Police Pension Fund Board - Regular Meeting

Thank you. All right.

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.

Let us bow our heads for a word of prayers.

Gracious and wise Creator, 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, oh 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 monastery with clear minds and open hearts. Grant them and rededicate, Lord, them with the wisdom and the 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 we are here to be an aid to all our brothers and sisters, 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 sing.

Amen. Amen. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. Before we begin the meetings, we'll have our public participation. It's three minutes. I'll set an alarm. And when the timer goes off, that's your cue to be done. First, we have John Lawrence.

Good evening. I'm John Lawrence. I want to talk about our letter 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 access on that water bill. Got no help on it. And I remained on automatic payment, which is they take it out of the credit card every month. That worked fine for a while. It worked in January, it worked in February, March, April, and May. Every month, it went through policy. All of a sudden, I get an email in June. And I'm going to read it to you. It's not that long. This email is to confirm that an attempted payment On 6-27-26, your electric bill presentment and payment for your city of Rockford account, that gives the number, has failed. The payment of $50.23 that was made on 6-27-26 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 have payments, that 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 their 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. 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, that $25 charge. It's not my fault. I called him 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.

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 male role model in the house. The second is poverty. The third is hopelessness. The fourth is despair. You can access criminology. Poverty, hopelessness, 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 problems. The eleventh is legal trouble. The twelfth is health problems. The thirteenth is illiteracy. The fourteenth is relationship problems. The fifteenth is peer pressure. The sixteenth is gangs. If you eliminate these 16 things, you can reduce crime in Rockwood, and especially domestic violence caused by the United States Navy. They use my system. I also have been wanting to tell Mrs. Rosie Thompson, I'm glad you're here tonight. Miss Alderman Beach Wife, Mr. Mike Dunn at the airport, Mr. Mack Knotts, a fireman, and my grandson, Smiley, just for 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, my name is Stephen McMaster. As many of you have found out today, unfortunately, our mayor is leaving his position a bit earlier than expected. We wish you the best. Truly, I hope that the next venture that you go on is incredible. I hope you're able to bring some of 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. But we'll leave that be for now. 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, the position of mayor is very similar to the position of council member, except it's all the time. You are there 9 to 5 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 9 to 5, 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 bus system and your people that you have driving these buses. They need to show some compassion to the people that ride the bus. They can't be talking to the people like the children. They can't be talking to mothers that have babies with them like They just committed a crime. That's not fair. I watched a mother ask 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 got on. And all she was asking was for the closeness to get off the bus. He didn't answer the question. 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 baby with her. And the bus driver was admonishing her because she had the baby, and she was taking her time trying to get her groceries on the bus and try to hold onto her baby. See, we're getting to the point where we don't respect the people that ride these buses. In the wintertime, 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 and 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 going to look up and there'll be another boycott here in Rockville, because they don't care to get anything done. They let these people talk to people any kind of way. But they forget, without our money on that bus, what's going to happen? Who do I need to talk to? to get this kind of stuff straightened out.

Thank you. Our last speaker is Larry Washington. Larry Washington.

Oh, I had to piggyback off of you. All right. It's time. Because I'm talking about them, too. Best news I've heard today that the mayor's gone. Best news. that I've heard, OK? And all of 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 ain't none of you doing it. As I said last week, if you go online, 10 of the top 12 views you are going to get are only one star. And they have to put one star in order to get the review. Otherwise, I'm sure they put zero, OK? Now, in a survey done by Hire a Helper, a study, 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 going to mention his name. He's in the room. I talked to him, and he said, that's shocking.

They're talking 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, when are y'all going to 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. It'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 alderman. She said, eh. I 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 in the first time. She said, I wouldn't vote for him again. And he lied on me before. Drivers are denying people fair. And I'm hearing this from the 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 $0.25 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 $0.25 short and you need to get to work. Now, you all are going to need to do something. And stop saying amen after this, man, because y'all ain't going to do nothing. You haven't done nothing yet.

All right. We will proceed with the Finance and Personnel Committee meeting. Sir, could you please take a roll?

Schumer.

Here.

Ross.

Here.

Brandt. Here. Pete.

Here. Salvatore. Present. Vice President.

Thank you. Under information only, we have a repeat item that says financial discussion for June of 2026. Ms. Haggerty, would you like to present on that?

financials last week. I won't go into huge detail here, but year to date through June, $2.7 million under budget on revenue, or about 2.6%, approximately $2 million under budget on revenues in total in the general fund year to date. CAP is a million dollars over in CAP sales tax so far this year after four disbursements, so about 10% over budget in total. And the redevelopment fund is about 2% over budget, or approximately $100,000 between overperformance in hotel, motel, and restaurant tax. I'm happy to take any questions.

Are there any questions?

Seeing none we'll move on to item number two, which is an update on the construction and development services division personnel alignment Thank you as you all know we have been working with Consultants that summers to analyze our construction 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 and So we wanted to do an information-only session today to really address specifically organizational structure and what Seth has assessed and what recommendations he has for us to look at. Understanding that you are looking at budget or will be thinking about budget over the next few months, and there's difficult decisions that have to be made. 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 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 going to do training, how we're going to do other elements and different things for the department. But today, we're going to focus on organizational structure for you. 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 you should have found that on your desk. But with that, we'll let Seth take it over.

Good evening, everybody. My name is Seth Sommer. And fortunately, I won't be singing for you tonight. But I did want to tell you a little bit about myself. I've been a lifelong resident of Rockford. Moved here when I was five years old. Went through the public school system. My wife and I have raised two daughters. They went through the public school system. They're in college right now. I worked for the city for approximately 10 years previously, ended as building official and manager of construction and development services. 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 So I was brought in to do a full division assessment of construction and development services Just to remind everybody I'll go through that what the contract included So tonight we're going to talk about that and then we're going to talk about the organizational chart talk about the alignment of the division as well as the current and updated structure and 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 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, so far I've observed and evaluated the division needs. We've looked at industry best practices as well as Rockford's needs, compared ourselves with similar communities, similar divisions, 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. I know the budget's not looking great this upcoming year. Going to be some decisions to make. So some of the things that we're going to 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 the handout that should have been on your desk. which has this, it's hopefully easier to read on your handouts. We're not gonna go through it in great detail. Essentially, just wanted to point that there's two main functions right now in construction and development services. 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 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 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. All right, 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 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. All right, 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. That's a new position, new role. 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 going to 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 That's been the past practice of the city of Rockford right wrong or otherwise It's been what we've done as a community. We did it back when I was here We always found you know issues Mainly out in the field, so the inspectors are going out to these properties and finding violations that could have been caught on a plan review. 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 foreclosure property program. So this ordinance was introduced many years ago now. I don't remember the exact year, but I want to say at least six years ago. 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 several years. The idea behind it originally, and when I was actually here back in the late 2000s, early 2010s, 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 city in the United States with all the abandoned and vacant properties. I mean, we were talking 6,000 plus vacant properties back then. So based on our current estimates with Rockford rebounding quite a bit, we're around 2,000 to 3,000 vacant properties. I know that's a wide range, and it truly is. It's an unknown number right now. 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 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 again, to recap, our report for all of those activities will be coming out in about a month's time. 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 just going and then going back again. So in the current structure, and if you're looking at that org chart, what he's 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 going to move to a title called code enforcement specialist to stay consistent with the new section. And then that section, the leadership will still be two people. But we'll move it to a management role and then to an infield administrator in this position. Currently, property standards in this current one is on the building team. But that means if there are building inspections, they take priority. Because if a contractor's calling and they need something moved forward with a plumbing issue, or a homeowner's paying them to do their HVAC and they need the inspection so they can get it done, we have to prioritize that with that building team. So property standards then becomes what they do 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 24 48 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 you know the other things that we were kind of having to leave or see how we could staff and 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. And 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, what we might need to be aiming for as a department and a division.

Any questions? All in front of you.

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.

OK. And you were saying how they could be funded. Could you repeat that?

I didn't say how they could be. I'm just saying that depending on priorities, to get those sort of services done in our department, we would have to move staff to it if there was not additional funding. 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 roles?

Yes, there will be a international property and housing maintenance certification that they have to take. 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. Also, there's a new state law that was recently passed where we have to do this. So anybody that's working in this kind of role has to have that minimum. of a certification. So we, as a city, have two years to move our staff into this anyway.

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

Yes.

All right. Thank you.

Alderman Beach.

Thank you, Chairman. 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'd like. Would you like them for all of them?

Well, I assume that the ones that are these dotted dashed lines are either positions that you have now or new positions. If they're new, then they'll be added into the budget that's already

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 them pay grades and things There's there's yes in that I don't remember the count of them honestly if it's Yes, yes, it's eight And I'm not necessarily saying that we're just laying out, because in conversations with you all, 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. Is seven full time?

Yes, seven full-time and a part-time. Yes, she's correct.

Do you have a question? I'm sorry.

My apologies, Chairman.

Sure. No problem. Go ahead. I was just saying out loud, it's seven full-time, one half-time, full-time with benefits. These are not contracts.

Correct. OK. All right.

Thank you.

Alderman Neal?

Thank you. I was noticing you have, it says five to six weeks interns. I was wondering how often do you all get interns in your departments and is that the possibility amongst all departments in this?

Yeah, 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 in checking condition there. We have one more intern that works in the office. She's been helping with the additional. 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.

I asked that question because I'm wondering what the pipeline is like. But we keep hearing workforce development and things like that, internships. 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 there's somebody in Public Works that started as one of our weeds interns. and then worked in our department helping out with a clerk role for a while. And then recently, when they came back, because our interns are all in some sort of post-secondary education experience. But when he came back to the community, he was hired by Public Works and works for them now.

OK, thank you.

I said a question. Regarding 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? Residential plan review would be for remodels, for remodeling the additions, decks, all these kinds of things.

And I thought I saw on the status quo, 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 mean, honestly, 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. 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. So that meant, like, if plumbing is on vacation, we had somebody on staff. It ended up that person, the last person we had in that role, it's an open position right now, but the last person we had in that role 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. Item one is approval of vouchers in the amount of $9,205,558.55. Is there a motion to approve vouchers? So moved. Second. Any questions or comments to staff on vouchers? Seeing none, all those in favor indicate by aye. Aye. Opposed? The matter passes. Item two is approval of the state line area narcotics team's interagency agreement. Is there a motion to approve? So moved. Second. Any questions or comments for staff? Seeing none, all those in favor indicate by aye. Aye. Opposed? 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? CMN, all those in favor, keep an eye. Aye. Opposed? The matter passes. Moving on to resolutions. Item number one is an award of bid for demolition water material dump site to N-TRAC for a combined estimated annual amount of $100,000 based on unit pricing. It's a one-year contract with four possible annual extensions. Annual price adjustment will be reviewed and considered a contract rule only. The funding source is the water operating fund. Is there a motion to approve? Second. Any questions or comments from staff? Seeing none, all those in favor indicate by aye. Aye. Opposed? The matter passes. Item two is award a bid for citywide drainage repair package DPI construction in the amount of $113,879.46. The contract duration is through October 2, 2026, and the funding source is the CIP general fund. Is there a motion to approve the bid? So moved. Second. Any questions or comments? Seeing none, all those in favor indicate by aye. Aye. Opposed? Matter passes. Item three is award a bid for CW sidewalk and ADA repair package number two to TCI contract in the amount of $440,806.15. The contract is through September 18, 2026, and the funding source is a 1% infrastructure sales tax. Is there a motion to approve? So moved.

Second.

Any questions or comments for staff? Seeing none, all those in favor indicate by aye. Opposed? The matter passes. Item four is an approval of the grant fund and subrecipient agreement with Comprehensive Community Solutions in an amount not to exceed $30,359.45. The period is from July 1, 2026 through March 31, 2027. If approved, the grant funds will be 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 moved. Second.

Any questions or comments for staff? Seeing none, all those in favor make it by aye. Opposed? The matter passes. Item 5 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 in the amount of $100,000. This grant does not require a cost match. The grant term is from July 1, 2026 to June 30, 2027. It will be used to provide funds to partially pay 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. Is there a motion to approve?

So moved. Second.

Any questions for staff? Seeing none, all those in favor indicate by aye. Aye. Opposed? Matter passes. Item six is an award of joint purchasing contract for squad car cameras to Axon in the amount of $71,318.41. This is a one-time purchase. The funding source is the police department operating budget. Is there a motion to approve? So moved. Any questions for staff? Seeing none, all those in favor make it by aye. Opposed? Matter passes. Item seven is the approval of the fifth supplemental indenture resolution regarding the industrial project revenue bonds at Wesley Willows Project Series 2011. Is there a motion to approve? So moved. Second. Any questions on the bonds? Seeing none, all those in favor indicate by aye. Aye. Opposed? The matter passes. Item 8 is award a bid for Head Start and Early Head Start child care meals to Delicious Unlimited in an amount not to exceed an annual amount of $100,000. 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 moved.

Second. Any questions or comments for staff? Seeing none, all those in favor indicate by aye. Aye. Opposed? 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.