Plus Caddie Exp.$ 37.80 $ 37.80 Best Buy Prizes $ 379.98 $ 379.98 Picture Perfect $ 46.55 $ 46.55 Palzer signs $ 527.00 $ 527.00 Menards decorations $ 23.52 $ 23.52 Total Expense $22036.34 Summary Income Posted $35860.00 Expense Posted $22036.34 Revenue $13823.66 Caddie Auction Outstanding Balance Due + ($ 3200.00) Total 2005 Golf Outing Revenue $17023.66 RESULTS FROM FRONT DESK POLL 7/ "HOW DID YOU HEAR ABOUT OUR PROGRAMS"? Month of Feb 2005 March 2005 April 2005 May 2005 June 2005 July 2005 Catalog 62 29 49 236 43 Newspaper 10 5 0 6 Web Site 35 11 5 31 18 Friend 11 10 3 1 6 Teacher 8 10 7 0 16 Newsletter/Rec Flyer 11 4 1 46 19 Rec Happenings 0 0 na In Class Announcement 17 1 2 0 2 Message Board 1 1 12 5 Walk In 2 0 2 Soccer Post Cards 11 YORKVILLE RECREATION DEPARTMENT Park Board Meeting Month of June- 2005 Highlights and Summary: For the month of June we held our annual Safety Town camp,in which 49 kindergarten students participated in a fun-filled week of learning about different types of home,school and outdoor safety. Also we had our first,of three sessions of Kiddie Camp. Camp is held Mon,Wed. and Fri.for three consecutive weeks,from 9am— 12(noon),at Parkview School.For our first session we had 14 participants and already have 20 for our second session. As for the Fine Arts Festival,we had 24 artist entered and a few hundred people attend on Sat.June 25,2005.The event was held at Riverfront Park from 9am—5p.m..Visitors were not only treated to the artist work,but also performances by Amy Lowe,Craig Sjoreman&Bohola.Everything seemed to go really well,we had a lot of positive feedback,and look forward to a great festival next year. June also kicked off the start of our summer season,all of our programs are going strong. There are over 40 kids registered in the All Star Rookie T-ball classes. Our Karate classes have once again increased in enrollment. There are over 35 participants in the 4 classes we provide with Empower Training Systems. Our Tennis and Golf camps are also going strong with very few cancellations. This month we also offered a party for the Seniors/Active Adults on Wednesday,June 22nd. We had over 100 people attend the Hawaiian Luau Party,in which they enjoyed bingo,music,and the company of others. The next Senior Party will be held on July 13th in which they will celebrate the 4th of July. Seasonal Classes—June • Safety Town • Fine Art Festival • Kiddie Camp • All Star Sports • Tennis Camp • Premier Soccer Camp Summer Quarter—as of 7-2-05 Different Types of Activities— 38 (different curriculum) • Sections - 136 Enroll..-314 (June) Sp. Event — 754 Ran—77(57%) Cancelled— 22 (16%) Pending—36 (27%) • Last year Summer: - 116 Enroll—581 Sp.Event — 1320 Ran-77 (66%) Cancelled-39 (34%) Residents— 382 Non-res— 199 Exit Survey Summary: Evaluations were distributed at Safety Town and our other one-day programs. All the classes received high marks on organization, ability to interact with the students,and knowledge of the instructor. Many of the parents would register their child again for the class. Scholarships Awarded/Grants Received: • Four scholarships we granted for the month of June for a total of$209.50 Professional Development: • None for this month. 1 Administrative Highlights: ■ The staff was ready for a packed summer of fun activities and classes. We are excited about our Kiddie Camps this year. Two preschool teachers are instructing the camps and they are doing a great job.All of the participants from the June camp registered for the July camp because they had so much fun! • The first Fine Arts Festival was very successful and it was organized extremely well by Tim.We are looking forward to an increase of artists next year. • Sports classes such as;t-ball,soccer,golf,tennis,fitness are again filling up for the summer months.We have a well rounded offering for many ages this summer. ■ We have had at least 300 to 400 people attend the concerts each Friday night so far this summer.The performers are very good,and the comments from the audience are very good. We can see that the concerts are becoming very popular and the community is growing! • Plans are being fmalized for the first Adventure Race held at Silver Springs.We are now waiting for participants to register. Facility Rentals: Community Groups using Beecher: Lions Club,Boy Scouts, Cub Scouts,Sal.Army,Jr.Women's Club. PAID rentals in May: • Perkins $390.00 • Austin $45.00 • Beecher Field 1 $75.00 • Town Square $0.00 Facility Agreements: • Yorkville School Dist. 115 - Hours used current season: -none • Yorkville Congregational Church; 2 pre school rooms,hall • New Life Church; classroom • Parkview School -summer(gym,multi-purpose room,playground) • Cross Lutheran Church—summer(gym) Revenue Producing Highlights • Fine Art Festival Upcoming Projects and Events: • July 23`d - Outdoor Movie 9:00 dark • July 29th - Music Under The Stars—Yorkville Community Band • August 20th -Amazing Adventure Race Respectfully submitted, Recreation Department Staff 2 11 YORKVILLE WITPARKS b RECREATION Yorkville Parks & Recreation Dept. 908 Game Farm Rd. Yorkville, IL 60560 630.553.4357 630.553.4360 fax e-mail: recreationCa�yorkville.il.us Administration Office: 301 E. Hydraulic St. Yorkville, IL 60560 630.553.4341 630.553.4347 fax (0031‘..,\/). Fine Arts Festival Report 2005 Revenue Artist 24 x $60 =$1,440.00 Sponsorship 4 = $2,170.00 Vendors 3 = $200.00 Grant 1 = $350.00 Total Revenue $4,130.00 Expenses. Office Works-brochure $360.00 $360.00 Performers $2,200.00 $2,560.00 -Bohola -Amy Lowe -Craig Sjogerman Postcards $50.00 $2,610.00 Custom Signs $106.00 $2,716.00 Ribbons $29.80 $2,745.80 Awards $600.00 $3,345.80 Shirts $395.65 $3,741.45 Judge Fee $150.00 $3,891.45 Supplies $49.17 $3,940.62 Postage $50.00 $3,990.62 Ice $29.03 $4,019.65 Paid Help $36.00 $4,055.65 Total Expense $4,055.65 • Summary Income Posted $4,130.00 Expense Posted 4.055.65 Revenue $74.35 Testing the waters Page 1 of 2 Suburban Chicago get your hereE Newspapers receive 10 weeks for$20 , * Beacon New Courier News Herald News Naperville Sun News Sun Sun Publications c cur Testing the waters Yorkville resumes pool talk as kids cope with hot summer By Allecia Vermillion STAFF WRITER YORKVILLE—An oasis shimmers on the western edge of town—a pristine,crystalline swimming pool.Water sparkles;rows of lounge chairs beckon and pool basketball and volleyball nets sway in the breeze. But kids can't use it.The pool is only for those who own a house in the yet-unoccupied Grande Reserve subdivision. ,r Farther south is the old YMCA swimming pool.The asphalt is cracked and dust fills the air from the unpaved parking lot,but it's still a pool. JUSTIN RUNQUIST/STAFF Nope.Kids can't swim here either.It was drained and shuttered two years PHOTOGRAPHER ago. Rebekah Hahn is one of the Yorkville As summer heats up and stretches out,kids and teens in town are asking youngsters who would be ready to take a for more activities.The city's Parks and Recreation Board is rekindling splash in a swimming pool, if the city had discussion of how to bring a swimming pool back to town,but with all one that was open and operating. The municipal projects,there's more to it than digging a hole and pouring some once-popular YMCA pool was drained concrete. and closed down two years ago. When the movie theater showed its final film last year and the YMCA pool closed down in 2002,Yorkville lost two major sources of summer entertainment,even as new homes and businesses continue to fill out country roads and cornfields. Mayor Art Prochaska said he has received several letters from young residents on the topic. One writer said, "it would be nice to have a mall or something,"but others requested a pool. The outcry surfaces every summer since the old YMCA pool closed,said Chris Rollins,a Yorkville resident who heads the all- volunteer park board. "There has always been a lot of misconception,"he said of the pool. "It was never owned by the city." The pool was a partnership between the Lions Club and the YMCA,although the city periodically contributed water and other assistance.Maintenance problems shut it down. The board agrees that"a pool would always be an attractive feature,"Rollins said.Their task in upcoming months is determining how to pay for one.They are considering either a referendum or a public-private partnership. Laura Brown,the city's director of parks and recreation,emphasized the"if"portion of referendum talks,and said the board would spend at least a year educating the community before any kind of vote.This would certainly discount the next round of municipal elections,in April 2006. The group has several locations in mind,but Brown declined to give specifics. "We get calls constantly," she said of pool advocates.Brown even prepared a"frequently asked questions" sheet for those http://www.suburbanchicagonews.com/send story/printstory.asp?HTMLpath=/beaconnew... 6/28/2005 Testing the waters Page 2 of 2 curious about a Yorkville pool. Aquatic center proposed The city studied the feasibility of a municipal pool shortly after the YMCA shut theirs down.These days,swimming pools are a sophisticated topic,full of jargon like"bather load" and"zero-depth entry." The study recommends no simple water-filled crater,but a"family aquatic center,"which is pool parlance for water slides, spray cannons,lap lanes,beach-like graduated depth and other flashy elements. "If you don't have all those things,the likelihood you'll really please a decent cross-section of people in the community is very limited,"Rollins said. "You can't simply build a pool and expect it to be a financial success." According to Brown,these features aren't extravagances, "they're how you break even."The feasibility study states people will drive up to 50 miles for an aquatic center,but not for a pool.Children younger than 15 comprise 95 percent of a typical pool's users,but adults and teens will put down their money for an aquatic center,the study states,lured by lap lanes,conversation- friendly spa seating and quieter sunbathing areas. The study included several potential plans,ranging from$4.8 million to$7.9 million.Operating it would cost about$300,000 per year,a cost the city would recoup with admission fees and season passes. In the meantime,several subdivisions are getting into the act.The new Grande Reserve development's aquatic center offers a dazzling spread of pools and amenities geared toward athletes,frolicking children and relaxing adults.Raintree and Heartland subdivisions also include small pools. The city plans to add some water sprays in several parks,costing about$20,000 to$50,000 apiece. "We certainly realize it's not a substitute for a pool,"Rollins said. Teens react Making mock weapons out of foam rubber is no substitute for a pool either,according to a group of high schoolers sitting outside Beecher Park on a sunny afternoon. "This is about it," said Andy Young, 18, a member of the Belegarth Medieval Combat Society. "Otherwise there's nothing(to do)." The knot of teens meet to dress up in medieval garb and act out battles with foam-covered weapons.When asked about summer activities in Yorkville,snorts of derision quickly turned to enthusiasm at the mention of a pool. "It would keep us out of trouble," offered 17-year-old Jennifer LaDuc. A bit farther south,Josiah and Micah Hahn squinted their eyes,vaguely recalling the days of the YMCA pool.During the summer,they bike,they fish and sometimes they swim in friends'pools.The brothers,age 10 and 11,often spend afternoons in the park,flanking the popular hot dog cart their father owns. "I would use it if it wasn't full,"Micah said of a pool. "And if we could cross the street," his brother added."Would we have to pay?" "We should use our tax dollars,"Micah offered. The city and the Park Board will be grappling with these very issues as summer marches on and kids across town beg invites from neighbors or rides to nearby towns when they want to go for a swim. 6/28/05 http://www.suburbanchicagonews.com/send story/printstory.asp?HTMLpath=/beaconnew... 6/28/2005 Tue,Jun 28, 2005 1:05 PM Subject: Unique community themed parks put United City of Yorkville on the map of family destinations—story pitch Date: Tuesday, June 28, 2005 1:05 PM From: Glory Spies <gspies@yorkville.il.us> Good afternoon! I would like to introduce myself to you. My name is Glory Spies and I am the Community Relations manager for the United City of Yorkville. Our city is currently in the heart of the second fastest growing county (Kendall County, Ill., per U.S. Census Bureau News, April 14, 2005) in the United States. It is also the hometown of U.S. Representative and Speaker of the House J. Dennis Hastert. We are growing by leaps and bounds, yes, but what makes us truly unique is the commitment Yorkville has made to the community by providing all the amenities of growth but maintaining 'small town charm.' A large portion of maintaining the small town charm has been accomplished by providing the community with a plethora of unique themed community parks. Currently, more than 20 themed parks have been completed and each one is unique in its own right. The following is a partial list of the names of some of our current parks, their themes and the unique features of each park: Rice Park (Transportation theme)--working stop lights and a tricycle track Kiwanis Park-(nature)--wheelchair accessible playground that allow participants full access to elevated play with non-disabled peers Gilbert Park (treehouse/urban theme)--neighborhood appropriate Rotary Park (high adventure theme)--includes a 90-foot cable ride Cannonball Ridge Park (fort theme)--includes a fort with Civil War playfield area Sunflower Park (farm theme)--includes a field of fresh sunflowers and a tree orchard Rivers Edge Park II (Landscape Park)--a beautifully landscaped park Grande Reserve (Baseball theme)--everything baseball And there's more on the way. Water, boat, space, dinosaur, castle, trolley, and animals are just a few themes that will be transformed into a Yorkville park in 2005-06 each with its own identifiable feature. The multitude of benefits that recreational parks have on individuals and the community according to the Illinois Park and Recreation Association include: •Recreation and active living are important to personal health. •Recreation provides safe, developmental opportunities for latch-key children. •Recreation and parks are often the catalysts that build strong, self-sufficient communities. •Recreation, parks, sports and culture build pride in a community. •Families that play together, stay together. •Recreation, fitness, sports and active living significantly reduces the risk of coronary heart Page 1 of 2 disease and stroke—the leading cause of death. The Yorkville Parks and Recreation department is under the direction of Laura Brown, executive director, and under the umbrella of a nine-member Park Board. Laura and her staff develop, maintain and staff all of our city's recreational facilities. I feel an article on the United City of Yorkville's community parks, the value of recreation, the Midwest connection and its appeal to your readers would be a great addition to your magazine. Our parks truly make the United City of Yorkville a family destination! What I need to know is if your magazine would be interested in featuring the United City of Yorkville and its community parks in your magazine? Detailed information, statistics and photos can be forwarded to Midwest Living and phone interviews can be arranged. Or, would your magazine prefer a formal pitch (as outlined in Midwest Living Writer's Guidelines). I am looking forward to hearing from you. Thank you for your time and attention. Glory Spies United City of Yorkville Community Relations manager (630) 553-8564 gspies@yorkville.il.us Page 2 of 2 Yorkville looks before it leaps Yorkville residents'.have been pining for anew aquatic center for two years, since`the old YMCA pool, which had been run as a partnership between the Y and the lions Club.was closed. In 2003, the .city finished a pool study, complete with four pro- posals. Price estimates range frorrm$4.8 million to $7:9 million. City officials plan to spend at least a year educating the community before considering a referendum on the issue.A pub lic-private partnership is another alternative We give'our THUMBS UP to the city for giving lengthy and careful consideration to such an expensive venture: