We're all good right now.

I got a lot of people.

Good evening.

Welcome to our committee meeting agenda.

But before we begin, we will have an invocation by Pastor James Jones of House of God Church.

That's our needs for a word of prayers.

Gracious and wise creative, most humble loving God.

Lord God, we come to this place that you've appointed at this time and at this place.

Lord God, we thank you for what you've done for this great city, Rockford.

Lord God, we thank you for the citizenship that resides in this great city.

Father God, we thank you for each officer, our mayor in particular, the automatic staff, the men and women that you have ordained, O God, to conduct the business for the city of Rockford.

Lord God, we ask you in a humble manner, Father, please continue to endow our mayor and the entire council with clear minds and open heart.

Grant them and rededicate, Lord, them with the wisdom and a steadfast courage, Lord, to continue to do what is right for all that are within this great community.

Father God, we ask you to continue to give us the stamina that we may be able to face the challenges of today and all those that will come down the road.

Please, Holy Father, grant them a never-ending strength to lead with honesty and integrity in all that they do.

Help them, Lord, that everyone in this room, Father, be good listeners, speak with respect, and care for the common good of their brothers and sisters and the precious children in our community.

Guide our choices that our city may grow in peace, safety, fairness, and love for all.

Help us, Father, to always remember.

And with special emphasis to the precious children within our beautiful diverse community.

Father God, we ask you to continue to strengthen us.

All these blessings and all these things we receive and ask.

In your darling son, Jesus' name.

The Lamb of God we say.

Amen.

I pledge a leaders to the flag of the United States of America.

And to the Republic, which is one nation, under God, indivisible, with literature as well.

Before we begin the meetings, we'll have our uh public participation.

Uh it's three minutes.

I'll set an alarm when the timer goes off.

That's your cue to be done.

Uh first we have John Lawrence.

John Lawrence, I want to talk about our other department.

Last year, I was here about a $600 bill for one month.

One month.

Then it mysteriously corrected itself, and every bill since then has been 52.

Okay.

I ended up having to pay that $600 excess on that water bill.

Uh got no help on it.

Um I remained on automatic payment, which is taken out of the credit card every month.

That worked fine for a while.

It worked in January, worked in February, March, April, and May.

Every month it went through policy.

All of a sudden, I get an email in June.

I'm going to read it to you.

Not that long.

This email is to confirm that an attempted payment on 627 of 26 electric bill presentment and payment for your city of Rockford account that gives a number has failed.

The payment of $50.23 cents that was made on 627 of 26 with confirmation number, and they read that, has been declined, and we received a final return.

The funding source that we attempted to debit or charge for this payment is your funding account number, ending with, and it gives the last four numbers of my visa card.

Your account will be charged $25 return fee.

Customers who payments that have been it goes on.

So I called.

First, I called my credit card company, and I was told the reason that that was turned down is because suddenly in June, the city of Rockford gave them the wrong expiration date on the credit card.

It worked just fine.

January, February, March, April, May, and June.

Or excuse me, in May.

But June, it was rejected because the city or whoever this is in Carroll Stream that contracts for the city.

Yeah, we're I don't know.

We're contracting with out-of-town businesses to do our work.

They gave the wrong information to my credit card company, so they rejected it.

So $25 there.

So I called up, talked to three different people, and I'm told that's it.

Can't do anything about it.

You're stuck.

Because it's not our charge.

That's a charge from your bank.

The $25 charge.

It's not my fault.

Then I called them up several times.

I finally got somebody that was somewhat reasonable.

Then I get another email after I talked to somebody, and they told me I had to pay it in full, which I had to do that online.

So I did.

Thank you, Mr.

Lawrence.

Your time's up for the night.

Okay.

Appreciate it.

It goes on.

Uh next we have Prophet Yusuf.

Good evening, ladies and gentlemen.

In the book of Psalms, the 37th chapter, the 23rd verse.

It says the steps of a righteous man is ordered by the Lord.

What I want to speak about tonight, the 16 causes of crime.

And I have 16 solutions to solve this problem.

The first cause is fatherless children.

Not having a positive role male role model in the house.

The second is poverty.

The third is hopelessness.

The fourth is despair.

You can accept it in criminality.

Poverty, hopeless, despair is the mother of crime.

The fifth is mental illness.

The sixth is alcohol addiction.

The seventh is drug addiction.

The eighth is unemployment.

The ninth is homeless.

The tenth is financial problem.

The 11th is legal trouble.

The 12th is health problem.

The thirteenth is illiteracy.

The 14th is relationship problem.

The 15th is peer pressure.

The 16 is gains.

If you eliminate B 16 things, you can reduce crime and rock it and especially domestic bonds.

It's called the United States Navy.

They use my system.

Also, been wanting to tell Mrs.

Rosie Thompson, I'm glad you're here tonight.

Miss Alman Beachwife, Mr.

Mike Dunn at the airport, Mr.

Magnot, and my grandson Smaulley.

This was a long time.

And I'm going to get it off my chest tonight.

I don't like you.

I love you.

And you can't do nothing about it.

And happy birthday, my good friends.

And I wish you many more.

And God bless you and your family.

Happy birthday to you.

Happy birthday to you.

Happy birthday to my good friends.

Happy birthday to you.

Thank you for allowing me to speak.

Thank you.

Next speaker is Stephen Master.

Mr.

Mayor, where are you going?

Hi, uh, my name is Stephen McMaster.

Uh as many of you have found out today, unfortunately, uh, our mayor is leaving his position uh a bit earlier than expected.

Uh we wish you the best.

I truly uh I hope that the next venture that you go on is incredible.

Uh I I hope you're able to bring some of the the good ideas that you've had in Rockford to larger districts.

I am slightly concerned about the timing and about some of the major decisions that have happened right before you've left.

Um, but we'll leave that be for now.

The the important thing to understand is what we do from this moment on.

You guys are going to need to choose amongst your staff somebody else to take that position, at least until April.

That's an important decision.

As many of you know, like the position of mayor is very similar to the position of council member, except it's all the time.

You you are there nine to five and many late nights and many early mornings.

It's a lot of extra work.

But it's important to be the right person for the job.

Not just somebody who can put in the nine to five, but somebody who cares about the community.

Somebody who's actually willing to listen to what the people have to say and respect and represent who they want up there.

It'll be a limited time.

You'll not be able to make some large scale decisions, but you'll help usher in the new two-year term mayor.

You'll help with that transition process as we go through some intense things in our community.

The concept of this data center is a big deal.

Obviously, you've heard me talk about it extensively.

The fact that there are so few people in this horseshoe that are willing to actually stand up against the data center, to me means there's very few people in this horseshoe that actually represent the wishes of this community.

I turn to the two of you, the three of you, the maybe four of you who have made some comments against the data center, and I say, please investigate what the community has to say and what you can do, what you can actually do, not only as an alderman, but as a possible mayor.

What you can do to protect this community.

Understanding that decisions have been made, but decisions can still be made.

You need to work with city legal.

You need to work with resources outside of the local government to understand what you actually have the capability to accomplish.

This is vitally important.

The decisions we make over the next six months will affect us over the next 23 years.

Please listen to your community and go with your heart.

Don't just deal with the political games that we all have come to experience in this local political sphere.

Understand that your impacts truly, truly matter.

Listen to your community.

Thank you.

Our next speaker is Denzel Winter.

Good afternoon, everybody.

I'm going to talk about our business and your people that you have driving these buses.

Like they just committed a crime.

I watched a mother ex a bus driver.

Well, how many stops before we get downtown?

And the reason she asked that question is that the bus driver told her just before that, we don't have a bus going down the way you you got on.

And all she was asking was for the closeness to get off the bus.

The lady had to ride all the way downtown, get off the bus, and walk back toward where she was supposed to get off at.

Another young lady had her child had her baby with her.

And uh the bus driver was uh monishing her.

Because she had the baby, and she was taking her time trying to get her groceries on the bus and try to hold on to her baby.

See, we get into the point where we don't respect the people that ride these buses.

In the winter time.

A bus doesn't show up on time.

We still got to get outside.

That's not fair.

In the summertime when it's raining out there, the bus don't show up because of a delay.

They still rush you right out there.

Something needs to be done.

They need to start treating these people like human beings.

Not like cattle.

Because it's not fair.

You know, I remember when I was growing up, they had a bus boycott.

You know that bus boycott almost broke that bus system.

One of these days, you're gonna look up and there'll be another boycott here in Rockwood.

Because they don't care to get anything done.

They let these people talk to people any kind of way.

You know, but they forget.

Without our money on that bus, what's gonna happen?

Who do I need to talk to to get this kind of uh stuff straightened out?

Thank you.

Uh our last speaker is uh Larry Washington.

Larry Washington.

Oh, I had to think about going for you.

All right, it's time.

Because I'm talking about them too.

Best news I've heard today that the mayor's gone.

That's the best news that I've heard, okay?

And all you aldermen need to go because of just what he said.

Y'all don't care about them people on that bus.

You took an oath that you're supposed to do the right thing, and none of you doing it.

As I said last week, if you go online, ten of the top 12 views you are gonna get are only one star, and they have to put one star.

You don't have to get the review, otherwise I'm sure they put zero.

Okay.

Now, in a survey done by hire a helper.

Oh, stabby, I'm sorry.

They ranked the Rockford Mass Transit District as the ninth worst transit company in the United States of America.

Only eight worse.

I was talking to a gentleman, I'm not gonna mention his name.

He's in the room.

I talked to him, and he said, that's shocking.

It's shocking to me too.

I think they should be number one.

The way they treat those people.

Ran into a bus driver the other day.

I asked her, hey, wouldn't y'all start getting all them bad reviews online?

She says, Larry, we don't care about them bad reviews.

We making money.

We getting paid no matter what.

This is exactly what she did to me.

That's a bus driver.

And she was the union officer.

She's supposed to be the example.

She's supposed to be the example.

Struck up with a conversation with a lady at the catch.

Not too long ago.

I asked her what she thought of her argument.

She said, eh.

Asked her what she thought of the mayor.

She said, I can't stand him.

He's a liar, Larry.

He's a liar.

I wouldn't vote for him again.

But she did vote for him the first time.

She said, I wouldn't vote for him again.

And he's lied on me before.

Drivers are denying people fare, and I'm hearing this from the drive drivers themselves, other drivers, to ride the bus if they're 20 cents short or 25 cents short.

This is coming from bus drivers who have told me this.

So now they're walking two miles home in rain, snow, whatever.

Because they didn't have 25 cents more to ride the bus.

Yet they're giving away what?

Hundreds of thousands of dollars in overtime down there?

But you can't ride the bus because you're 25 cents short and you need to get to work.

Now you all need to do something.

And stop saying amen after this man, because y'all ain't gonna do nothing.

You haven't done nothing yet.

Alright, we will proceed with the finance and personnel committee meeting.

Sir, you please take roll.

Here.

Here it's about president.

Vice President.

Thank you.

Um under information only, we have a repeat item that says financial discussion for June of 2026.

Ms.

Hagerty, would you like to present on that?

Yes, sir.

Thank you.

Because we introduced uh year to date financials last week.

I won't go into uh huge detail here, but uh year to date through June, uh 2.7 million dollars under budget on revenue or about 2.6 percent.

Um, approximately $2 million under budget on revenues in total uh in the general fund year to date.

Uh CAP is uh a million dollars over in CAP sales tax so far this year after four disbursements, so about 10% over budget in total.

And uh the redevelopment fund is about 2% over budget or approximately 100,000 uh between overperformance and hotel motel and restaurant tax.

Happy to take any questions.

Are there any questions?

All right, seeing none, we'll move on to item number two, which is an update on the construction and development services division personnel alignment.

Okay, thank you.

Um as you all know, we have been working with um consultants as summers to analyze our construction and development services division, really look at how we were staffing that, how what we were doing for code enforcement, answer a number of questions that you all have had over the last year.

So we wanted to do an information only session today to really address specifically organizational structure and what um Seth has assessed and what recommendations he has for us to look at.

Um will be thinking about budget over the next few months, and there's difficult decisions that have to be made.

Um we wanted to just again, several of you have asked where we are and what we're doing for code, so we wanted to give you an update on that.

Seth will have a full report that we'll um send out to you in a month that will contain the data that supports some of the decisions that we're making, or it will also have other things like how we're gonna do training, how we're gonna do other elements and different things for the department.

But today we're gonna focus on organizational structure for you.

Um I did put a copy of the memo in case you prefer that on your desks because the screen when we put the organizational charts up there could be small, and I wanted to make sure if you wanted to ask questions you could see it.

So just should have found that on your desk.

Um, but with that, uh, we'll let Seth take it over.

Good evening, everybody.

Uh my name is Seth Summer, and fortunately I won't be singing for you tonight.

Um, but I did want to tell you a little bit about myself.

Um I've been a lifelong resident of Rockford, uh, moved here when I was five years old, went through the public school system.

Um my wife and I have raised two daughters.

Um they went through the public school system, they're in college right now.

Um I worked for the city for approximately 10 years previously, um, ended as building official and manager of construction and development services.

Um and now I've been consulting for about the last 10 years, working with hundreds of municipalities in my current role.

All right, so a little update on the consulting contract.

Uh so I was brought in to do a full division assessment of construction and development services.

Um just to remind everybody, um, I'll go through that, what the contract included.

Um so tonight we're going to talk about that, and then we're going to talk about the organizational chart.

Uh, talk about the alignment of the division as well as the current and updated structure.

So there was a previous report provided on some of the things that I've been doing within the division that was part of the contract um extension that was up a little while ago.

But as a reminder, some of the things that we're working on is staffing and organizational structure, software for permitting, planning and code enforcement, process improvement, standard operating procedures, training for the division, developing priorities, and discussing the vision, mission, and values of construction and development services.

So our staffing and organizational structure.

Uh so far I've observed and evaluated the division needs.

Uh we've looked at industry best practices as well as Rockford's needs, compared ourselves with similar communities, similar divisions, um, looked at and updated our organizational structure within the city for construction and development services.

And then also want to talk a little bit about staffing versus budget.

Um I know the the budget's not looking great this upcoming year.

Um gonna be some decisions to make, so some of the things that we're gonna present to you tonight will have an impact on the budget and the services that we can or cannot provide.

So right now, this is the current structure of construction and development services.

You have a handout that should have been on your desk, which has this.

You've got the building division, which is permitting and inspections, and then you've got neighborhood standards, which is dealing with the exterior of properties.

So those are the two main services and support staff that goes along with it.

So what we've proposed doing in the updated structure is taking property standards, which has to do with the inside of buildings, which is currently under the building division, and moving that into a department or division section, if you will, that's going to be called code enforcement.

Now I know some of you already say code enforcement as you know a term of business, and typically you're talking about neighborhood standards, but sometimes property standards as well if it's inside of a structure.

So since the two processes are very similar, the skill sets are very similar, it makes sense and it's best practice to have that be one section to you know make the most efficient use of resources, both staff and support.

And then you'll also notice on here there's some dashed lines around some of the positions.

Those are currently unfunded positions.

And the other thing you'll see is a vacant and foreclosure property program, and I'll talk a little more about that coming up.

Alright, so this picture is not actually from Rockford, but I'm sure we've seen some places like this around town, perhaps.

So just to talk about code enforcement.

Again, we have property standards under the building division, neighborhood standards, they're separate.

So right now at that property, for example, you can see there's peeling paint, the house looks to be in disrepair, you've got a car up on blocks on the front lawn.

So right now we have to send two inspectors out here.

That's the way we currently operate.

So you've got two inspectors, two sets of resources, two processes, two cases for this one property.

So hopefully that should be pretty clear why we're wanting to, you know, merge that into one section.

So property standards and neighborhood standards are planned to be combined, and there'll be a single inspector or specialist that will now be able to handle both of these issues as one course of business.

Alright.

And then as part of this realignment and reorganization, we're going to strengthen the code enforcement management team as well with leadership, new goals, new objectives.

And then we also wanted to touch on the vacant and foreclosure property program.

And again, I'll talk a little more about that on the next slide.

So just a little preview about the organizational chart.

Tonight we're focusing mostly on code enforcement.

Again, in your handouts, you'll see there's the last page of your handout has the positions on the organizational chart spelled out a little more of what they do and what the budgeting issues are with some of those.

But essentially, we are recognizing that we need to code enforcement specialists to just maintain the level of service and improve it, make it more efficient, handle what's currently going on within the city of Rockford.

So among those other things are the deputy director.

So the manager of construction and development services would now be the deputy director of community and economic development, in addition to being the building code official.

That's gonna be an expanded role and be able to support the entire division.

Sorry, department.

Looking at a building division manager and deputy building code official to do the day-to-day supervision and backup of the building official.

A residential plans examiner.

So some of you may be shocked to know that the city of Rockford currently does not review residential building plans.

It's been what we've done as a community.

We did it back when I was here.

Most communities do provide this service, so that's something that we're looking at doing as well.

And then finally talking about the vacant and uh foreclosure property program.

So this ordinance was introduced uh many years ago now.

I don't remember the exact year, but I want to say at least six years ago.

Uh and the idea was to be able to have vacant properties register, undergo inspection, and get back into a productive use.

This ordinance has been on the books for that long.

We have not really been using it much to our benefit.

We've done maybe dozens of cases over the several years.

Uh the idea behind it originally, and when I was actually here back in the um late 2000s, uh early 2010s, uh, we had been introducing a vacant property program.

At that time, if most of you remember, we were dealing with a lot of foreclosures, probably known as the underwater capital, you know, city in the United States with all the abandoned vacant properties.

I mean, we were talking 6,000 plus vacant properties back then.

So based on our current estimates uh with Rockford rebounding quite a bit, we're around two to three thousand vacant properties.

I know that's a wide range, and it it truly is.

It's an unknown number right now.

We just we can't just go out and count all of them.

We're relying on data sources such as USPS, water billing accounts, and things like that.

So the idea would be to have a program that if we got all these properties registered, they would be paying for the services that it takes to run this program, which would include sending out notices, conducting inspections, coming up with plans for people to either sell these properties, repair them, demolish them, whatever the case may be, do something with them rather than just let them stay vacant and turn them back into productive uses.

So that's something that is currently not staffed.

Again, we've done dozens of cases over the past few years.

They have been successful cases when they work and they we follow them all the way through.

It's just very labor-intensive on top of all the other activities that our division is currently doing.

So uh again, to recap, um our report uh for all of those activities will be coming out in about a month's time.

Um we're continuing to work on code enforcement development and just overall continued improvement within construction and development services.

And that concludes my portion.

So um just going and then going back again.

So in the current structure, um, and if you're looking at that org chart, what are you saying?

Under neighborhood standards, we have a neighborhood enforcement specialist.

Those are the positions that we will then now train to do property and neighborhoods.

So they're gonna move to a title called code enforcement specialist to stay consistent with the new section.

And then that section will um the leadership will still be um two people, but we'll move it to a management role and then to an in-field administrator in this position.

Um currently property standards in this current one is on the building team, but that means if there are building inspections, uh, they take priority.

Because if a contractor is calling and they need something moved forward with a plumbing issue, or somebody there, you know, a homeowner's paying them to do their HVAC and they need the inspection so they can get it done.

Like we have to prioritize that with that building team.

So property standards then becomes what they do, you know, end of the day or other times.

This structure right here moves property standards to that code enforcement specialist now.

So building can continue with this structure to try and answer those inspection calls for development property improvement within 2448 hours.

That's usually the goal we're shooting for on those inspections.

Again, to keep the contractor moving forward.

And then the code enforcement specialist position would take over the um you know the pro the other things that we were kind of having to leave or see how we could staff.

This gives it leadership, it gives it focus, and it makes sure that we're doing it as efficiently as possible.

Because like you pointed out, the same person going for one thing can now do both instead of calling out a second person.

Um then we hope we'll think about what we can do on the vacant.

If we can't add positions, we might try and do some of that strategy with some of a building role or some of the other roles.

We'll figure out how to do vacant.

It's a good strategy, and we need to be addressing our vacants really purposefully.

But we're laying this all out to show you what we have moved.

And then based on different priorities that you set over the next few months, you know, what we might need to be aiming for as a department in a division.

Any questions?

I'll move fronting.

Thank you.

So is everything on the map that is the lines are dotted right now, those positions are if they were to come into existence right now, we don't have a funding source?

Correct.

The ones that are dotted, we do not have those positions because they are not funded at this time.

Okay.

And you were saying how they could be funded.

Could you repeat that?

I didn't, yeah, I didn't say how they could be.

I'm just saying that, like, depending on priorities, um, you know, that's we could um to to get that sort of those sort of services done in our department, we would have to move staff to it if they were if there was not additional funding.

And then staff would have to be moved away from something else to do that.

Is there additional training for the people who would take on those dual role?

Yes, there will be a um, it's called um international property maintenance and house, I think property and housing maintenance certification that they um have to take.

Uh we worked with the union to understand that to pick a timeline to give anyone that's choosing to move into this position that time to do that.

Um also there's a new state law that was recently passed where we have to do this.

Um so anybody that's working in in this kind of role has to have that minimum of a certification.

So we actually as a city have two years to move our staff into this anyway.

So with more certifications, will that also say more pay?

Yes.

All right, thank you.

All the beach.

Is there a budget number you've got wrapped around these new positions?

The dotted ones?

We do not at this time have that yet, but we can work on we'll get that to you if you if you'd like.

Um would you like them for all of them?

Well, uh, I assume that the ones that are these uh dash lines are either positions that you have now or your new positions.

Yeah, they would if they're new, then they would be added into the budget that's already in place.

Right.

They would be new positions and but they're similar to some like we can we can give you an estimate on that based on um pay grades and things.

Am I reading this price?

There's eight new positions.

Um there's there's yes, in that um chart.

I don't remember the count of them, honestly.

If it's is it eight?

Yes.

Yes.

Yes, it's eight.

Um and I'm not necessarily saying that I we're just laying out because in in conversations with you all there were different, you know, there's different things that come up that people would like to see our division do or our department do.

So we're just laying out to get those done, this is what the role would need to look like.

But to have that role, we have to take it from someone else, or we have to have more budget.

Thank you.

Thank you, sir.

Sure.

Yes, seven full time and a part-time.

Yes, she's correct.

I'm sorry.

Uh my apologies, Chairman.

No problem.

Go ahead.

It's I was just gonna be saying out loud it's seven full-time one half time, one half time.

Full-time with benefits, these are not contracts.

Correct.

Okay.

Thank you.

Alderman Neil.

Thank you, Amor.

Um, I was thinking you're I was noticing you have um it says five to six weeds interns.

I was wondering how often do you all get interns in your departments, and is that a the possibility amongst all departments in this case?

Yeah, um, Director Hunter could tell you we have a pretty robust internship program.

We have six interns this year.

We had one of our weeds interns signed just to advance and check-in condition there.

We have one more intern that works in the office.

She's been helping with the additional, you know, we get a lot of different permit in the summer permit requests, so we have one there too, and then we have an economic development intern also.

But there are interns throughout a lot of the departments in the city.

Okay.

I asked that question because I'm wondering what the pipeline is like, but we keep hearing workforce development and you know, things like that, internship.

So I'm just wondering how that's transitioning into our city staff.

Sure, that's always the hope, right?

We have one person I can point to for sure.

And then again, if Director Hunter wants to talk, if there's more, but um there's somebody in public works that started as one of our weeds interns and then um worked in our department um helping out with a clerk role for a while, and then recently when they came back, because you know our interns are all in some sort of post-secondary education experience.

So but when he came back to the community, he was hired by public works and works for them now.

Okay, thank you.

Sure.

I said a question regarding the um the requirement for a residential plan review.

Would that add an additional staffer or would that be done by a current staffer?

It's proposed to add an additional staff member.

How many residential permits were pulled in the last year?

I don't have it's thousands, though.

Thousands.

Yeah.

Well, because it's not just like new construction, right?

There's residential plan review would be for remodels.

So you know for remodeling.

The addition, HVAC, you know, like all those kinds of things.

Don't and I thought I saw in the status quo.

There is we do we have a position right now for a residential remodeling inspector.

We do have one.

It's listed on the charts as a combo inspector.

The residential remodeling, I I'm gonna be honest, I do not know where that title came from.

But it is a property standards inspector that we hired always with some other kind of license, like electrical, mechanical, or that to serve as a buffer in case because we only have one mechanical, one electrical, and one plumbing.

So having someone else on staff, especially plumbing, because that requires a state license.

Um that meant like if plumbing is on vacation, we had somebody on staff.

It ended up that person, the per last person we had in that role.

It's an open position right now, but the last person we had in that role um was only able to do plumbing because we had so many permits for that that they were rarely able to do property standards.

Okay.

Okay, thank you.

Someone else had a question.

Okay.

Thank you so much.

Thank you.

All right, moving on to committee reports.

Uh, item one is approval of vouchers in the amount of nine million two hundred and five thousand five hundred and fifty-eight dollars and fifty-five cents.

Is there a motion to approve vouchers?

So move, second.

Any questions or comments to staff on vouchers?

Seeing none, all those in favor indicate by aye.

Aye.

Opposed.

Matter passes.

Item two is approval of the state line area narcotics teams interagency agreement.

So motion to approve.

Second.

Any questions or comments for staff?

Seeing none, all is indicated by aye.

Aye.

Post?

Matter passes.

Item three is approval of an ordinance authorizing the city to utilize funds from the public water supply loan program at the IEPA in application of loan for lead service line replacements.

So motion to approve.

So moved.

Second.

Any questions or comments?

Seeing then, all those in favor in the key by aye.

Aye.

Opposed?

Matter passes.

Moving on to resolutions.

Item number one is an award of bid for demolition water material dump site to end track for combined estimated annual amount of 100,000 dollars based on unit pricing.

It's a one-year contract with four possible annual extensions.

Uh annual price adjustment reviewed and considered a contract move only.

The funding source is the water operating fund.

So motion approved.

Second.

Any questions or comments for staff?

Seeing none, all is in favor to keep it.

Aye.

Opposed?

Matter passes.

Item two is award of bid for citywide drainage repair package, DPI construction in the amount of 113,879 dollars and forty-six cents.

The contract duration is through October 2nd, 2026.

And the funding source is the CIP general fund.

So motion to approve the bid.

So moved.

Second.

Any questions or comments?

Seeing then all those in favor indicate by posed?

Matter passes.

Item three is award of bid for CW sidewalk and 88 repair package number two to TCI contract and amount of 440,806 and 15 cents.

The contract is through September 18th, 2026.

And the funding source is the 1% infrastructure sales tax.

They're motion to approve.

So moved.

Sorry.

Any questions or comments for staff?

Seeing none, all is a favor to keep an aye.

Aye.

Opposed?

Matter passes.

Item four is an approval of the grant button sub-recipient agreement with comprehensive community solutions and an amount not to exceed $30,359.45 cents.

The period is from July 1, 2026 through March 31, 2027.

If approved the grant funds, we used to provide community outreach trauma informed case management, victim support services, administrative costs of the emergency victims flexible.

Is there a motion to approve?

So move.

Second.

Any questions or comments for staff?

See none, all is a favor to keep aye.

Aye.

Opposed?

Matter passes.

Item five is an approval and acceptance of the Office of the Attorney General for the State of Illinois fiscal year 2027.

Organized retail crime grant awarded the amount of 100,000.

This grant does not require a cost match.

The grant terms from July 1, 2026 to June 30, 2027.

It will be used to provide funds toward partially paid for the 2027 annual subscription renewal fees for flock safety license plate readers, video wing enhanced, and officer attendance at the Cook County Regional Organized Crime Conference.

So move.

Second.

Any questions for staff?

Seeing all those in favor indicate by aye.

Aye.

Opposed?

Matter passes.

Item six is an award joint purchasing contract for squad car cameras to axon in the amount of $71,318.41.

This is a one-time purchase.

The funding sources, the police department operating budget.

Is there a motion to approve?

So moved.

Any questions?

Any questions for staff?

Seeing none, all those in favor indicate by aye.

Aye.

Opposed?

Matter passes.

Item seven is the approval of the fifth supplemental indenture resolution regarding the industrial project revenue bonds, the Wesley Willows Project Series 2011.

Is there a motion to approve?

So move.

Second.

Any questions on the bonds?

Seeing none, all is in favor indicate by aye.

Aye.

Aye.

Opposed?

Matter passes.

Item eight is awarded bid for head start and early head start child care meals to delicious unlimited and amount not to exceed an amount not to exceed an annual amount of one hundred thousand dollars.

The contract duration is one year with four possible one year extension options.

Annual price adjustment for CPI will be considered a contract renewal only.

And the funding source is the Head Start Grant Funds.

Is there a motion to approve?

So move.

Second.

Any questions or comments for staff?

Seeing none, all those in favor indicate by aye.

Aye.

Post?

Matter passes.

Is there a motion to adjourn?

So moved.

Second.

All those in favor of adjourning?

Aye.

Opposed?

Thank you.

This meeting is adjourned.