Board of Trustees — Skokie, IL
Date: 2014-04-07

MONDAY, APRIL 7, 2014 – 8:00 P.M.

 1. Pledge of Allegiance led by Cub Scout Pack #85 from Middleton School.

 2. Call meeting to order and roll call.

 3. Approve Consent Agenda.

* 4. Approve, as submitted, minutes of regular meeting held Monday, March 17, 2014.

* 5. Approve Voucher List #22-FY14 of April 7, 2014.

* 6. Proclamations and Resolutions.
 A. Proclamations:
 Arbor Day – April 25, 2014
 Breathe Deep North Shore Day – April 27, 2014

 7. Recognition, Awards and Honorary Presentations.
 A. Presentations:
 Beautification and Improvement Commission Awards

 8. Appointments, Reappointments and Resignations.
 A. Swearing in of the following personnel by the Board of Fire and Police:
 Name Old Position New Position
 Jessica Sexton New Hire Police Officer
 Shane Long New Hire Police Officer
 Joseph Kurpiel New Hire Police Officer
 * B. Reappointments:
 Fine Arts Commission: Sylvia Callistein (Member Term Expires 4/1/15), Andrea
 Siegel (Chair Term Expires 4/1/15, Member Term Expires 4/1/16)
 Public Safety Commission: Carol R. Arkin (Member Term Expires 3/1/15)
 * C. Resignations:
 Board of Health: Lloyd Gordon
 Economic Development Commission: Robert Koys

 9. Presentations and Reports.

 10. Report of the Village Manager.
 A. Police Study.
 * B. Village of Skokie Green Alley Program – Design and Construction Engineering
 Services – Baxter Woodman Inc., Crystal Lake, IL - $111,898.24.
 * C. Bid Report – 2014 High Priority Street Patching Program – J.A. Johnson Paving,
 Arlington Heights, IL, - $116,900.
 * D. Bid Report – 2014 Non-Arterial Street Resurfacing Program I – A Lamp Concrete
 Contractors, Schaumburg, IL - $1,066,997.
 * E. Bid Report - 2014 Water Main Improvement Project – Lenny Hoffman Excavating,
 Wilmette, IL - $1,314,937.
 * F. Request to Sell Surplus Vehicles and Equipment.
 * G. Fire Department Turnout Gear – Air One Equipment, Inc., South Elgin, IL - $36,080.

 11. Report of the Corporation Counsel.
 CONSENT:
 * A. An ordinance providing for the repeal of certain ordinances granting special use
 permits and site plan approvals at multiple locations within the Village of Skokie.
 This item is on the consent agenda for second reading and adoption.
JL:lg 449439
 * B. An ordinance approving a special use permit to allow outdoor displays of vehicles at
 Westfield Old Orchard Shopping Center, 4801-4999 Old Orchard Center, Skokie,
 Illinois in a B4 Regional Shopping district, an R1 Single-Family district and a B1
 Service Commercial district and repealing Village Ordinance Number 12-1-Z-3871
 (2011-21(A)P). This item is on the consent agenda for second reading and adoption.
 * C. An ordinance approving modifications to the previously approved site plan for the
 residential planned development at 8126-8160 Floral Avenue, 8063-8115 Floral
 Avenue and 5135-5145 Cleveland Street, Skokie, Illinois in R3 Combined Housing
 and CX Core Mixed-Use districts (2013-32P). This item is on the consent agenda for
 second reading and adoption.
 * D. An ordinance granting a special use permit to establish and operate a limited service
 restaurant with a drive-through at 3654 Touhy Avenue, Skokie, Illinois in a B2
 Commercial district and relief from Sections 82-26(b)(1)a and 118-212(i)(1) of the
 Skokie Village Code (2013-42P). This item is on the consent agenda for second
 reading and adoption.
 * E. An ordinance granting a special use permit to allow outdoor dining at 3654 Touhy
 Avenue, Skokie, Illinois in a B2 Commercial district (2013-43P). This item is on the
 consent agenda for second reading and adoption.
 * F. An ordinance vacating the north-south and east-west alleys within an area bounded
 by Louise Avenue, Lincoln Junior High School and Babb Avenue, in CX Core Mixed-
 Use and TX Transit Mixed-Use districts (2013-44P). This item is on the consent
 agenda for second reading and adoption.
 * G. An ordinance amending the zoning map with regard to a portion of the vacated east-
 west and north-south alleys adjacent to 7839 Lincoln Avenue, Skokie, Illinois from a
 CX Core Mixed-Use district to a TX Transit Mixed-Use district (2013-45P). This item
 is on the consent agenda for second reading and adoption.
 * H. An ordinance amending Chapter 22, Article VII, Sections 22-181 and 22-183 of the
 Skokie Village Code pertaining to the International Property Maintenance Code. This
 item is on the consent agenda for second reading and adoption.
 I. Request for an executive session in accordance with paragraph 2(c)(11) of the
 Illinois Open Meetings Act pertaining to the review and discussion of pending
 litigation.

 12. Unfinished Business.

 13. New Business.
 A. Case 99-8P – A request by the owner of the Taco Bell limited service restaurant at
 8329 Skokie Boulevard for an amendment to special use permit ordinance 99-10-Z-
 2846 through the modified review procedure to change the allowed hours of
 operation.

 14. Plan Commission.
 A. Plan Commission Case 2013-40P – Alley Vacations bounded by Carol Avenue,
 Gross Point Road, Crain Street, and Lockwood Avenue

 15. Citizen Comments.

 16. Adjournment.




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04/02/14 14:13:07 Village of Skokie PAGE 1
 Accounts Payable Warrant List #22 04/07/14
 Summary by Fund

FUND FUND TOTAL
CAPITAL PROJECTS FUND
 TOTAL 859,127.50
CASUALTY SELF INSURANCE
 TOTAL 18,483.00
COMMUNITY DEV BLOCK GRANT
 TOTAL 127,513.90
CTA PARKING LOT FUND
 TOTAL 224.52
DOWNTOWN TIF FUND
 TOTAL 16,201.54
ECONOMIC DEVELOPMENT FUND
 TOTAL 1,394.50
GENERAL FUND
 TOTAL 923,076.56
MOTOR FUEL TAX FUND
 TOTAL 68,425.75
TIF SCIENCE & TECH
 TOTAL 47,740.00
WATER FUND
 TOTAL 65,753.90
WIRELESS ALARM FUND
 TOTAL 1,433.75
 FINAL TOTALS
 TOTAL 2,129,374.92

* * * E N D 0 F R E P 0 R T * * *




 Query: vouchtestS/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 1
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

ABLE SERVICE AND SUPPLY GENERAL FUND JANITORIAL SUPPLIES PUBLIC WORKS 2.20-
ABLE SERVICE AND SUPPLY GENERAL FUND JANITORIAL SUPPLIES PUBLIC WORKS 171.20
ACE HARDWARE GENERAL FUND Misc Supplies FIRE DEPARTMENT 4. 99
ACE HARDWARE GENERAL FUND Misc Supplies FIRE DEPARTMENT 5.00
ACE HARDWARE GENERAL FUND Misc Supplies FIRE DEPARTMENT 5 .49
ACE HARDWARE GENERAL FUND Misc Supplies FIRE DEPARTMENT 7.16
ACE HARDWARE GENERAL FUND Misc Supplies FIRE DEPARTMENT 12.77
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 4. 08
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 5.39
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 6.28
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 9.99
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 9.99
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 10.48
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 18.99
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 19.98
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 20.98
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 21. 96
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 31.99
ACE HARDWARE GENERAL FUND Misc Supplies PUBLIC WORKS 59.99
ACE HARDWARE GENERAL FUND Snow Brush HEALTH 67.96
ACE HARDWARE WATER FUND Misc Supplies PUBLIC WORKS 13.99
ACE HARDWARE WATER FUND Misc Supplies PUBLIC WORKS 13.99
ACE HARDWARE WATER FUND Misc Supplies PUBLIC WORKS 49. 22
ACTIVE ELECTRICAL SUPPLY CO INC GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 250.00
ADS LLC CAPITAL PROJECTS FUND PROFESSIONAL SERVICE MANAGER 18,900.00
ADVANCED CLEANING SYSTEMS INC GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 165.00
AIR ONE EQUIPMENT INC GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 49. 00
AIR ONE EQUIPMENT INC GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 1,194.00
AIR ONE EQUIPMENT INC GENERAL FUND REPAIR & MAINTENANCE SVC FIRE DEPARTMENT 43.00
AIR ONE EQUIPMENT INC CAPITAL PROJECTS FUND ELEC LIGHTS & COMMUNICATI MANAGER 9,186.00
AIR ONE EQUIPMENT INC CAPITAL PROJECTS FUND ELEC LIGHTS & COMMUNICATI MANAGER 36,744.00
ALEXANDER CHEMICAL CORPORATION WATER FUND CHEMICALS WATER DEPARTMENT 298.00
ALLOVER MEDIA INC GENERAL FIB\ID Gas Pump Ad HEALTH 2,445.00
ALPHA PRIME COMMUNICATIONS GENERAL FUND AUTOMOTIVE MAINTENANCE PUBLIC WORKS 79.00
AMAZON GENERAL FUND COMPUTER SUPPLIES POLICE DEPARTMENT 250.00
AMAZON GENERAL FUND COMPUTER SUPPLIES POLICE DEPARTMENT 321.23
AMAZON GENERAL FUND MINOR EQUIPMENT & TOOLS POLICE DEPARTMENT 11.01
AMAZON GENERAL FUND MINOR EQUIPMENT & TOOLS POLICE DEPARTMENT 28.49
AMAZON GENERAL FIB\ID REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 107.98
AMAZON GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 419.95
AMBIUS LLC (19) GENERAL FIB\ID CONSTRUCTION SERVICES PUBLIC WORKS 584.45
AMERICAN LEGAL FORMS LLC GENERAL FUND Office Supplies LEGAL DEPARTMENT 39. 50
AMERICAN MESSAGING GENERAL FUND Pager Service PUBLIC WORKS 12 .15
AN"ATOMICALLY CORRECT GENERAL FUND Grant COMMISSIONS 500.00
ANDERSON LOCK COMPANY LTD GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 86.85
ANI SAFETY + SUPPLY INC GENERAL FUND CLOTHING,DRY GOODS,NOTION PUBLIC WORKS 84.60

 Query: vouchtest6/hteqrylib
04/02/14 14;13;51 Village of Skokie PAGE 2
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 50.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 50.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION FIRE DEPARTMENT 57.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 59.50
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 93. 75
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 104.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 105.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 296.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 296.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 1,101.60
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION FIRE DEPARTMENT 47.75
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 50.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION FIRE DEPARTMENT 52.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION FIRE DEPARTMENT 52.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 16.50
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 17.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION POLICE DEPARTMENT 24.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 67.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION POLICE DEPARTMENT 74.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129. 90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 71.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 194.85
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 17.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 22.40
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 23.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 24.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 25.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 43.50
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 47.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 50.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 64. 95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 64. 95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 73. 00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 97.50
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 108.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING, DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129. 90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 161.95

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 3
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

APPAREL SE'WN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 194.85
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 259.80
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 259.80
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 679.65
APPAREL SE'WN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 22.94
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 59.17
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 104.95
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 128.94
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 129.90
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 275.00
APPAREL SEWN RIGHT GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 282.50
ARLINGTON POWER EQUIPMENT INC GENERAL FUND MINOR EQUIPMENT & TOOLS PUBLIC WORKS 515.77
ASSOCIATION OF LICENSED ARCHITECTS GENERAL FUND Training Community Development 65. 00
ASSOCIATION OF LICENSED ARCHITECTS GENERAL FUND Training Community Development 75.00
AT&T GENERAL FUND Phone Service MANAGER 62. 85
AT&T GENERAL FUND Phone Service FIRE DEPARTMENT 119.66
AT&T GENERAL FUND Phone Service FIRE DEPARTMENT 225.85-
AT&T GENERAL FUND Phone Service FIRE DEPARTMENT 225.85
AT&T GENERAL FUND Phone Service FIRE DEPARTMENT 225.85
AT&T GENERAL FUND Phone Service FIRE DEPARTMENT 8,400.87
AT&T GENERAL FUND Phone Service HEALTH 69.30-
AT&T GENERAL FUND Phone Service HEALTH 69. 3 0
AT&T GENERAL FUND Phone Service HEALTH 69. 3 0
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 3 9. 08
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 102.77
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 1,796.99
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 15,133.53-
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 15,133.53
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 15,133.53
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 119.66
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 215.44
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 421.14
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 898.47-
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 898.47
AT&T GENERAL FUND Phone Service POLICE DEPARTMENT 898.47
AT&T GENERAL FUND Phone Service PUBLIC WORKS 16,117.63-
AT&T GENERAL FUND Phone Service PUBLIC WORKS 16,117.63
AT&T GENERAL FUND Phone Service PUBLIC WORKS 16,117.63
AT&T WATER FUND Phone Service WATER DEPARTMENT 225.00
AT&T DOWNTOWN TIF FUND Phone Service DOWNTOWN TIF 127.84
AT&T CTA PARKING LOT FUND Phone Service 126.30
AT&T LONG DISTANCE GENERAL FUND Phone Service PUBLIC WORKS 43.33
AT&T LONG DISTANCE GENERAL FUND Phone Service PUBLIC WORKS 1,492.12
ATOMATIC MECHANICAL SERVICES INC GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 1,332.00
AVALON PETROLEUM CO INC GENERAL FUND Diesel Fuel 25,025.00

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 4
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUN"T
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID
AWARD COMPANY OF AMERICA GENERAL FUND Awards MANAGER 196.50
AWARD COMPANY OF AMERICA GENERAL FUND Frames LEGAL DEPARTMENT 102.88
B & H PHOTO VIDEO CAPITAL PROJECTS FUND PHOTO & PRECISION EQUIP MANAGER 34.00
B & H PHOTO VIDEO CAPITAL PROJECTS FUND PHOTO & PRECISION EQUIP MANAGER 2,754.91
BALTAZAR, KEVIN GENERAL FUND Clothing POLICE DEPARTMENT 278.55
BALTAZAR, KEVIN GENERAL FUND Clothing POLICE DEPARTMENT 621.95
BARNES DISTRIBUTION GROUP INC GENERAL FUND JANITORIAL SUPPLIES PUBLIC WORKS 143.15
BARNES DISTRIBUTION GROUP INC GENERAL FUND MEMBERSHIP DUES PUBLIC WORKS 192.64
BARNES, JESSE GENERAL FUND Clothing POLICE DEPARTMENT 146.88
BENEFIT ADVANTAGE GENERAL FUND Cobra-Feb 14 INSURANCE 58.75
BERNTSEN INTERNATIONAL INC CAPITAL PROJECTS FUND OTHER PUBLIC IMPROVEMENTS MANAGER 832.37
BLOCK AND COMPANY INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 268.10
BLUE LINE THE GENERAL FUND Ad MANAGER 298.00
BLUE LINE THE GENERAL FUND Ad MANAGER 298.00
BREDEMANN FORD IN GLENVIEW GENERAL FUND AUTOMOTIVE MAINTENANCE PUBLIC WORKS 464.98
BREDEMANN" FORD IN GLENVIEW CASUALTY SELF INSURANCE Repair Veh #117 INSURANCE 416.83
BRISTOL HOSE & FITTING MAIN WRHS GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 9.79
BRISTOL HOSE & FITTING MAIN WRHS WATER FUND CLOTHING,DRY GOODS,NOTION WATER DEPARTMENT 151.27
BROWNELLS INC GENERAL FUND FIRE & SAFETY SUPPLIES POLICE DEPARTMENT 923.22
BYLAK, CHRISTOPHER GENERAL FUND Kitchen Supplies FIRE DEPARTMENT 42. 81
BYLAK, CHRISTOPHER GENERAL FUND Supplies FIRE DEPARTMENT 80.05
CAMBRIDGE BUSINESS FORJllIS INC GENERAL FUND OFFICE SUPPLIES FINANCE DEPARTMENT 3,059.88
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 10.09
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 21.70
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 22.25
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 29.75
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 30.79
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 34.68
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 42.16
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 48.50
CARQUEST AUTO PARTS STORES GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 165.83
CDS OFFICE TECHNOLOGIES CAPITAL PROJECTS FUND FIRE & OTHER SAFETY EQUIP MANAGER 1,235.00
CDW GOVERNMENT GENERAL FUND COMPUTER SUPPLIES POLICE DEPARTMENT 172.25
CDW GOVERNMENT GENERAL FUND COMPUTER SUPPLIES PUBLIC WORKS 352.00
CDW GOVERNMENT CAPITAL PROJECTS FUND OFFICE EQUIPT. MANAGER 1,013.00
CDW GOVERNMENT CAPITAL PROJECTS FUND OFFICE EQUIPT. MANAGER 3,813.00
CDW GOVERNMENT INC GENERAL FUND COMPUTER SUPPLIES MANAGER 169.60
CDW GOVERNMENT INC GENERAL FUND Office Supplies FINANCE DEPARTMENT 175.23-
CDW GOVERNMENT INC GENERAL FUND Office Supplies FINANCE DEPARTMENT 365.45
CDW GOVERNMENT INC CAPITAL PROJECTS FUND OFFICE EQUIPT. MANAGER 1,907.56
CENTER FOR PUBLIC SAFETY GENERAL FUND Meeting POLICE DEPARTMENT 66.00
CENTER FOR PUBLIC SAFETY EXCELLENCE GENERAL FUND Accreditation Fee FIRE DEPARTMENT 150.00
CENTER FOR PUBLIC SAFETY EXCELLENCE GENERAL FUND Accreditation Fee FIRE DEPARTMENT 1,200.00
CHICAGO COMMUNICATIONS LLC GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 200.00
CHICAGO COMMUNICATIONS LLC GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 245.50
CHICAGO METROPOLITAN FIRE PREVENTN WIRELESS ALARM FUND REPAIR & MAINTENANCE SVC FIRE DEPARTMENT 1,433.75
 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 5
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

CHRISTOPHER B BURKE ENGINEERING LTD CAPITAL PROJECTS FUND PROFESSIONAL SERVICE MANAGER 3,424.78
CINTAS FIRST AID & SAFETY GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 191.21
CINTAS FIRST AID & SAFETY GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 166.05
CITATION COLLECTION SERVICES LLC GENERAL FUND Collection Fees 90.00
CLAIM MANAGEMENT CONSULTANTS LLC CASUALTY SELF INSURANCE Prof Service-Mar 14 INSURANCE 2,335.00
CLARK BAIRD SMITH LLP GENERAL FUND Legal Fees MANAGER 13,505.13
COMCAST CABLE GENERAL FUND Cable Service MANAGER 69.90
COMCAST CABLE GENERAL FUND Cable Service MANAGER 69.90
COMCAST CABLE GENERAL FUND Cable Service PUBLIC WORKS 12. 65
COMCAST SPOTLIGHT GENERAL FUND Cable Service POLICE DEPARTMENT 65.28
CO MED GENERAL FUND Electric Service PUBLIC WORKS 32,724.80
CO MED WATER FUND Electric Service WATER DEPARTMENT 17.70
CO MED WATER FUND Electric Service WATER DEPARTMENT 389.65
CO MED MOTOR FUEL TAX FUND Electric Service 7.56
CO MED MOTOR FUEL TAX FUND Electric Service 117.80
CO MED MOTOR FUEL TAX FUND Electric Service 147.95
CO MED MOTOR FUEL TAX FUND Electric Service 174.15
CO MED MOTOR FUEL TAX FUND Electric Service 261.03
CO MED MOTOR FUEL TAX FUND Electric Service 263.25
CO MED MOTOR FUEL TAX FUND Electric Service 309.23
COMED MOTOR FUEL TAX FUND Electric Service 309.55
CO MED MOTOR FUEL TAX FUND Electric Service 322.27
CO MED MOTOR FUEL TAX FUND Electric Service 350.49
CO MED MOTOR FUEL TAX FUND Electric Service 409.73
CO MED MOTOR FUEL TAX FUND Electric Service 435.28
CO MED MOTOR FUEL TAX FUND Electric Service 523.12
CO MED MOTOR FUEL TAX FUND Electric Service 553,59
CO MED MOTOR FUEL TAX FUND Electric Service 804.35
CO MED MOTOR FUEL TAX FUND Electric Service 30,931.11
CO MED CTA PARKING LOT FUND Electric Service 98.22
COMMUNICATION REVOLVING FUN"D GENERAL FUND COMMUNICATIONS MANAGER 85.00
COMMUN"ICATION REVOLVING FUND GENERAL FUND COMMUNICATIONS POLICE DEPARTMENT 734.40
CONRAD POLYGRAPH INC GENERAL FUND Prof Service COMMISSIONS 1,760.00
COOK COUNTY RECORDER OF DEEDS GENERAL FUND Recording Fees Community Development 360.00
COOK COUNTY RECORDER OF DEEDS GENERAL FUND Recording Fees LEGAL DEPARTMENT 600.00
COOK COUNTY RECORDER OF DEEDS GENERAL FUND Recording Fees LEGAL DEPARTMENT 272.00
COTG CAPITAL PROJECTS FUND PROFESSIONAL SERVICE MANAGER 1,038.00
COTG CAPITAL PROJECTS FUND PROFESSIONAL SERVICE MANAGER 1,120.80
COUNCIL FOR JEWISH ELDERLY GENERAL FUND ENERGY MANAGER 250.00
CROSSTOWN TREE SERVICE LLC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 675.00
CROSSTOWN TREE SERVICE LLC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 1,015.00
CSC CYBERTEK CORPORATION CASUALTY SELF INSURANCE OTHER CONTRACTUAL SERVICE INSURANCE 12,021.00
CUMBERLAND SERVICENTER INC GENERAL FUN"D AUTOMOTIVE MAINTENANCE PUBLIC WORKS 252.50
CUMBERLAND SERVICENTER INC GENERAL FUND AUTOMOTIVE MAINTENANCE PUBLIC WORKS 3,456.19
CUMBERLAND SERVICENTER INC GENERAL FUND CHEMICALS PUBLIC WORKS 98.00
CUMBERLAND SERVICENTER INC GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 8. 94

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 6
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUN"D NAME DESCRIPTION DEPARTMENT PAID
 CUMBERLAND SERVICENTER INC GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 140. 40
 CUMBERLAND SERVICENTER INC CAPITAL PROJECTS FUND VEHICLES MAN"AGER 224,831.00
 CUMBERLAND SERVICENTER INC CAPITAL PROJECTS FUND VEHICLES MANAGER 226,031.00
 CUMMINS NPOWER LLC GENERAL FUND AUTOMOTIVE MAINTENANCE PUBLIC WORKS 737.00-
 CUMMINS NPOWER LLC GENERAL FUND AUTOMOTIVE MAINTENANCE PUBLIC WORKS 2,366.11
 CUMMINS NPOWER LLC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 457.81
 CUMMINS NPOWER LLC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 1,097.20
DATACOM GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 449.00
DIRECT ENERGY SERVICES LLC WATER FUND Gas Usage WATER DEPARTMENT 3,572.96
DIRECT ENERGY SERVICES LLC WATER FUND Gas Usage WATER DEPARTMENT 8,899.97
DIRECT ENERGY SERVICES LLC WATER FUND Gas Usage WATER DEPARTMENT 22,022.74
DOUBLETREE CHICAGO NORTH SHORE GENERAL FUND Service Awards MANAGER 5,508.34
DOUGLAS TRUCK PARTS GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 16.58
DOUGLAS TRUCK PARTS GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 35.72
DOUGLAS TRUCK PARTS GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 60.97
DOUGLAS TRUCK PARTS GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 191.70
DOUGLAS TRUCK PARTS CAPITAL PROJECTS FUND VEHICLES MANAGER 493.48
DRIVETRAIN SERVICE & COMPONENTS INC GENERAL FUND AUTOMOTIVE MAINTENANCE PUBLIC WORKS 595.80
DRIVETRAIN SERVICE & COMPONENTS INC GENERAL FUND JANITORIAL SUPPLIES PUBLIC WORKS 411.93
ECOLAB COMPANY GENERAL FUND CHEMICALS FIRE DEPARTMENT 406.92
ELECTRO FORCE LLC COMMUNITY DEV BLOCK GRANT CDBG Grant PLANNING DEPARTMENT 15,000.00
ELEVATOR INSPECTION SERVICES GENERAL FUND PROFESSIONAL SERVICE Community Development 25.00
ELEVATOR INSPECTION SERVICES GENERAL FUND PROFESSIONAL SERVICE Community Development 80.00
EMERGENCY MEDICAL PRODUCTS INC GENERAL FUND MEDICAL & LAB SUPPLIES FIRE DEPARTMENT 28.75
EMERGENCY MEDICAL PRODUCTS INC GENERAL FUND MEDICAL & LAB SUPPLIES FIRE DEPARTMENT 520.95
EMERGENCY MEDICAL PRODUCTS INC GENERAL FUND REPAIR & MAINTENANCE SVC FIRE DEPARTMENT 1,202.12
ENTENMANN-ROVIN COMPANY GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 163.25
EQUIFAX INFORMATION SVCS LLC GENERAL FUND Credit Report POLICE DEPARTMENT 4. 90
EQUIFAX INFORMATION SVCS LLC GENERAL FUND Credit Report POLICE DEPARTMENT 35.15
EWS WELDING SUPPLY INC GENERAL FUND CHEMICALS FIRE DEPARTMENT 68.90
FASTENAL COMPANY GENERAL FUN"D CHEMICALS PUBLIC WORKS 60.30
FASTENAL COMPANY GENERAL FUND CHEMICALS PUBLIC WORKS 185.57
FASTENAL COMPANY GENERAL FUND PRINTING & BINDING PUBLIC WORKS 13.58-
FASTENAL COMPANY GENERAL FUND PRINTING & BINDING PUBLIC WORKS 28.28
FDSOA GENERAL FUND Membership Dues FIRE DEPARTMENT 85.00
FERGUSON ENTERPRISES #1550 GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 18.80
FERGUSON ENTERPRISES #1550 GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 406.40
FERNANDEZ, MARI CAR GENERAL FUND Training Travel HEALTH 215.21
FERNANDEZ, MARI CAR GENERAL FUND Training Travel HEALTH 50.00
FIRST AYD CORPORATION GENERAL FUND CHEMICALS PUBLIC WORKS 402.77
FITNESS EXPERIENCE LLC GENERAL FUN"D REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 160.00
FORESTRY SUPPLIERS INC GENERAL FUN"D MINOR EQUIPMENT & TOOLS PUBLIC WORKS 387.25
FORMTRAN INC GENERAL FUND Software Contract HEALTH 2,241.00
FOSTER COACH SALES INC CAPITAL PROJECTS FUND VEHICLES MANAGER 1,741.40
FOSTER COACH SALES INC CAPITAL PROJECTS FUND VEHICLES MANAGER 148,827.00
FOYTECK, CONNIE WATER FUND Clothing WATER DEPARTMENT 148.42
 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 7
 Accounts Payable Warrant List #22 4/07/14


 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

G & M TRUCKING INC WATER FUND CONSTRUCTION MATERIALS WATER DEPARTMENT 2,925.72
G & M TRUCKING INC WATER FUND CONSTRUCTION MATERIALS WATER DEPARTMENT 4,515.00
GILLEY, BRYAN GENERAL FUND SSL Certificate MANAGER 312. 46
GLAUBERMAN & POLLAK LTD GENERAL FUND Prof Service BOARD OF TRUSTEES 3,000.00
GLAUBERMAN & POLLAK LTD GENERAL FUND Prof Service BOARD OF TRUSTEES 3,000.00
GLENBROOK AUTO PARTS INC GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 9.45
GLENBROOK AUTO PARTS INC GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 16.20
GLENBROOK AUTO PARTS INC GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 36. 00
GLENBROOK AUTO PARTS INC GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 6.75
GLENDALE GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 271.30
GLFAIVI GENERAL FUND Registration FIRE DEPARTMENT 75.00
GLOBAL EMERGENCY PRODUCTS GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 29.88
GLOCK PROFESSIONAL INC GENERAL FUND Training POLICE DEPARTMENT 1,170.00
GOLF MILL FORD GENERAL FUND TRAVEL & MEETINGS PUBLIC WORKS 463. 07
GOLF MILL FORD CAPITAL PROJECTS FUND VEHICLES MANAGER 285.71
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 3.69
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 3.78
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 6. 31
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 6.34
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 7.11
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 14.40
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 15.18
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 18.10
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 25.60
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 26.96
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 35.22
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 48.29
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 48. 29
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 51.96
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 64.00
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 64.05
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 65.61
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 68.04
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 89. 3 7
GRAINGER GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 189.00
GRAINGER GENERAL FUND OFFICE SUPPLIES PUBLIC WORKS 77.12
GRAINGER GENERAL FUND OTHER COMJVIODITIES PUBLIC WORKS 70.47
GRAINGER GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 365.72
GROOT RECYCLING AND WASTE GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 74,034.00
GROVER WELDING COMPANY GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 750.00
HARDY CAREY CHAUTIN & BALKIN LLP GENERAL FUND Prof Service MANAGER 828.00
HD SUPPLY WATERWORKS LTD WATER FUND CONSTRUCTION MATERIALS WATER DEPARTMENT 74. 00
HEALTH CARE SERVICE CORPORATION GENERAL FUND 427,852.22
HENRY SCHEIN INC GENERAL FUND MEDICAL & LAB SUPPLIES HEALTH 51.03
HENRY SCHEIN INC GENERAL FUND MEDICAL & LAB SUPPLIES HEALTH 201.12
HENRY SCHEIN INC GENERAL FUND POSTAGE HEALTH 13.52

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 8
 Accounts Payable warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

HENRY SCHEIN INC GENERAL FUND POSTAGE HEALTH 9.25
HIGHLAND SCHOOL PTA GENERAL FUND Grant COMMISSIONS 500.00
HNTB GREAT LAKES DIVISION CAPITAL PROJECTS FUND BUILDINGS MANAGER 52,742.20
HOLIDAY INN CHICAGO-SKOKIE GENERAL FUND Commission Reception BOARD OF TRUSTEES 10,879.20
HOME DEPOT CREDIT SERVICES GENERAL FUND Supplies PUBLIC WORKS 6.88
HOME DEPOT CREDIT SERVICES GENERAL FUND Supplies PUBLIC WORKS 51.99
HUTTER, FRANK GENERAL FUND Clothing PUBLIC WORKS 29.91
ICNA GENERAL FUND Training POLICE DEPARTMENT 225.00
IDVILLE GENERAL FUND OFFICE SUPPLIES POLICE DEPARTMENT 195.50
ILLINOIS DEPT OF AGRICULTURE GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 800.00
ILLINOIS PAPER & COPIER CO GENERAL FUND OFFICE SUPPLIES FINANCE DEPARTMENT 739.80
ILLINOIS PAPER & COPIER CO GENERAL FUND OFFICE SUPPLIES FINANCE DEPARTMENT 927.15
ILLINOIS PLUMBING INSPECTOR ASSN GENERAL FUND Class Community Development 100.00
ILLINOIS PLUMBING INSPECTOR ASSN GENERAL FUND Membership Dues Community Development 60.00
IMODS DOWNTOWN TIF FUND Redicover DT Skokie Event DOWNTOWN TIF 15,000.00
INGRAHAM CREATIVE DOWNTOWN TIF FUND Ad DOWNTOWN TIF 275.00
INSITUFORM TECHNOLOGIES USA LLC CAPITAL PROJECTS FUND NON BUILDING IMPROVEMENTS MAN"AGER 45,488.20
INTERNATIONAL CODE COUNCIL GENERAL FUND MEMBERSHIP DUES Community Development 225.00
INTERNATIONAL CODE COUNCIL INC GENERAL FUND TRAINING Community Development 780.00
INTERSTATE BATTERY OF CHICAGOLAND GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 92.95
INTERSTATE BATTERY OF CHICAGOLAND GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 839.70
IRON MOUNTAIN GENERAL FUND OTHER CONTRACTUAL SERVICE MANAGER 593.58
IRON MOUNTAIN GENERAL FUND PROFESSIONAL SERVICE MANAGER 128.53
IRON MOUNTAIN CAPITAL PROJECTS FUND PROFESSIONAL SERVICE MANAGER 201.28
ISG INFRASYS GENERAL FUND REPAIR & MAINTENANCE SVC FIRE DEPARTMENT 178.57
J G UNIFORMS INC GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTMENT 60.00
JANE STENSON SCHOOL PTA GENERAL FUND Grant COMMISSIONS 500.00
JENNINGS CHEVROLET GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 9.43
JENNINGS CHEVROLET GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 16.45
JENNINGS CHEVROLET GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 22.37
KGI LANDSCAPING CO GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 920.00
KGI LANDSCAPING CO GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 1,840.00
KG! LANDSCAPING CO GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 1,867.50
KGI LANDSCAPING CO GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 3,735.00
KGI LANDSCAPING CO TIF SCIENCE & TECH PROFESSIONAL SERVICE DOWNTOWN TIF 1,330.00
KG! LANDSCAPING CO TIF SCIENCE & TECH PROFESSIONAL SERVICE DOWNTOWN TIF 2,660.00
KG! LANDSCAPING CO CAPITAL PROJECTS FUND OTHER CONTRACTUAL SERVICE MANAGER 2,000.00
KGI LANDSCAPING CO CAPITAL PROJECTS FUND OTHER CONTRACTUAL SERVICE MANAGER 2,000.00
KG! LANDSCAPING CO CAPITAL PROJECTS FUND OTHER PUBLIC IMPROVEMENTS MANAGER 2,000.00
KG! LANDSCAPING CO CAPITAL PROJECTS FUND OTHER PUBLIC IMPROVEMENTS MANAGER 3,000.00
KGI LANDSCAPING CO CAPITAL PROJECTS FUND OTHER PUBLIC IMPROVEMENTS MANAGER 3,400.00
KIESLER POLICE SUPPLY INC GENERAL FUND FIRE & SAFETY SUPPLIES POLICE DEPARTMENT 817.56
LAKE SHORE PRINTING GENERAL FUND PRINTING & BINDING HEALTH 535.00
LAKESHORE WASTE SERVICES LLC GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 23,595.00
LIBERTY GLASS TECHS INC GENERAL FUND BOOKS AND PERIODICALS PUBLIC WORKS 465.00
LIBERTY GLASS TECHS INC GENERAL FUND CHEMICALS PUBLIC WORKS 235.00

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 9
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

LIBERTY GLASS TECHS INC GENERAL FUND CHEMICALS PUBLIC WORKS 255.00
LINDENMEYR MUNROE GENERAL FUND OFFICE SUPPLIES FINANCE DEPARTMENT 155.01
LOGIN/IACP NET GENERAL FUND Annual Fee POLICE DEPARTMENT 1,100.00
LUKE, PAUL GENERAL FUND APA Conference COMMISSIONS 272.00
LUND INDUSTRIES INC GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 56.00
LUND INDUSTRIES INC GENERAL FUND OFFICE SUPPLIES PUBLIC WORKS 83.16
LUND INDUSTRIES INC GENERAL FUND REPAIR & MAINTENANCE SVC PUBLIC WORKS 378.00
MARGES FLOWER SHOP INC GENERAL FUND Commission Reception BOARD OF TRUSTEES 80.00
MARGES FLOWER SHOP INC GENERAL FUND SOAR Event COMMISSIONS 120.00
MARINO, SERGIO GENERAL FUND Clothing POLICE DEPARTMENT 245.99
MATRENEC, EARL GENERAL FUND Per Diem FIRE DEPARTMENT 50.00
MCCANN INDUSTRIES INC GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 1,223.95
MEECHER'S CUSTOM GENERAL FUND CLOTHING,DRY GOODS,NOTION PUBLIC WORKS 225.00
MENARDS MORTON GROVE GENERAL FUND Misc Supplies Community Development 43.97
MENARDS MORTON GROVE GENERAL FUND Misc Supplies POLICE DEPARTMENT 87.96
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 3 9. 96
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 179.88
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 3.69
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 4.79
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 8.97
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 9.65
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 10.96
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 18.04
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 53 .18
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 101.48
MENARDS MORTON GROVE GENERAL FUND Misc Supplies PUBLIC WORKS 145.69
MENARDS MORTON GROVE GENERAL FUND MINOR EQUIPMENT & TOOLS FIRE DEPARTMENT 44.97
MENDEZ, JOSE CASUALTY SELF INSURANCE Claims INSURANCE 2,353.64
MES-ILLINOIS GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 330 .39
MES-ILLINOIS GENERAL FUND FIRE & SAFETY SUPPLIES FIRE DEPARTMENT 138.22
MICRON CPG GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 252.82
MIDCO INC CASUALTY SELF INSURANCE Supplies INSURANCE 663 .15
MISC VENDOR GENERAL FUND Donation 50.00
MISC VENDOR GENERAL FUND K-9 Training POLICE DEPARTMENT 390.00
MISC VENDOR GENERAL FUND Legal Fees MANAGER 9,450.00
MISC VENDOR GENERAL FUND Overpayment 5.00
MISC VENDOR GENERAL FUND Prof Service COMJll!ISSIONS 553.56
MISC VENDOR GENERAL FUND Refund License-Kulkin 22.00
MISC VENDOR GENERAL FUND Training MANAGER 80.00
MISC VENDOR GENERAL FUND ZPA Partial Refund 60.00
MISC VENDOR WATER FUND Refund Water Final-Islam .11-
MISC VENDOR WATER FUND Refund Water Final-Islam .ll
MISC VENDOR WATER FUND Refund Water-Hamlin .01-
MISC VENDOR WATER FUND Refund Water-Hamlin .01
MISC VENDOR WATER FUND Refund Water-Mikhail .02-
MISC VENDOR WATER FUND Refund Water-Mikhail .02

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 10
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

MISC VENDOR WATER FUN"D Refund Water-Nikiton 35.83
MISC VENDOR WATER FUND Refund Water-Regency 71.65
MISC VENDOR COMMUNITY DEV BLOCK GRANT CDBG Grant PLANNING DEPARTMENT 22,140.00
MISC VENDOR COMMUNITY DEV BLOCK GRANT Hrkn 11 IKE" PLANNING DEPARTMENT 90,373.90
MOBILE MINI INC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 124.00
MORTON SALT MOTOR FUEL TAX FUN"D OTHER CONTRACTUAL SERVICE 2,403.04
MORTON SALT MOTOR FUEL TAX FUND OTHER CONTRACTUAL SERVICE 2,421.58
MORTON SALT MOTOR FUEL TAX FUN"D OTHER CONTRACTUAL SERVICE 3,641.88
MORTON SALT MOTOR FUEL TAX FUND OTHER CONTRACTUAL SERVICE 6,938.79
MUNI CODE GENERAL FUND Code Update MANAGER 776.50
NAPS I CO GENERAL FUND Membership FIRE DEPARTMENT 60.00
NCPERS GROUP LIFE INC GENERAL FUND HEALTH INSURANCE INSURANCE 1,477.00
NEHA GENERAL FUND Membership HEALTH 95.00
NELS JOHNSON TREE EXPERTS INC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 825.00
NELS JOHNSON TREE EXPERTS INC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 2,522.00
NEMRT CAPITAL PROJECTS FUND CIP K-9 MANAGER 12,600.00
NICOR GAS GENERAL FUND Gas Usage POLICE DEPARTMENT 10,273.48
NICOR GAS WATER FUND Gas Usage WATER DEPARTMENT 250.89
NICOR GAS WATER FUND Gas Usage WATER DEPARTMENT 399.65
NICOR GAS WATER FUND Gas usage WATER DEPARTMENT 900.05
NICOR GAS WATER FUND Gas Usage WATER DEPARTMENT 2,101.51
NICOR GAS WATER FUND Gas Usage WATER DEPARTMENT 3,217.41
NICOR GAS WATER FUND Gas Usage WATER DEPARTMENT 4,510.90
NIP STA GENERAL FUND Training FIRE DEPARTMENT 2,726.69
NIP STA GENERAL FUND Training FIRE DEPARTMENT 23, 441. 83
NIP STA GENERAL FUND Training FIRE DEPARTMENT 1,791.48
NORTH SHORE UNIFORM SERVICE GENERAL FUND CLOTHING,DRY GOODS,NOTION PUBLIC WORKS 91.95
NORTH SHORE UNIFORM SERVICE GENERAL FUND CLOTHING,DRY GOODS,NOTION PUBLIC WORKS 111.17
NORTH SHORE UNIFORM SERVICE GENERAL FUND CLOTHING,DRY GOODS,NOTION PUBLIC WORKS 111.18
NORTHSHORE OMEGA GENERAL FUND Prof Service COMMISSIONS 1,222.00
NORTHSHORE OMEGA GENERAL FUND Prof Service MANAGER 250.00
NORTHSHORE UNIVERSITY HEALTH SYSTEM GENERAL FUND Cards FIRE DEPARTMENT 22.00
NORTHWEST POLICE ACADEMY GENERAL FUND Conference POLICE DEPARTMENT 125.00
NORTHWEST TERRITORIAL MINT LLC GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 68.80
O'BRIEN, DANIEL GENERAL FUND Clothing POLICE DEPARTMENT 228.23
O'LEARY'S CONTRCTRS EQPT & SUPPLY WATER FUND CONSTRUCTION SERVICES WATER DEPARTMENT 1,074.00
OAKTON COMMUNITY COLLEGE GENERAL FUND Training FIRE DEPARTMENT 3,400.00
OFFICE CONCEPTS INC CAPITAL PROJECTS FUND FURNITURE & FIXTURES MANAGER 255.00
OFFICE MAX CONTRACT INC GENERAL FUND COMPUTER SUPPLIES FIRE DEPARTMENT 70.02
OFFICE MAX CONTRACT INC GENERAL FUND COMPUTER SUPPLIES FIRE DEPARTMENT 117.18
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES COMMISSIONS 33.30
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES MANAGER 104.22
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES MANAGER 406.55
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES FIRE DEPARTMENT 26.38
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES POLICE DEPARTMENT 110.94
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES POLICE DEPARTMENT 197.24

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 11
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTI4ENT PAID

OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES POLICE DEPARTMENT 127. 31
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES POLICE DEPARTMENT 738.83
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES FINANCE DEPARTMENT 511.34
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES PUBLIC WORKS 77.97-
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES PUBLIC WORKS 146.64
OFFICE MAX CONTRACT INC GENERAL FUND OFFICE SUPPLIES PUBLIC WORKS 440.61
OFFICE MAX CONTRACT INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 12. 73
OFFICE MAX CONTRACT INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 25.97
OFFICE MAX CONTRACT INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 27.99
OFFICE MAX CONTRACT INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 266.62
our our ENTERPRISES LLC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 240.00
our OUI ENTERPRISES LLC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 240.00
our our ENTERPRISES LLC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 240.00
OZINGA READY MIX CONCRETE INC WATER FUND CONSTRUCTION MATERIALS PUBLIC WORKS 1,300.00
OZINGA READY MIX CONCRETE INC WATER FUND CONSTRUCTION SERVICES WATER DEPARTI4ENT 736.00
OZINGA READY MIX CONCRETE INC WATER FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 857.00
PACE SUBURBAN BUS GENERAL FUND DIAL-A-RIDE MANAGER 13,539.40
PALATINE OIL CO INC GENERAL FUND Unleaded Fuel 22,754.22
PARENT PETROLEUM INC WATER FUND GASOLINE WATER DEPARTMENT 306.60
PATRIOT OUTFITTERS GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTI4ENT 32.91
PATRIOT OUTFITTERS GENERAL FUND CLOTHING,DRY GOODS,NOTION POLICE DEPARTI4ENT 592.64
PATRIOT OUTFITTERS CAPITAL PROJECTS FUND PHOTO & PRECISION EQUIP MANAGER 505.62
PATTEN INDUSTRIES INC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 120.00
PEER SERVICES INC GENERAL FUND Contractual HEALTH 2,343.51
PELEMAN INDUSTRIES INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 62 .15
PETER BAKER & SON CO CAPITAL PROJECTS FUND FLOOD CONTROL MANAGER 20,000.00
PETER BAKER & SON CO CAPITAL PROJECTS FUND STREET IMPROVEMENTS MANAGER 7,604.22
PETROLEUM TECHNOLOGIES EQUIPMENT GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 430.25
PETROLEUM. TECHNOLOGIES EQUIPMENT GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 464.50
PEYER, PETER GENERAL FUND APA Conference Community Development 272.00
PIONEER PRESS GENERAL FUND Renewal MANAGER 32.00
PITNEY BOWES INC GENERAL FUND Maintenance FINANCE DEPARTMENT 102.00
PITNEY BOWES INC GENERAL FUND Maintenance FINANCE DEPARTMENT 493.50
POMP'S TIRE SERVICE INC GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 140.38
POMP'S TIRE SERVICE INC GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 259.32
PRINT XPRESS GENERAL FUND Mayor's Envelopes LEGAL DEPARTMENT 175.00
PRINT XPRESS GENERAL FUND OFFICE SUPPLIES PUBLIC WORKS 50.00
PRINT XPRESS GENERAL FUND PRINTING & BINDING COMMISSIONS 165.00
PRINT XPRESS GENERAL FUND PRINTING & BINDING HEALTH 65.00
PRINT XPRESS GENERAL FUND PRINTING & BINDING HEALTH 770.87
PRINT XPRESS GENERAL FUND SOAR Event COMMISSIONS 180.00
PRODUCTION SALES & SERVICE CORP WATER FUND NON BUILDING IMPROVEMENTS WATER DEPARTMENT 6,533.19
PUBLIC WORKS PETTY CASH FUND GENERAL FUND Auto Parts PUBLIC WORKS 1.98
PUBLIC WORKS PETTY CASH FUND GENERAL FUND Minor Tools PUBLIC WORKS 3.26
PUBLIC WORKS PETTY CASH FUND GENERAL FUND Mtg Supplies PUBLIC WORKS 38.11
PUBLIC WORKS PETTY CASH FUND GENERAL FUND Mtg Supplies PUBLIC WORKS 12.25

 Query: vouchtest6/hteqrylib
04/02/14 14:13;51 Village of Skokie PAGE 12
 Accounts Payable warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

PUBLIC WORKS PETTY CASH FUND GENERAL FUND Postage PUBLIC WORKS 68.67
PUBLIC WORKS PETTY CASH FUND GENERAL FUND SWAP Services PUBLIC WORKS 27 .36
PUBLIC WORKS PETTY CASH FUND GENERAL FUND Toll PUBLIC WORKS 3.80
PUBLIC WORKS PETTY CASH FUND WATER FUND Conference Lunch WATER DEPARTMENT 17.48
PUBLIC WORKS PETTY CASH FUND WATER FUND Minor Tools WATER DEPARTMENT 3.48
PURSUIT LIGHTING & COMMUNICATIONS CAPITAL PROJECTS FUND VEHICLES MANAGER 1,604.25
QUANTUM GROUP GENERAL FUND Police Newsletter MANAGER 1,875.00
RCN GENERAL FUND COMMUNICATIONS POLICE DEPARTMENT 10.55
RED WING SHOE STORE GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 89.00
RED WING SHOE STORE GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 206.00
RESTAURANT EQUIPPERS INC GENERAL FUND MINOR EQUIPMENT & TOOLS FIRE DEPARTMENT 245.17
RICOH USA INC GENERAL FUND OFFICE SUPPLIES FINANCE DEPARTMENT 281.63
ROBERTS OFFICE SUPPLIES AND EQPMT GENERAL FUND Office Supplies BOARD OF TRUSTEES 16.55
ROBERTS OFFICE SUPPLIES AND EQPMT GENERAL FUND Office Supplies MANAGER 62. 71
ROBERTS OFFICE SUPPLIES AND EQPMT GENERAL FUND Office Supplies MANAGER 54.32
ROBERTS OFFICE SUPPLIES AND EQPMT GENERAL FUND Office Supplies 76.50
ROGUE FITNESS GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 2,998.19
ROSBOROUGH PARTNERS INC CAPITAL PROJECTS FUND LAWN CARE SERVICE MANAGER 1,548.00
RUSH TRUCK CENTERS OF ILLINOIS INC GENERAL FUND CHEMICALS PUBLIC WORKS 498.05
RUSH TRUCK CENTERS OF ILLINOIS INC GENERAL FUND CLOTHING,DRY GOODS,NOTION PUBLIC WORKS 454.98
RUSH TRUCK CENTERS OF ILLINOIS INC GENERAL FUND PRINTING & BINDING PUBLIC WORKS 95.50
RYAN, PAUL GENERAL FUND Conference Mileage PUBLIC WORKS 179.20
SAMBORSKI MATTIS INC GENERAL FUND PROFESSIONAL SERVICE Community Development 250.00
SAMBORSKI MATTIS INC GENERAL FUND PROFESSIONAL SERVICE Community Development 250.00
SAMBORSKI MATTIS INC GENERAL FUND PROFESSIONAL SERVICE Community Development 250.00
SAMS CLUB GENERAL FUND Office Supplies BOARD OF TRUSTEES 75.18
SAMS CLUB GENERAL FUND Office Supplies MANAGER 67. 34
SAMS CLUB GENERAL FUND Training Supplies POLICE DEPARTMENT 312.40
SAMS CLUB GENERAL FUND Training Supplies POLICE DEPARTMENT 107.84
SAMS CLUB GENERAL FUND TRAINING PUBLIC WORKS 33.15
SAMS CLUB GENERAL FUND TRAINING PUBLIC WORKS 38.69
SAMS CLUB GENERAL FUND TRAINING PUBLIC WORKS 22.11
SAMS CLUB WATER FUND TRAVEL & MEETINGS WATER DEPARTMENT 100.93
SCHER, JEAN WATER FUND Clothing WATER DEPARTMENT 19.70
SEGAL GENERAL FUND Insurance INSURANCE 2,356.25
SHAH, PRAMOD GENERAL FUND MISCELLANEOUS VILLAGE CLERK 150.00
SHERWIN INDUSTRIES INC DOWNTOWN TIF FUND PROFESSIONAL SERVICE DOWNTOWN TIF 798.70
SIGLERS AUTO BODY CASUALTY SELF INSURANCE Repair Veh #328 INSURANCE 693.38
SKOKIE FESTIVAL OF CULTURES GENERAL FUND Festival Ad COMMISSIONS 260.00
SKOKIE VALLEY SYMPHONY ORCHESTRA GENERAL FUND Grant 7,254.01
SOUTH SIDE CONTROL SUPPLY CO GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 232.67
SPRING ALIGN OF PALATINE INC GENERAL FUND AUTOMOTIVE MAINTENANCE PUBLIC WORKS 1,726.69
SPRING ALIGN OF PALATINE INC GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 1,155.44
SPRING ALIGN OF PALATINE INC GENERAL FUND REPAIR & MAINTENANCE SVC PUBLIC WORKS 440.00
SPRING ALIGN OF PALATINE INC GENERAL FUND TRAINING PUBLIC WORKS 1,473.67
SPRINT GENERAL FUND Phone Service PUBLIC WORKS 78.52

 Query: vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 13
 Accounts Payable Warrant List #22 4/07/14

 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

STANDARD EQUIPMENT COMPANY GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 15.69
STANDARD EQUIPMENT COMPANY GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 284.03
STANDARD INDUSTRIAL & AUTO EQ GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 584.48
STARKS, CINDY GENERAL FUND Clothing HEALTH 64. 63
STEPHEN A LASER ASSOCIATES GENERAL FUND Prof Service COMJVIISSIONS 1,050.00
SUBURBAN ACCENTS INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 937.50
SUSTEEN, INC. CAPITAL PROJECTS FUND PHOTO & PRECISION EQUIP MANAGER 5,999.00
TECHNOLOGY INNOVATION CENTER INC TIF SCIENCE & TECH 1st QTR Grant DOWNTOWN TIF 43,750.00
TIGER DIRECT INC GENERAL FUND REPAIR & MAINTENANCE SVC POLICE DEPARTMENT 1,128.92
TRADITIONAL CONCRETE INC MOTOR FUEL TAX FUND OTHER CONTRACTUAL SERVICE 17,100.00
TREDROC TIRE/ANTIOCH 002 GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 126.00
TREDROC TIRE/ANTIOCH 002 GENERAL FUND MOTOR VEHICLE PARTS & ACC PUBLIC WORKS 2,274.92
TREES "R" US INC GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 5,607.00
TREES ,, R us INC
 II GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 11,707.00
TREES "R 11 US INC GENERAL FUND OTHER CONTRACTUAL SERVICE PUBLIC WORKS 6,500.00
TRI ANGLE FABRICATION & BODY CO GENERAL FUND TRAINING PUBLIC WORKS 700.00
TURTLE WAX CAR WASH A/R GENERAL FUND AUTOMOTIVE MAINTENANCE POLICE DEPARTMENT 240.06
UL LLC GENERAL FUND REPAIR & MAINTENANCE SVC FIRE DEPARTMENT 200.00
ULTRA STROBE COMMUNICATIONS INC GENERAL FUND PRINTING & BINDING POLICE DEPARTMENT 1,266.00
ULTRA STROBE COMMUNICATIONS INC CAPITAL PROJECTS FUND FIRE & OTHER SAFETY EQUIP MANAGER 100.00
ULTRA STROBE COMMUNICATIONS INC CAPITAL PROJECTS FUND FIRE & OTHER SAFETY EQUIP MANAGER 161.75
ULTRA STROBE COMMUNICATIONS INC CAPITAL PROJECTS FUND FIRE & OTHER SAFETY EQUIP MANAGER 846.78
ULTRA STROBE COMMUNICATIONS INC CAPITAL PROJECTS FUND FIRE & OTHER SAFETY EQUIP MANAGER 3,103.40
UNIVERSITY OF ILLINOIS-GAR GENERAL FUND Training POLICE DEPARTMENT 1,620.00
UPS GENERAL FUND Delivery FIRE DEPARTMENT 36.54
UPS GENERAL FUND Delivery FINANCE DEPARTMENT 15.90
UPS GENERAL FUND Delivery FINANCE DEPARTMENT 39.19
UPS GENERAL FUND Delivery PUBLIC WORKS 38.10
UPS GENERAL FUND Delivery PUBLIC WORKS 52.98
US SAFETY PRODUCTS INC GENERAL FUND CLOTHING,DRY GOODS,NOTION FIRE DEPARTMENT 879.00
VERIZON WIRELESS GENERAL FUND OTHER CONTRACTUAL SERVICE POLICE DEPARTMENT 2,509.15
VILLAGE INN PIZZERIA ECONOMIC DEVELOPMENT FUND Lunch Mtg PLANNING DEPARTMENT 144.50
W S DARLEY & CO GENERAL FUND FIRE & OTHER SAFETY EQUIP FIRE DEPARTMENT 2,446.47
WALTERS , JAMES GENERAL FUND Travel Gas Purchase FIRE DEPARTMENT 57. 3 0
WAREHOUSE DIRECT GENERAL FUND JANITORIAL SUPPLIES PUBLIC WORKS 621.40
WAREHOUSE DIRECT GENERAL FUND Office Supplies FINANCE DEPARTMENT 241.81
WAREHOUSE DIRECT GENERAL FUND Office Supplies FINANCE DEPARTMENT 19.10
WAREHOUSE DIRECT GENERAL FUND OFFICE SUPPLIES POLICE DEPARTMENT 116.17
WAREHOUSE DIRECT GENERAL FUND OFFICE SUPPLIES POLICE DEPARTMENT 161.25
WATER RESOURCES INC CAPITAL PROJECTS FUND ARB WATER METERS MANAGER 6,600.00
WAY-KEN CONTRACTORS SUPPLY CO GENERAL FUND OFFICE SUPPLIES PUBLIC WORKS 145.19
WEBMARC DOORS GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 258.00
WEBMARC DOORS GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 258.00
W'EBMARC DOORS GENERAL FUND CONSTRUCTION SERVICES PUBLIC WORKS 512.84
WHP TRAININGTOWERS GENERAL FUND BUILDING IMPROVEMENTS FIRE DEPARTMENT 1,106.14
WHP TRAININGTOWERS GENERAL FUND REPAIR & MAINTENANCE SVC FIRE DEPARTMENT 597.07

 Query; vouchtest6/hteqrylib
04/02/14 14:13:51 Village of Skokie PAGE 14
 Accounts Payable Warrant List #22 4/07/14


 EXPENDITURE AMOUNT
VENDOR NAME FUND NAME DESCRIPTION DEPARTMENT PAID

WHP TRAININGTOWERS CAPITAL PROJECTS FUND BUILDING IMPROVEMENTS MANAGER 2,048.86
WHP TRAININGTOWERS CAPITAL PROJECTS FUND REPAIR & MAINTENANCE SVC MANAGER 1,105.93
WORLDPOINT ECC INC GENERAL FUND FIRE & OTHER SAFETY EQUIP FIRE DEPARTMENT 597.95
XEROX COPORATION GENERAL FUND REPAIR & MAINTENANCE SVC FIRE DEPARTMENT 52.00
ZARNOTH BRUSH WORKS INC GENERAL FUND GENERAL EQUIPMENT PARTS PUBLIC WORKS 774.00
ZENGELER CLEANERS GENERAL FUND CLEANING SERVICES FIRE DEPARTMENT 31.77
ZEP SALES & SERVICE GENERAL FUND JANITORIAL SUPPLIES PUBLIC WORKS 477.20
ZOLL MEDICAL GENERAL FUND FIRE & OTHER SAFETY EQUIP FIRE DEPARTMENT 2,889.75
lOOOBULBS.COM GENERAL FUND CONSTRUCTION MATERIALS PUBLIC WORKS 154.25
5207 INC ECONOMIC DEVELOPMENT FUND Website Design PLANNING DEPARTMENT 1,250.00

 FINAL TOTALS
 TOTAL 2,129,374.92

* * * E N D 0 F R E P 0 R T * * *




 Query: vouchtest6/hteqrylib
 WHEREAS, in 1872, J. Sterling Morton proposed to the Nebraska Board of
Agriculture that a special day be set aside for the planting of trees; and

 WHEREAS, this holiday, called Arbor Day, was first observed with the
planting of more than a million trees in Nebraska; and

 WHEREAS, Arbor Day is now observed throughout the nation and the
world; and

 WHEREAS, trees can reduce the erosion of our precious topsoil by wind
and water, cut heating and cooling costs, moderate the temperature, clean the air,
produce oxygen and provide habitat for wildlife; and

 WHEREAS, trees are a renewable resource, giving us paper, wood for our
homes, fuel for our fires and countless other wood products; and

 WHEREAS, trees in our Village increase property values, enhance the
economic vitality of business areas and beautify our community; and

 WHEREAS, trees, wherever they are planted, are a source of joy and
spiritual renewal; and

 WHEREAS, the Village of Skokie has been recognized as a Tree City USA
by the National Arbor Day Foundation and desires to continue its tree-planting
ways.

 NOW, THEREFORE, I, GEORGE VAN DUSEN, Mayor of the Village of
Skokie, do hereby proclaim April 25, 2014, as

 "ARBOR DAY"
in the Village of Skokie, and I urge all citizens to support efforts to protect our
trees and woodlands and to support our Village's urban forestry program; and

 FURTHER, I urge all citizens to plant trees to gladden the hearts and
promote the well-being of present and future generations.

 Passed this 7th day of April 2014

 _______________________________________
 George Van Dusen
 Mayor

_____________________________________
Pramod C. Shah


1335
 WHEREAS, lung cancer is the leading cause of cancer death in both men and
women, claiming approximately 160,000 lives each year, including 6,500 in Illinois; and

 WHEREAS, lung cancer is a devastating disease that can afflict anyone, regardless
of smoking history, gender or ethnicity; and

 WHEREAS, lung cancer has only a 16% five-year survival rate and funding for lung
cancer research lags far behind that of other less fatal diseases; and

 WHEREAS, Breathe Deep North Shore is a 5K fun run, 1.5/2.5-mile walk and
balloon launch to unite the north shore community to raise awareness and crucial funds for
lung cancer research; and

 WHEREAS, the LUNGevity Foundation, the nation’s largest lung cancer-focused
nonprofit organization, has a mission to have a meaningful impact on improving lung cancer
survival rates, ensure a higher quality of life for lung cancer patients, and provide a
community for those impacted by lung cancer, and

 WHEREAS, Breathe Deep North Shore will honor the memories of LUNGevity
founders, Melissa Zagon and Gayle Levy, as well as Elyse Bernstein Keefe and others in the
community who lost their lives to lung cancer. This event will also pay tribute to Jill Feldman
and others who are courageously fighting lung cancer.

 WHEREAS, the Village of Skokie demonstrates its commitment by making lung
cancer a public health priority, in supporting advocacy work on behalf of lung cancer patients
and all those at risk for the disease, and by offering support for all those in our community
devastated by lung cancer.

 NOW, THEREFORE, I, GEORGE VAN DUSEN, Mayor of the Village of
Skokie, do hereby proclaim April 27, 2014, as


 “BREATHE DEEP NORTH SHORE DAY”


and hereby support Breath Deep North Shore Day and urge citizens to recognize and
participate in the event to be held on April 27, 2014, at Deerfield High School.

 Passed this 7thday of April 2014
 _______________________________
 George Van Dusen
 Mayor

____________________________________
Pramod C. Shah, Village Clerk


427148v1 Proc. Breathe Deep North Shore
 A
 Operations Analysis Report
 for the
  Skokie Police Department
 Skokie, Illinois
 March 2014




 Submitted by:
 ICMA Center for Public Safety Management
International City/County Management Association
 777 North Capitol Street NE, Suite 500
 Washington, DC 20002
 PublicSafety@icma.org
 202-962-3607
 Copyright © 2014
General Information
About ICMA
The International City/County Management Association (ICMA) is a 100-year-old
nonprofit professional association of local government administrators and managers, with
approximately 9,000 members located in 28 countries.

Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing
services to their citizens in an efficient and effective manner. Our work spans all of the activities of
local government: parks, libraries, recreation, public works, economic development, code
enforcement, brownfields, public safety, and a host of other critical areas.

ICMA advances the knowledge of local government best practices across a wide range of platforms,
including publications, research, training, and technical assistance. Our work includes both
domestic and international activities in partnership with local, state, and federal governments, as
well as private foundations. For example, we are involved in a major library research project
funded by the Bill & Melinda Gates Foundation and are providing community policing training in El
Salvador, Mexico, and Panama with funding from the United States Agency for International
Development. We have personnel in Afghanistan helping to build wastewater treatment plants and
have teams working with the United States Southern Command (SOUTHCOM) in Central America
on conducting assessments and developing training programs for disaster preparedness.

ICMA Center for Public Safety Management
The ICMA Center for Public Safety Management (ICMA/CPSM), one of four centers within ICMA’s
U.S. Programs Division, provides support to local governments in the areas of police, fire,
emergency medical services (EMS), emergency management, and homeland security. In addition to
providing technical assistance in these areas, we also represent local governments at the federal
level and are involved in numerous projects with the U.S. Department of Justice and the U.S.
Department of Homeland Security.

ICMA/CPSM is also involved in police and fire chief selection, assisting local governments in
identifying these critical managers through original research, the identification of core
competencies of police and fire managers, and assessment center resources.

Our local government technical assistance includes workload and deployment analysis, using
operations research techniques and credentialed experts to identify workload and staffing needs
and best practices. We have conducted approximately 140 such studies in 90 communities ranging
in size from 8,000 population (Boone, Iowa) to 800,000 population (Indianapolis, Indiana).

Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard Matarese is
the Director of Research & Project Development.




Police Operations Analysis Report, Skokie, Illinois page ii
Methodology
The ICMA Center for Public Safety Management team follows a standardized approach to
conducting analyses of fire, police, and other departments involved in providing services to the
public. We have developed this approach by combining the experience sets of dozens of subject
matter experts in the areas of police, fire, and EMS. Our collective team has several hundred years of
experience leading and managing public safety agencies, and conducting research in these areas for
cities in and beyond the United States.

The reports generated by the operations and data analysis team are based upon key performance
indicators that have been identified in standards and safety regulations and by special interest
groups such as the International Association of Chiefs of Police, International Police Association,
,and the Association of Public-Safety Communication Officials International, and through ICMA’s
Center for Performance Measurement. These performance measures have been developed
following decades of research and are applicable in all communities. For this reason, the data yield
similar reporting formats, but each community’s data are analyzed on an individual basis by the
ICMA specialists and represent the unique information for that community.

The ICMA team begins most projects by extracting calls for service and raw data from a public
safety agency’s computer-aided dispatch system. The data are sorted and analyzed for comparison
with nationally developed performance indicators. These performance indicators (e.g., response
times, workload by time, multiple-unit dispatching) are valuable measures of agency performance
regardless of departmental size. The findings are shown in tables and graphs organized in a logical
format. Despite the size and complexity of the documents, a consistent approach to structuring the
findings allows for simple, clean reporting. The categories for the performance indicators and the
overall structure of the data and documents follow a standard format, but the data and
recommendations are unique to the organization under scrutiny.

The team conducts an operational review in conjunction with the data analysis. The performance
indicators serve as the basis for the operational review. The review process follows a standardized
approach comparable to that of national accreditation agencies. Before the arrival of an on-site
team, agencies are asked to provide the team with key operational documents (policies and
procedures, asset lists, etc.). The team visits each city to interview fire agency management and
supervisory personnel, rank-and-file officers, and local government staff.

The information collected during the site visits and through data analysis results in a set of
observations and recommendations that highlight the strengths, weaknesses, and opportunities
of—and threats to—the organizations and operations under review. To generate
recommendations, the team reviews operational documents; interviews key stakeholders; observes
physical facilities; and reviews relevant literature, statutes and regulations, industry standards, and
other information and/or materials specifically included in a project’s scope of work.

A critical part of the site visit is the use of focus groups. These groups are assembled around specific
operational areas of the department. The site visit team meets with them and asks questions about
specific issues. The site visit participants are never quoted directly nor does the team take their
comments at face value, but rather recognizes that the participant are reporting their perceptions.


Police Operations Analysis Report, Skokie, Illinois page iii
The team will either use the comments as the starting point for a more in-depth look at a particular
issue or, if a theme common to two or more of the groups emerges in the discussion, will add that
theme to the report with the suggestion that the agency look at this in more depth.

The standardized approach ensures that the ICMA Center for Public Safety Management measures
and observes all of the critical components of an agency, which in turn provides substance to
benchmark against localities with similar profiles. Although agencies may vary in size, priorities,
and challenges, there are basic commonalities that enable comparison. The approach also enables
the team to identify best practices and innovative approaches.

In general, the standardized approach adopts the principles of the scientific method: We ask
questions and request documentation upon project start-up; confirm accuracy of information
received; deploy operations and data analysis teams to research each unique environment; perform
data modeling; share preliminary findings with the jurisdiction; assess inconsistencies reported by
client jurisdictions; follow up on areas of concern; and communicate our results in a formal written
report.

ICMA/CPSM Project Contributors
Thomas J. Wieczorek, Director
Leonard A. Matarese, Director, Research & Project Development
Bernard Melekian, Senior Manager, Team Lead Law Enforcement
James E. McCabe, Senior Manager, Law Enforcement
Dov N. Chelst, Director of Quantitative Analysis
Priscila A. Monachesi, Quantitative Analyst
Dennis Kouba, Editor




Police Operations Analysis Report, Skokie, Illinois page iv
Contents

General Information ..................................................................................................................................... ii
 About ICMA .............................................................................................................................................. ii
 ICMA Center for Public Safety Management ............................................................................................ ii
 Methodology ........................................................................................................................................... iii
 ICMA/CPSM Project Contributors ........................................................................................................... iv
Contents ........................................................................................................................................................ v
Tables .......................................................................................................................................................... vii
Figures ........................................................................................................................................................ viii
Executive Summary....................................................................................................................................... 1
 Overview ................................................................................................................................................... 1
Background ................................................................................................................................................... 9
 Village of Skokie ........................................................................................................................................ 9
 Skokie Police Department ...................................................................................................................... 10
Field Operations .......................................................................................................................................... 12
 Patrol Division ......................................................................................................................................... 12
 Investigations Division ............................................................................................................................ 15
 Special Operations Division .................................................................................................................... 17
Administrative Services............................................................................................................................... 18
 Communications ..................................................................................................................................... 19
 Professional Standards ........................................................................................................................... 21
 Training............................................................................................................................................... 22
 Internal Affairs.................................................................................................................................... 24
 Records Management ............................................................................................................................ 28
 Identification and Property .................................................................................................................... 29
 Crime Prevention and Community Relations ......................................................................................... 31
 Miscellaneous ......................................................................................................................................... 34
 Recruitment and Background Investigations ..................................................................................... 34
 Accreditation ...................................................................................................................................... 34
 Management Information Systems.................................................................................................... 35
 Research, Planning & Special Projects ............................................................................................... 35
 Field Services ...................................................................................................................................... 36
 Fleet Management ............................................................................................................................. 36



Police Operations Analysis Report, Skokie, Illinois page v
 Crime Analysis .................................................................................................................................... 36
Workload and Staffing Analysis .................................................................................................................. 37
 Demand .................................................................................................................................................. 37
 Time Spent on Calls ............................................................................................................................ 39
 Patrol Deployment.................................................................................................................................. 41
 Rule of 60 – Part 1 .............................................................................................................................. 41
 Rule of 60 – Part 2 .............................................................................................................................. 42
 Meeting Demand .................................................................................................................................... 50
 Workload and Staffing ............................................................................................................................ 51
 Revisiting the Rule of 60..................................................................................................................... 57
Summary ..................................................................................................................................................... 62
Appendix I: Data Analysis Report ................................................................................................................ 63
 Introduction ............................................................................................................................................ 63
 Workload Analysis .................................................................................................................................. 64
 Deployment ............................................................................................................................................ 87
 Response Times .................................................................................................................................... 100
 Emergency Calls ............................................................................................................................... 101
 All Calls ............................................................................................................................................. 102
 Attachment I – Nature Code Classification........................................................................................... 106




Police Operations Analysis Report, Skokie, Illinois page vi
Tables
TABLE 1: Internal Affairs Cases, 2010-Present ..................................................................................... 25
TABLE 2: SPD Calls for Service by Category .......................................................................................... 38
TABLE 3: Peak Workload Staffing ......................................................................................................... 53
TABLE 4: Staffing Deviation .................................................................................................................. 55
TABLE 5: Recommended Patrol Division Staffing ................................................................................. 56
TABLE 6: Projected Saturation Index at Peak Demand......................................................................... 58
TABLE 7: Recommended Organization and Staffing of the SPD ........................................................... 60
TABLE 8: Suggested Position Changes, Either Added or Reassigned (Excluding Patrol) ...................... 61

TABLE D1: Events per Day, by Initiator ................................................................................................... 66
TABLE D2: Events per Day, by Category .................................................................................................. 68
TABLE D3: Calls per Day, by Category ..................................................................................................... 69
TABLE D4: Calls per Day, by Initiator and Months .................................................................................. 71
TABLE D5: Calls per Day, by Category and Months................................................................................. 72
TABLE D6: Primary Unit’s Average Occupied Times, by Category and Initiator ..................................... 75
TABLE D7: Number of Responding Units, by Initiator and Category ...................................................... 76
TABLE D8-A: Number of Responding Units, by Category, Other-Initiated Calls ......................................... 77
TABLE D8-B: Number of Responding Units, by Category, Police-Initiated Calls......................................... 78
TABLE D9: Calls per Day, by Beat and Shifts ........................................................................................... 80
TABLE D10: Workload per Day, by Beat and Shifts ................................................................................... 82
TABLE D11: Calls and Work Hours per Day, by Category, Winter 2012 .................................................... 83
TABLE D12: Calls and Work Hours per Day, by Category, Summer 2012 ................................................. 85
TABLE D13: Average Dispatch, Travel, and Response Times, by Emergency.......................................... 101
TABLE D14: Average Response Time Components, by Category ............................................................ 104
TABLE D15: 90th Percentiles for Response Time Components, by Category ......................................... 105




Police Operations Analysis Report, Skokie, Illinois page vii
Figures
FIGURE 1: Occupied Patrol Time by Category ......................................................................................... 4
FIGURE 2: Deployment and Main Workload, Weekdays, February 2012 ............................................. 45
FIGURE 3: Patrol Saturation Index, Weekdays, February 2012 ............................................................ 45
FIGURE 4: Deployment and Main Workload, Weekends, February 2012 ............................................ 46
FIGURE 5: Patrol Saturation Index, Weekends, February 2012 ............................................................ 47
FIGURE 6: Deployment and Main Workload, Weekdays, August 2012 ................................................ 48
FIGURE 7: Patrol Saturation Index, Weekdays, August 2012................................................................ 48
FIGURE 8: Deployment and Main Workload, Weekends, August 2012................................................ 49
FIGURE 9: Patrol Saturation Index, Weekends, August 2012 ............................................................... 50

FIGURE D1: Percentage Events per Day, by Initiator............................................................................... 66
FIGURE D2: Percentage Events per Day, by Category ............................................................................. 67
FIGURE D3: Percentage Calls per Day, by Category ................................................................................ 69
FIGURE D4: Calls per Day, by Initiator and Months................................................................................. 71
FIGURE D5: Calls per Day, by Category and Months ............................................................................... 72
FIGURE D6: Average Occupied Times, by Category and Initiator ............................................................ 74
FIGURE D7: Number of Responding Units, by Initiator and Category ..................................................... 76
FIGURE D8: Number of Responding Units, by Category, Other-Initiated Calls ....................................... 77
FIGURE D9: Calls per Day, by Beat and Shifts .......................................................................................... 79
FIGURE D10: Workload per Day, by Beat and Shifts ................................................................................. 81
FIGURE D11: Percentage Calls and Work Hours, by Category, Winter 2012 ............................................ 83
FIGURE D12: Percentage Calls and Work Hours, by Category, Summer 2012 .......................................... 85
FIGURE D13: Deployed Officers, Weekdays, Winter 2012 ........................................................................ 88
FIGURE D14: Deployed Officers, Weekends, Winter 2012........................................................................ 88
FIGURE D15: Deployed Officers, Weekdays, Summer 2012...................................................................... 89
FIGURE D16: Deployed Officers, Weekends, Summer 2012 ..................................................................... 89
FIGURE D17: Deployment and Other-Initiated Workload, Weekdays, Winter 2012 ................................ 91
FIGURE D18: Deployment and Other-Initiated Workload, Weekends, Winter 2012 ................................ 91
FIGURE D19: Deployment and Other-Initiated Workload, Weekdays, Summer 2012.............................. 92
FIGURE D20: Deployment and Other-Initiated Workload, Weekends, Summer 2012 ............................. 92
FIGURE D21: Deployment and Main Workload, Weekdays, Winter 2012 ................................................ 94
FIGURE D22: Deployment and Main Workload, Weekends, Winter 2012................................................ 94
FIGURE D23: Deployment and Main Workload, Weekdays, Summer 2012.............................................. 95
FIGURE D24: Deployment and Main Workload, Weekends, Summer 2012 ............................................. 95
FIGURE D25: Deployment and All Workload, Weekdays, Winter 2012 .................................................... 97
FIGURE D26: Deployment and All Workload, Weekends, Winter 2012 .................................................... 97
FIGURE D27: Deployment and All Workload, Weekdays, Summer 2012 .................................................. 98



Police Operations Analysis Report, Skokie, Illinois page viii
FIGURE D28: Deployment and All Workload, Weekends, Summer 2012 ................................................. 98
FIGURE D29: Average Response Time, by Hour of Day, Winter 2012 and Summer 2012 ...................... 102
FIGURE D30: Average Response Time by Category, Winter 2012 ........................................................... 103
FIGURE D31: Average Response Time by Category, Summer 2012 ........................................................ 103




Police Operations Analysis Report, Skokie, Illinois page ix
Executive Summary
Overview
The Skokie, Ill., village manager requested this report on the Skokie Police Department (SPD) as a
result of community concerns over perceptions of rising crime rates and lack of sufficient police
resources. Additionally, as the local economy continues to recover, there has been growing desire to
restore those law enforcement positions lost during the economic downturn. ICMA was asked to
provide an analytical overview to help provide direction for decisions concerning police staffing.

ICMA team members visited the village of Skokie from September 10-13, 2013.

Interviews were conducted with village leadership as well as the command staff of the police
department. Focus groups were held with all operational units within the department. Team
members conducted a ride-along with patrol officers on the evening shift and visited the jail to view
custodial operations.

Media monitoring was implemented for one month prior to the site visit and the team performed
archival research on past media coverage of police and crime incidents. We did not conduct focus
groups with community members, partly because there were no indications that there were any
connection/legitimacy issues between the police department and the community.

The village of Skokie is undergoing a transition, both demographically and with respect to police
operations. This change has produced a sense that crime is on the rise and that the nature of that
crime is more typically associated with urban policing (such as in Chicago). The data suggest that
Skokie’s crime rate is well below the national average.1 There have been several high-profile
incidents (for example, a gang-related shooting in the downtown area at 5:00 p.m.) that
undoubtedly have fed the perception of an increase in violent crime.

The Skokie Police Department has historically been focused on providing a high level of customer
service. ICMA team members were struck by the high level of commitment and caring expressed by
the members of SPD. It is clear that there is a certain level of frustration at not being able to deliver
the best possible service in the departmental tradition.

The loss of some police capacity due to the downturn in the economy, combined with the
increasingly complex nature of crimes in Skokie, has strained the existing resources of the
department. This has resulted in a tension been the department’s two missions (customer service
vs. crime prevention/response). One focus of this review was to find a means of bridging the two
perspectives.

Given the current staffing levels, the SPD is doing an outstanding job in this area. The department
relies on contemporary management techniques and adheres to the best practices in law
enforcement. However, with proper personnel resources, the SPD would be more effective and



1 http://www.city-data.com/crime/crime-Skokie-Illinois.html




Police Operations Analysis Report, Skokie, Illinois page 1
more efficient in all facets of the administrative side of the organization, and given its current
management philosophy, will undoubtedly use these resources wisely.

The village of Skokie conducted a community survey in 2012. This was done through the offices of
the National Research Center and ICMA. The survey indicated a high level of satisfaction with the
village, especially compared with cities of comparable size across the country. The only exception
occurred in the areas of personal and community safety.

Survey results revealed a significant level of concern about personal safety, particularly after dark.
Question #4 (Opportunities) asked to identify specific problem areas. One category that stood out
with an overall rating of 24 percent was “Unsupervised Youth.” This may be directly related to the
concerns about personal safety.

One of the ways the department has coped with the loss of capacity and increased service demands
has been to assign multiple duties to personnel. Throughout the organization both sworn and
civilian employees have been tasked with numerous collateral duties, some only tangentially
related to their primary function. The result, as one senior leader put it, is that “Skokie PD handles
ten things moderately well as opposed to three things excellently, which is how we’ve always done
things.”

The department recently moved into a new building that is quite impressive both in its design and
use of an old industrial space. However, improvements in technology and modern layout have
resulted in unintended consequences to the staff. For example, it is no longer possible for
communications operators to monitor the prisoners in the jail facility as the operators are no longer
posted adjacent to the jail. As a result, patrol officers are now pulled from the field when a prisoner
is in custody.

There remains a focus on deploying a fixed number of officers on each patrol watch. The
department should consider employing focused patrol techniques (i.e., hot-spots, CompStat), as this
approach could maximize its use of existing resources. There are a number of positions throughout
the organization that are filled currently by sworn personnel, either on a permanent or collateral
basis, and which could be filled by civilian personnel. Civilian positions could be added at far less
cost than sworn officers. Officers then could be redeployed to the field. For example,
property/evidence coordination and fleet maintenance are two functions that could easily be
“civilianized.”

ICMA contends that the SPD patrol is straining to meet the service delivery demand. The saturation
index reported for the SPD indicates that the patrol function is overburdened and struggles to meet
the demand for its services. The solution to this problem can be achieved in one of three ways. First,
the SPD can reduce demand through a more aggressive triage of incoming CFS. Second, the SPD
could examine the amount of time dedicated to handling CFS, the amount of administrative time
expended, and the number of officers assigned to CFS. Lastly, the SPD can add more officers to
patrol.

A review of the patrol workload data suggests that the level of officers assigned to patrol is very
nearly sufficient. However, the use of collateral assignments may dilute the actual number of



Police Operations Analysis Report, Skokie, Illinois page 2
officers free for call response or general patrol. The revision of the call coding process is discussed
later in this report, but the call coding policies and process being used should be reviewed to ensure
that the department’s deployment decisions are based on the best possible information.

Within patrol, the use of patrol evidence technicians (ETs) should be reviewed. The ETs are counted
in the patrol minimum, but are often out of service while performing their specialized functions.
While their time was not specifically counted in this study, the department should perform an
analysis to see if the perception as to their unavailability is accurate.

The investigative function is also functioning at less than maximum efficiency. This occurs in large
measure because of a focus on always ensuring that the established minimums for patrol officers
are being met. Thus, detectives and special operations personnel are ordered to patrol duty, often
on relatively short notice. Although the practice of using detectives to backfill patrol has been
curtailed in recent months, members of the Traffic & Tactical Mission Teams are still utilized for
patrol. It should be noted that these teams were reactivated only recently after a lengthy period of
having been assigned to patrol in order to meet workload demands.

One of the law enforcement profession’s evolving best practices is the development of a process
that some have called Parallel Justice.2 This involves focusing on working with the victims of crime
rather than solely the suspects. Besides facilitating any court trial, the process serves to restore a
sense of well-being to the victim and enhances faith in the legitimacy of the police agency. This
process would fit very naturally into the SPD’s traditional focus on community well-being and
customer service.

One particular area of concern is the use of patrol officers to monitor prisoners being held in the jail
facility. Under Illinois law, prisoners who are in custody of municipal jails must be monitored at
thirty-minute intervals.3 The law permits the monitoring of prisoners by communications
personnel, which was the practice in the old SPD building. However, the layout of the new building
doesn’t permit this practice. As a result, patrol personnel are pulled from the field any time a
prisoner is in custody. Given the number of prisoners per year, it is worth considering the addition
of a station officer (a CSO) who could handle a number of administrative station duties as well as
monitor prisoners in the jail.

The assignment of collateral duties has had a significant impact on the ability of field sergeants to
spend time in the field. The patrol sergeants with whom we spoke cited a significant number of
collateral administrative duties they had, only some of which were those which might normally be
assigned to patrol sergeants. The department should consider creating an administrative sergeant’s
position to handle most of the department’s internal office functions.

Another area deserving of further review is that of call coding. Several employees we spoke with
described the process of holding reports. That is, after they had responded to the scene of an
incident and gathered the information, they would put themselves back in service. They would plan
on writing the report either later in the shift or the next day. Either way, the practice is to advise

2 Herman, Susan. Parallel Justice for Victims of Crime, National Center for Victims of Crime, Washington DC,

2010.
3 Illinois Statute: Title 20, Chapter 1, subchapter g, Section 720.60.




Police Operations Analysis Report, Skokie, Illinois page 3
dispatch that they are out of service rather than linking the report writing activity to a specific case.
This results in an under-representation of how much time is being spent on a particular case and an
over-representation of time spent “out of service” (50.5 percent in our analysis). Figure 1 shows the
overall occupied time by category for patrol for the year studied.

FIGURE 1: Occupied Patrol Time by Category
 Agency assist
 Arrest
 2.7% 1.0% Crime
 3.7%
 19.6%
 1.4% Directed assignment
 5.7% General
 Investigations
 6.5% Out of service
 Suspicious
 Traffic

 9.0%




 50.5%




The development of a strong crime analysis function would be of immense value to the department.
For all the expressed concern about rising crime and the perception that more violent, “big-city”
crime has arrived in Skokie, there is no capacity to meaningfully analyze the data and make
deployment decisions based on actual activity. The addition of a full-time crime analyst would be of
significant value.

There are several potential high-risk areas where the use of collateral duties has the potential to
expose the department to potential liability. These areas include the current processes for handling
background investigations, internal affairs investigations, and property/evidence management.
Each of these critical functions requires a high degree of attention and expertise. The current
practices may be serving the department well in the short-run, but each offers a high degree of
exposure for even one significant error. Each of these areas is discussed in greater detail in the
report.

Labor relations appear to be generally sound. The number of grievances submitted during the
previous four years is quite low. The leadership of both the department and the union
acknowledged that they are generally able to meet and resolve issues before they rise to the level of
a formal grievance. Continued strong collaboration on the part of both police management and
union leadership should be encouraged.

There is some deeply ingrained inefficiency in the department which should be addressed in the
years ahead. The department has placed great emphasis on the use of collateral duties to make up



Police Operations Analysis Report, Skokie, Illinois page 4
for lack of personnel. In other words, defining the lack of personnel has been based primarily on
having enough officers to meet the minimum manning requirements of the Patrol Division.

The role and duties of each work group within the department should be reviewed and clearly
articulated. The numbers required for minimum staffing on each patrol shift should also be
reviewed. The ICMA data analysis, based on data provided from the department, indicates that the
department is short-staffed on patrol in terms of actual numbers. Additionally, the use of collateral
duty assignments and the inaccurate coding related to officer work time is reducing patrol
efficiency significantly.

Inspection of the public information outlets used by the SPD reveals a wide range of media and an
impressive amount of information disseminated. It is clear that the SPD values providing current
and critical information to the public and should be commended for its efforts in this regard.

The department should strongly consider making greater use of civilian employees. Should it move
in this direction, it should do so in a manner that creates a true career ladder, both vertically and
horizontally, for those employees. Moving in this direction would increase the number of officers
available to work with the community without the need to recruit and train additional officers.

The Skokie Police Department is a well-run operation with great integrity. It is apparent that
employees care deeply for the village and the department. However, the department is at a critical
junction where it needs to define how it wants to function in the years ahead. It is not necessary to
make a choice between customer service and crime prevention. It is necessary, however, to make
sure current resources are being utilized to maximum efficiency and that required resources for the
future will be available.

The department should strongly consider undertaking a strategic planning process to project the
challenges and goals for the next five years. Such a process, involving all stakeholders, including the
community, could prove to be invaluable. Several people we talked with recalled that there had
been such a plan at one time, but did not believe that it had been utilized.




Police Operations Analysis Report, Skokie, Illinois page 5
Recommendations
 1. Develop a five-year strategic plan for the department. Particular emphasis should be paid to
 the impact of anticipated economic development projects.
 2. Utilize the ICMA workload analysis to determine the preferred staffing levels for patrol
 operations
 3. Map the radio “dead zones” in the police building and develop a plan to eliminate them as
 soon as possible.
 4. Evaluate the evidence technician positions with a focus on either civilianizing them or
 deploying officers assigned as technicians in a more efficient manner.
 5. Conduct an audit of sexual assault cases to ensure they are being handled in a timely
 manner.
 6. Clearly define the mission and duties of both the Traffic Unit and the Tactical Mission Team.
 7. Conduct a department-wide review of collateral duties and look to collapse these duties into
 appropriate, specific work assignments. Civilianization, or the diffusion of administrative
 collateral duties from sworn personnel to nonsworn personnel, should be explored.
 8. Consider funding four CSO positions and utilize these positions to handle reports and
 ancillary field duties.
 9. Create an Administrative Station Sergeant’s position to handle internal administrative
 issues. Specifically focus on removing as many collateral administrative duties from patrol
 sergeants as possible. Also, create an Administrative Station Officer position (a sworn
 position) and dedicate one civilian position to assist with administrative duties.
 10. Study the feasibility of utilizing a direct inward dialing system to relieve the
 Communications Division of the tasks of handling call routing and retaining messages for
 department personnel.
 11. Review the call coding system to make it more informative with respect to mapping officer
 activity.
 12. Centralize professional standards functions under one commander and add or provide
 personnel resources to adequately support the office. The office of professional standards
 would encompass training, internal affairs, discipline, recruitment, and background
 investigations.
 13. Make greater use of roll-call training to provide 10 to 15 minute blocks of time for regular
 communication and training.
 14. Establish a training unit and staff it with one sergeant, one officer, and one civilian
 administrative assistant.
 15. The department should create a position of internal affairs sergeant. This sergeant would be
 responsible for the overall management and administration of:
  The Safety Board
  Personnel Early Warning System (PEWS)


Police Operations Analysis Report, Skokie, Illinois page 6
  Misconduct complaints
  Training on internal affairs policies and procedures
  Sick leave management
  Discipline
  Bias-free policing.
 16. The internal affairs sergeant should develop a system for routinely engaging in random
 audits and inspections of units, equipment, department records, etc., including random
 inspection of audio and video recordings from officers on patrol.
 17. Civilian complainants should be notified in writing of case dispositions.
 18. Disseminate findings and penalties associated with disciplinary cases both inside the
 department and in the annual report.
 19. The policy and procedure governing “response to resistance” incidents should be altered so
 that: a supervisor leads and conducts the preliminary investigation, complex cases are
 forwarded to internal affairs for follow-up investigations, and results are presented to the
 Safety Board for review.
 20. Fill as soon as possible the vacant supervisor position in the Records Unit.
 21. Conduct a thorough task analysis of Records Unit operations in order to increase efficiency.
 22. Conduct a quality control review of both data entry and prepared reports.
 23. Maintain the administrative posture of the Identification and Property Unit as currently
 deployed and explore the opportunity of integrating the evidence collection and
 management function.
 24. Staff the Identification and Property Unit with nonsworn personnel and provide
 appropriate training in criminalistics and information technology.
 25. Conduct a comprehensive inventory of the property room.
 26. Reassign “non-property” related functions to other administrative personnel in the SPD.
 27. The SPD should create a committee, made up of department and community members, to
 develop a formalized social media policy.
 28. Add a sergeant to the crime prevention and community relations unit to supervise and
 coordinate unit functions.
 29. Shift to the office of professional services, once it is constituted, responsibility for
 background investigations.
 30. Conduct an analysis of IT demand to determine the necessity of adding a full-time MIS
 position to the current personnel allotment to the SPD to better support computer and
 systems operations in the department.
 31. Fill the Field Services Coordinator position with a civilian employee; reassign the sworn
 officer in the position to other law enforcement functions.



Police Operations Analysis Report, Skokie, Illinois page 7
 32. Assign a civilian member of the department to the position of Fleet Coordinator and
 reassign the sworn officer in the position to other law enforcement functions.
 33. Assign a sworn member of the department as the crime analysis and intelligence officer.
 34. The command staff should create a committee to review the department’s response
 protocols for nonemergency calls and should consider and implement alternatives for
 handling certain types of calls, including such methods as greater use of CSOs, telephone
 reporting, and Web reporting.
 35. Staff the patrol division with 78 sworn personnel, and staff the Watches as recommended in
 this report in order to better match service demands with available personnel.
 36. Continue with the assignment of four officers to traffic.
 37. Track elapsed time on calls for service and the number of officers assigned to calls with a
 goal of reducing both to the greatest extent possible. Perform a detailed analysis of the
 variables associated with CFS completion time, with an eye toward streamlining officer
 duties and responsibilities at these incidents.
 38. Total agency strength should be approximately 202 total personnel (includes the 37
 authorized crossing guards), including 122 sworn personnel.




Police Operations Analysis Report, Skokie, Illinois page 8
Background
Village of Skokie
The village of Skokie, Illinois, located 16 miles northwest of downtown Chicago and 12 miles east of
O'Hare International Airport, provides services for 65,000 residents, 24,000 households, and 2,400
businesses. Skokie covers 10.1 square miles of land and is bordered by the villages of Glenview and
Wilmette on the north, the village of Lincolnwood and the city of Chicago (West Rogers Park and
Edgebrook neighborhoods) on the south, the villages of Morton Grove and Niles on the west, and
the city of Evanston on the east.

Skokie’s municipal services include accredited police, fire, and public works departments. These
services, together with the nationally acclaimed Skokie Park District, superb Skokie Public Library,
preeminent North Shore Center for the Performing Arts, Skokie North Shore Sculpture Park, and
outstanding school districts, make Skokie an excellent place to live. The village is also a recipient of
a Governor’s Hometown Award and has received “All American Village” finalist distinction from the
National Civic League.

Skokie is a founding member of the Chicago's North Shore Convention & Visitors Bureau, which
encourages visitors to contribute to the local economy. Each of these successful programs enhances
the village of Skokie's commercial tax base while adding new dimensions to its already abundant
cultural offerings. Skokie is also home to the Illinois Holocaust Museum and Educational Center,
which opened in 2009.

Census data from 2010 indicate that Skokie’s demographic makeup is 60.3 percent white, 7.3
percent African-American, and 25.5 percent Asian. The Asian population is highly diverse. This
makes the delivery of police services particularly challenging. The housing vacancy rate stands at
6.1 percent.

The village’s revenue stream is dependent on the property tax, sales tax, and property transfer tax.
There are 500 total village employees. During the worst of the recent recession, the village did not
have to lay off anyone, but it did freeze 18.5 positions. Six of these came from the police
department.

The village is self-insured. The village manager is pleased with the low number of liability claims
arising from police misconduct. However, workers’ compensation claims are perceived as being
high and a significant number of those claims come from the same small group of individuals. The
village of Skokie maintains its own pension system. It is currently 70 percent funded and the goal of
village management is to achieve a funding level of 90 percent over the next few years. Officers
currently contribute nearly 10 percent of their salary towards the pension system. In addition, each
officer pays 12 percent of the employee health insurance premium.

There is a perception that the demographics of the village are changing and that a large number of
section 8 vouchers have been given out to people with criminal tendencies (i.e., gang members).
Village data do not support that contention. The village manager’s office reports that there are
currently 429 Section 8 voucher holders in Skokie. This is down 6 percent from 457 in 2006. Of


Police Operations Analysis Report, Skokie, Illinois page 9
current voucher holders, 45.5 percent are seniors. Within the police department, there was an
almost universal perception that Chicago gang members are moving into Skokie and contributing to
an increase in the number of violent incidents.

Skokie has an unusual manner of managing public education, in that there are a large number of
independent school districts. These districts reflect part of the changes currently underway in the
village. For example, there are dozens of languages spoken in the school systems. The number of
children on free or reduced lunches has risen from 21 percent to 34 percent over the last several
years as evidenced from a review of data from selected sample schools.4



Skokie Police Department
The Skokie Police Department is staffed by 114 (budgeted) sworn officers and 34 civilians. The
department is divided into two primary subdivisions—Field Operations and Administrative
Services—as well as the Chief’s Office. The department is a full-service department with a service-
oriented philosophy. During the recession of the last several years, the department did not have to
resort to layoffs. It did, however, freeze six positions.

The affected positions included one sergeant, three police officers, one field services coordinator,
and a half-time records clerk. After some retirements, some of the positions were filled and paid for
by not making promotions to fill senior vacancies created by the retirements. By freezing a
commander’s position and an additional sergeant, two officers were added. The field services
coordinator and half-time records clerk positions remain frozen.

In addition to the loss of positions, the overtime budget was reduced significantly. The management
of overtime is a significant issue; budgeted overtime is currently 78 percent expended through 42
percent of the fiscal year (the fiscal year ends on April 30th). This fact, combined with the
department’s commitment to the maintenance of patrol staffing, has greatly impacted the
department’s operations. The result has been an increase in the use of collateral duty assignments
as well as transferring personnel from their normal assignments to fill patrol positions.

The department’s annual budget is approximately $14.5 million. Its requested budget for
2013/2014 represents a 2.4 percent increase over the previous budget. The department’s
equipment and technological investment is quite impressive. Village leadership articulated a
philosophy of providing the best equipment possible within the existing budget constraints.

The department has long prided itself on providing a full range of services for its residents. This
philosophy, along a historically low crime rate, has permitted the department the luxury of
assigning officers to such details as the collection of funds from the commuter train parking lot or
delivering mail to/from the Village Hall twice daily. Between the impacts of the economic
constriction and the rise in the number of violent crimes, the department will need to evaluate
more thoroughly how it wishes to assign its officers.



4 School lunch data provided by the Village Manager’s Office.




Police Operations Analysis Report, Skokie, Illinois page 10
The Skokie police building is a new facility. It is very open and light. It seems to provide a good
working environment. Everyone we spoke with was very positive about the building. It appears
that the department did an excellent job of involving large numbers of employees in the design
phase. With the opening of the new facility, there have been some unintended staffing impacts;
these will be addressed in more detail later in this report. (For example, communications operators
are required to monitor access cameras and to provide entry control).

It has been necessary to reduce some training programs in order to accommodate the new fiscal
realities. The cuts have occurred both in the form of direct fiscal cuts as well as the impacts
attributable to the assignment of collateral duties. Examples were cited to the ICMA Team
members, but verification was not possible at the time of this report. We did note that that no
training was provided as part of roll-call briefing. We were told that this is generally the case.

Labor relations appear to be generally sound. The number of grievances submitted during the
previous four years is quite low. The leadership of both the department and the union
acknowledged that they are generally able to meet and resolve issues before they rise to the level of
a formal grievance. The union is concerned with equity adjustment. Their perspective is that they
would like salaries to be midrange with the seventeen municipalities that the village uses for
comparables.

The department might want to consider making greater use of volunteers. In the focus groups with
department leadership, there seemed to be some concern over the amount of supervisory time that
would be required to make such a system effective. However, a number of agencies across the
nation have achieved a significant level of workload mitigation through the use of volunteers. In
many cases, they have also raised their level of productivity in specific areas.

There is also an apparent need for leadership development and training, both at the line and
executive levels. There are a number of personnel who are relatively new to their positions. It
would very beneficial and cost-effective in the long run for them to attend training to help
accommodate them to their new duties.

The department appears to make good use of technology. The village has moved the IT function out
of the department and has centralized the village IT functions. This was done to achieve a cost
savings, although there are mixed reviews within the SPD due to the department’s belief that its IT
requirements are unique. For example, reporting requirements have become far more complicated
than in the past (e.g., a traffic stop now requires the capture of 21 data points). The department
uses electronic ticketing, but field contact cards are not captured electronically, because the system
can’t feed the county, which maintains a database of field contact cards.

During our station visit, we observed that there are a number of dead zones for police radios within
the building. One of the more glaring points was in the jail facility. This is an issue that should be
addressed as quickly as possible.

Recommendation:
  Map the radio “dead zones” in the police building and develop a plan to eliminate them as
 soon as possible.


Police Operations Analysis Report, Skokie, Illinois page 11
Field Operations
Field Operations is the operational arm of the department. It is commanded by a Deputy Chief and
consists of three divisions; Patrol, Investigations, and Special Operations. Per the September
Personnel Order, 109 of 114 authorized positions are funded. Skokie has authorized 320 light-duty
days over the past three years.

This division requires additional personnel resources. At the same time, the enforcement capacity
of Field Operations could be enhanced considerably by adding some civilian employees and by
creating a unit solely focused on dealing with administrative duties. The combination of these
changes will permit the SPD to build upon the outstanding work it already does. The following
discussion describes the functions of the Field Operations and provides recommendations for
staffing and best practices where necessary.



Patrol Division
Skokie’s patrol force is a dedicated and professional group of officers. During our focus groups,
officers and supervisors expressed a high level of commitment to the both the village and the police
department. They spoke of being stretched very thin by an increase in police-related activity. A
common theme was that the number of incidents isn’t increasing, but the complexity of cases and
calls are.

Historically, the patrol force has provided a high level of customer-service focused activity. For
example, until very recently, patrol officers deployed twice per day to assist Village Hall employees
in crossing the street at a marked crosswalk. This practice was instituted a number of years ago
after a village employee was struck crossing the street. This practice was discontinued when a
traffic signal was installed. Patrol officers still handle such details as mail pick-up and delivery,
providing security for bank deposits, and picking up money from the commuter rail station.

Nearly every focus group mentioned the loss of four Community Service Officers (CSOs) occurring
as a result of recent budget cuts. However, department management demonstrated that the
positions were actually eliminated a number of years ago when the positions were reclassified and
the employees assigned other duties. The four remaining CSOs have been assigned a number of
collateral duties, which prevents them from maximizing their effectiveness in the field. The addition
of four CSOs to field operations has the potential to be of great utility.

There is a strong perception held by officers and supervisors that housing projects in neighboring
cities have contributed to some of the high-profile incidents in Skokie. A review of crime data
suggests that the crime rate in surrounding jurisdictions is slightly higher than that of Skokie.5

There is a perception that the total number of burglaries, particularly night-time residential
burglaries, and auto thefts have increased over the past few years. There was concern expressed by
all levels of the organization that while the need for crime fighting/crime prevention has increased,

5 http://www.city-data.com/crime/crime-Skokie-Illinois.html




Police Operations Analysis Report, Skokie, Illinois page 12
the training and deployment schedules may not reflect the current situation. Programs continue to
be added, but personnel are not (e.g., the SAFE program).

The department has established preferred staffing levels for each of the three primary patrol
Watches that is the minimum number of officers and supervisors who are expected to be on duty at
any time. The minimum for Watch 2 (day watch) is eleven officers and two supervisors, for Watch 3
(night watch) twelve officers and two supervisors, and for Watch 1 (morning watch) seven officers
and two supervisors. The two supervisors are drawn from the Commander and/or the three
sergeants. However, it is not uncommon for at least one or more of the supervisors to be off or
assigned to special work, which results in the on-duty sergeant not being able to spend significant
time in the field.

Patrol has minimum staffing levels, and officers are often pulled from their normal assignments to
meet the minimum number, not to deal with a specific crime problem. While there is a constant
emphasis on putting bodies out on the street, the focus seems to be on handling radio calls and not
part of a larger crime fighting/crime prevention strategy. It is the perception of the officers we
spoke with that they simply move from one call to the next.

One of the current trends within the law enforcement profession is the deployment of patrol
officers based on activity rather than geography. The use of the CompStat process analyzes activity
based on time of day, day of week, etc., and assigns officers accordingly. This has a demonstrated
effect of reductions in both reported incidents and response times. The department might consider
experimenting with this model.

The ICMA data analysis suggests that there is a significant amount of unassigned time available to
patrol officers. Of the total calls for service in the year studied, 59 percent are traffic stops and stops
of suspicious persons. These are officer-initiated calls. The analysis also reveals that 50.5 percent of
the total occupied time is for officers being out of service. As will be discussed later, we believe this
reflects a need to thoroughly examine the call coding process.

There are a number of policy requirements that impact patrol staffing. There was recently a
directive issued that stated that any time a call had been held for 25 minutes, a supervisor was to be
notified. The purpose of the policy is to ensure that the call is either handled or the supervisor is to
authorize it to continue being held. However, what has happened is that most supervisors insist
that the call be handled, regardless of what else may be occurring.

It seems apparent that a number of administrative duties are being assigned to the patrol sergeants.
All of the duties are important (e.g., managing the FTO program), but the net result is a loss of
significant field time for the sergeants. Commanders also have collateral duties. For example,
background investigations for all police department employees are handled by the Commanders. In
addition, they also occasionally perform the background checks for some village supervisory and
management positions.

The sergeants were asked to make a listing of those duties that they perform routinely. A
compilation of those duties revealed 50 various assignments, of which 29 could be considered
routine patrol duties, 9 special duties, and 12 special projects. In addition to the items listed, we



Police Operations Analysis Report, Skokie, Illinois page 13
were advised that sergeants handle hit-and-run accident investigations, vehicle impound reviews,
and a number of tasks that were formerly handled at a higher level.

The sergeants we spoke with estimated the percentage of time they were able to spend in the field
as being between 25 percent and 35 percent. The exceptions were the sergeants assigned to
Watch 1. It would appear that the number and variety of assignments would justify the addition of
an Administrative Sergeant in order to enable patrol sergeants to spend more time in the field.

The focus on a customer-service orientation has resulted in a generalist approach to the provision
of services. However, some unintended consequences arising from the new building, legally
mandated requirements, and an increasing level of public expectations will require some revision
to the traditional Skokie approach. As practiced currently, there are several significant duties (in
addition to the minor ones previously mentioned such as the mail run) that negatively impact the
ability of patrol officers to be available for major incidents.

One of the most significant examples is the need to provide monitoring of prisoners who are in the
custody of the SPD. Illinois state law requires that a prisoner in custody be examined visually at
least every 30 minutes. In the old police building, this requirement was fulfilled by communications
operators, whose workspace was adjacent to the jail. In the new building, this is no longer the case.
Thus, when a prisoner is booked into the jail, a patrol officer is removed from the street and
assigned to custodial duties. As a general rule, this removes the officer from the street for the
remainder of the shift.

Another area for additional review concerns the evidence technicians. Currently, these positions
are filled by sworn officers who are highly trained officers. However, in the current configuration,
they are assigned to patrol districts and thus count toward the daily patrol minimums. However,
the calls that are dispatched to them come from all over the village. If a case is complicated, it is not
uncommon for them to be out of service for an entire shift.

Recommendations:
  Evaluate the evidence technician positions with a focus on either civilianizing them or
 deploying the officers assigned as technicians in a more efficient manner.
  Provide funding for four CSO positions and utilize these positions to handle reports and
 ancillary field duties.
  Utilize the ICMA data provided in this report to refine the preferred staffing levels.
  Also, create an Administrative Station Officer position (a CSO position) and dedicate one
 civilian position to assist with administrative duties.




Police Operations Analysis Report, Skokie, Illinois page 14
Investigations Division
The Investigations Division is organized into two squads, but there does not appear to be any
specialization involved in the organizational structure. There is some division between crimes
involving juveniles, either as suspects or victims, as opposed to crimes involving adults. In addition,
two detectives are assigned to work in the evenings to assist with complex cases. The division has a
case management system that detective personnel describe as being very helpful in terms of case
management.

It does not appear that there is adequate support staff within the division. All of the detectives we
interviewed said they were carrying more than 20 open cases. Several detectives spoke of the time
consumed by the requirement that they type their own reports. DNA, print work, and other
specialized functions might be assigned to a specialist, either sworn or civilian. This in turn would
allow the detectives to focus on their individual cases. A Rand study a number of years ago on
investigative functions suggested that civilian analysts should be integrated into detective subunits.
This frees the sworn detectives from administrative duties and allows them to focus on dealing
with criminal cases.

Investigative briefings occur on a routine basis only once per month. Best practice suggests that
such briefings should occur daily, even if the total time involved is minimal. This allows people to
exchange ideas and information without waiting for an invitation to a formal meeting, where an
item might be found to be insufficiently relevant for a formal presentation.

The commitment to maintain minimum patrol staffing impacts detectives. For several years, it was
common practice to reassign detective personnel to cover patrol shifts. This in turn impacted case
management practices as follow-ups were delayed, particularly for noncritical matters. Several
personnel we spoke with talked about the operating philosophy being to “help the street.” This
shortage of personnel has negatively impacted the division’s ability to follow-up on information
provided by informants. The inability to follow-up in turn causes the informants to stop providing
information to officers.

One issue that was raised that should be reviewed quickly was expressed by officers who were
concerned that sexual assault victims were not being followed-up with as quickly as best practices
would indicate. Although we did not directly focus on a statistical analysis of this, ICMA
recommends an internal review of sexual assault cases to determine the validity of this concern.

The issue of the increasing complexity of cases was cited within this work group as well. One
example given was that of street robberies. These were described as having been relatively rare
events, but which now occur with greater frequency. What some have called the “changing nature
of harm” was recognized by the detectives with whom we spoke. Crimes that require a specialized
response (e.g., financial and computer crimes) or that require a significant degree of specialization
(e.g., gang intelligence, predictive analysis) are not dealt with effectively. The recognition that the
nature of crime is changing and therefore the department needs to adjust its response is reflective
of a workforce that is forward thinking and strategic at the line level.




Police Operations Analysis Report, Skokie, Illinois page 15
There do not appear to be any specialized functions in the division to deal with gangs, vice, and/or
narcotics issues. For example, when the unit receives complaints about prostitution issues at local
motels, the standard response is to do an eviction. That is, the unit simply moves the person out of
the building, as there is seldom sufficient time or resources to develop a prosecutable case. These
cases are sometimes referred to the Tactical Mission Team, but their availability is often limited as
well.

Due to personnel availability, the department has withdrawn from at least one regional task force.
The department should evaluate its participation in all such efforts and determine which of these
task forces might offer greater assistance to Skokie in dealing with specific crime issues. The
placement of personnel on certain task forces could serve to enhance the village’s surge capacity,
broaden the expertise of law enforcement personnel, and positively impact morale by increasing
the opportunity for additional assignments.

The School Resource Officer program is contained within the Investigations Division. The SRO
program consists of four officers who are 70 percent funded by the various school districts that
operate within the village limits of Skokie. The officers assigned to this program are highly
motivated and clearly have the support of the department and village leadership. There are a
number of issues arising in the schools that reflect current problems and may portend a challenge
for the village in the years ahead if not addressed.

Skokie is the first suburb north of Chicago. The school districts do not do residency checks for a
variety of reasons. As a result, there is a perception that a number of children who attend Skokie
schools may be from outside the district. Additionally, the number of children claiming eligibility
for free or reduced lunches has risen from 21% to 34% over the past several years, despite total
enrollment staying relatively stable.6 This figure is significant as it is a solid indicator as to the
number of families living in poverty.

The primary function of school resource officers is to build relationships with both the faculty and
students at the local schools. The officers are ideally positioned to serve as positive role models for
the children, to help foster a positive learning environment, and to help anticipate potential crimes
of violence, both on and off campus. The key to achieving all of these objectives is the building of
those relationships. The SROs in Skokie are occasionally used to backfill patrol and to provide
assistance within the Investigations Division. The result is a diminishment of the time available to
spend on campus and maintain those critical relationships.

Recommendations:
  Conduct an audit of sexual assault cases to ensure they are being handled in a timely
 manner.
  Consider providing some degree of specialization with the Investigations Division in order
 to respond more effectively to specialized crimes.
  Consider assigning CSOs to the Investigations Division in order to provide administrative
 support for the sworn detectives.

6 School lunch data provided by the Village Manager’s Office.




Police Operations Analysis Report, Skokie, Illinois page 16
Special Operations Division
The Special Operations Division consists of the Tactical Mission Team (TMT) and the Traffic Unit.
Although the deployment chart indicates the division is staffed for 10 of its 12 positions, the
information obtained from our interviews suggests that this picture may be somewhat optimistic.
There is one sergeant to oversee both of these units. When the TMT and Traffic Units were created
originally, the department took ten officers from the street but did not replace them. The original
intent was for these units to focus on specific crime/traffic problems and thus reduce the workload
for patrol officers. It does not appear that a focused strategy to achieve that worthwhile objective
was ever implemented.

The Tactical Mission Team was disbanded for several years and was reactivated only recently. The
unit still spends a significant portion of its time backfilling for patrol. The TMT would appear to be
an invaluable resource, particularly to do follow-up investigations on significant crimes or to serve
as a strategic deterrence force. However, members are very often redeployed to patrol with little or
no notice. In addition, there are a number of special projects conducted by the team (e.g., bicycle
stings, under-age tobacco sales) that are time-consuming. While there was a clear consensus that
these projects are worthwhile, they consume resources that might be better focused on crime
reduction issues.

The traffic officers are also often pulled to backfill patrol. It is not clear that there is a clearly
defined traffic strategy. The enforcement deployment priorities do not appear particularly strategic,
but rather based simply focused on the issuance of a specific number of citations.

Accident investigations are not given to this specialized unit. Hit-and-run investigations are
handled by sergeants and non-injury traffic accidents are referred to the station, where the desk
officer takes the information. Any future strategic planning effort should focus on defining the
mission and duties of the traffic unit.

Recommendation:
  Clearly define the mission and duties of both the Traffic Unit and the Tactical Mission Team.




Police Operations Analysis Report, Skokie, Illinois page 17
Administrative Services
The SPD Administrative Services Division is commanded by a deputy chief and staffed by one
sergeant, six authorized sworn personnel (one Sergeant’s position and one officer position are
currently unfilled) and six full-time and two part-time civilian staff members in various titles. It
should be noted that two academy officers are carried in this division in addition to permanently
personnel. This division is responsible for a wide range of administrative and logistical
responsibilities, including internal affairs, evidence and property management, training, crime
prevention and community relations, field services, fleet management, records, accreditation,
research and planning, and crime analysis.

Given the scope of responsibility and the size of the staff, the personnel assigned to the
administrative services division do an exemplary job. In general, every position has multiple areas
of responsibility and it appears as if the SPD is stretching staff beyond the point of effectiveness.
Similarly, the mix of sworn and civilian staffing in these critical positions is not aligned
appropriately. Budget and personnel demands required the SPD to assign sworn officers to
positions that should be staffed by nonsworn personnel.

Added personnel resources are necessary in each subunit of the division. The following
observations and assessment of the division should not be viewed as criticism of the current
operation. On the contrary, given the current staffing levels, the SPD is doing an outstanding job in
this area. The department relies on contemporary management techniques and adheres to the best
practices in law enforcement. However, with proper personnel resources, the SPD would be more
effective and more efficient in all facets of the administrative side of the organization, and given its
current management philosophy, will undoubtedly use these resources wisely.

In light of personnel reductions and position freezes, the SPD resorts to a unique method of
accomplishing administrative duties. Supervisors in the SPD are assigned to collateral duties and
given the responsibility for coordinating tasks and duties within the agency. Not all collateral duties
are strictly administrative, but as the agency reduced staffing the remaining personnel needed to
“pick up the slack” and take on more responsibility. On the positive side, this is a good example of
the dedication and commitment of the members of the SPD. On the negative side, taking on an
increased collateral duty workload can have the unwanted effect of distracting personnel from their
primary duties.

For example, the Investigations Commander is responsible for criminal investigations AND some
formal internal affairs investigations, as well as other administrative functions. This potentially
puts him in the inappropriate position of investigating incidents from BOTH a criminal and internal
perspective. In other words, if a member of the SPD is suspected of perpetrating a criminal act, the
commander would be responsible for both facets of the investigation. This is clearly not an ideal
situation. Our analysis of the collateral duty assignments pointed to a number of circumstances
wherein a single supervisor was responsible for managing several responsibilities at the same time.

Collateral duties have the potential to distract supervisors from their primary responsibility:
supervision. Careful attention must be paid to both the types of collateral duties assigned and the
quality of the work performed pursuant to these assignments.


Police Operations Analysis Report, Skokie, Illinois page 18
While it is commendable that the SPD engages in this creative way of managing the department
with constrained resources, it is not an optimal or preferred situation. Either the administrative
tasks go unattended, or the primary tasks go under attended, or both. It is recommended that the
SPD create greater administrative capacity to properly manage the administrative functions of the
agency and relieve supervisors from being overburdened with multiple responsibilities and
excessive collateral duties. Supervisors should be focused on their primary responsibilities.

To build this capacity it is recommended that one sergeant and either one police officer or one CSO
be dedicated specifically to administrative responsibilities. The proposed responsibilities of this
administrative unit are articulated in the subsequent sections of this report. Similarly and
consistent with other recommendations contained within this report, civilianization, or the
diffusion of administrative (collateral) duties from sworn personnel to nonsworn personnel, should
be explored. Nonsworn staff, either full-time or part-time, should be considered in several key
positions.

This division requires additional personnel resources, both sworn and civilian, and an
organizational and functional restructuring to enhance operations. The combination of these
changes will permit the SPD to build upon the outstanding work it already does. The following
sections of the report describe the functions of the administrative services division and provide
recommendations for staffing and best practices as appropriate.

Recommendations:
  Conduct a department-wide review of collateral duties and look to collapse them into
 appropriate, specific work assignments. Civilianization, or the diffusion of administrative
 collateral duties from sworn personnel to nonsworn personnel, should be explored.
  Create an Administrative unit, consisting of a sergeant, and either a police officer or a CSO to
 handle internal administrative issues. Specifically focus on removing as many collateral
 administrative duties from patrol sergeants as possible.



Communications
The village of Skokie has a joint police/fire dispatching system. It has operated this system for over
twenty years and it seems to work quite well. There are currently 18 personnel assigned to the
communications center, three of whom are supervisors. One of the supervisors is on an extended
collateral duty helping to implement the new IT system.

The Communications Division maintains a minimum staffing of two persons on Watch I, and three
persons each on Watches II and III. This includes the supervisor, which results in a minimum of
supervision as the normal routine of work (breaks, other duties) can remove an employee from the
workspace on a regular basis. On average, the division answers 245,000 calls a year, of which
approximately 20 percent are actually dispatched. Of the calls that are dispatched, 80 percent of
them are for law enforcement. In keeping with the department-wide theme that we heard, dispatch
reports that the complexity of calls has increased even though calls for service have declined.



Police Operations Analysis Report, Skokie, Illinois page 19
Communications operators perform a number of collateral duties that are related directly to being
in the new building. They are responsible for monitoring all of the interior security cameras and
managing access control. They also do a great deal of data entry.

Currently, there are demands on communications personnel that could be alleviated by greater use
of technology. For example, one of the demands on the Communications Center concerns the need
to answer all incoming calls to the department. Currently, all departmental business cards have the
main department phone number listed. When someone calls for a particular person,
communications personnel have to answer the phone and then forward it on to the individual. If the
person doesn’t answer, the voicemail system tells the caller to press “0” to return to dispatch. The
phone then rings again in the communications center and the process continues.

A solution to this issue that has been adopted by a number of agencies across the country is “direct
inward dialing.” In this system, the departmental business cards list the employee’s direct phone
number. Voicemail is personalized so that a message can be left on the employee’s phone. The
instruction to press “0” is only for urgent matters. This practice has proven to reduce the impact on
communications centers and has facilitated communication with the public in a number of agencies.

The communication operators are also affected by policies that appear to be a reaction to a specific
problem, but which sometimes have unintended consequences. For example, recently a policy was
mandated that officers were always to take a lunch break. The department tracks the number of
times that officers miss lunch. Between March 1 and August 31, 2013, there were 736 missed
lunches. One of the driving factors was perceived to have been financial. Specifically, if patrol
officers don’t get lunch, they are required to be reimbursed for the time. The result was that officers
were reportedly advised to take their lunch break, even if there were high-priority calls holding.
Another manifestation of this directive was that several officers reported being told to take a meal
break during the last one-half hour of their shift.

As discussed earlier, another directive was to mandate that if a call holds for longer than 25
minutes, a dispatcher must notify a supervisor and either send someone or authorize the call to
continue to hold. The policy was well intentioned, but the net result in some cases was to turn a
routine call into a high-priority call in order to make the 25-minute deadline.

The current methodology of tracking officer time is not serving the department as well as it might.
Officers often hold off on writing reports until the end of shift or even the next day. When they do
write the report, their time is not linked back to the original incident. Rather, they simply advise
dispatch that they are out of service. This results in an underrepresentation of how much time is
being spent on a particular case and an over-representation of time spent out of service. The call
coding process needs to be reviewed and adjusted so that it serves the department more efficiently.

Recommendations:
  Study the feasibility of utilizing a direct inward dialing system to relieve the
 Communications Division of the tasks of handling call routing and retaining messages for
 department personnel.




Police Operations Analysis Report, Skokie, Illinois page 20
  Review the call coding system to make it more informative with respect to mapping officer
 activity.



Professional Standards
Perhaps the single greatest shortcoming of the Administrative Services Division is the absence of an
integrated professional standards function. In the lexicon of police management “professional
standards” is thought to encompass the integration of the entire spectrum of human resources. In
this context, recruitment, background investigations, training, internal affairs, and discipline are
managed within the same organizational unit.

The SPD approaches these important responsibilities essentially by committee. It is important to
note that the current situation is not by design, but by necessity. The SPD has a wide array of “best
practice” policies and procedures in these areas, but lacks sufficient personnel resources to perform
these duties effectively. The current state of affairs in the SPD indicates that the personnel assigned
are doing the best they can, given the limited resources, are keenly aware of this shortcoming, and
are fully capable of establishing a comprehensive and integrated professional standards component
in the department.

For example, one sergeant in the SPD is responsible for internal affairs, training, and all the
remaining administrative tasks in the department. In particular, the internal affairs function is
coordinated by the administrative sergeant, with the actual investigations conducted by the
commander in charge of the criminal investigations division. Yet another commander is responsible
for the administration of the Safety Board. Similarly, the training function is coordinated by the
same administrative sergeant with the assistance of a police officer, but four additional sergeants
are involved in the management of training: one sergeant coordinates the Field Training Officer
program, one sergeant is the lead instructor on response to resistance and excited delirium, one
sergeant is the lead on the VirTra simulator and Taser training, and yet another sergeant is in
charge of the firearms range. It is a testament to the professionalism of these individuals that the
training function in the SPD works as well as it does; however, this is not an efficient and effective
management of this critical function.

The following discussion focuses on each individual component of professional standards in the
SPD. The conclusion is that these responsibilities need to be centralized under one commander and
personnel resources need to be added to support the mission of professional standards. In general,
the desired state of professional standards in the SPD should feature a seamless integration of
recruitment, background investigations, training, internal investigations, and discipline.

Recommendation:
  Centralize professional standards functions under one commander and add or provide
 personnel resources to adequately support the office.




Police Operations Analysis Report, Skokie, Illinois page 21
Training
The training unit in the SPD is staffed by one police officer, and coordinated by the administrative
sergeant. The role of the training officer appears largely administrative. In addition to instruction
during quarterly training, the general duties and responsibilities revolve around coordinating
participation and attendance, maintaining training records, and overseeing the budget. The training
officer is a hardworking and dedicated police professional, but needs additional resources to fulfill
the training needs of the department.

The unit has an annual budget of approximately $90,000. This budget is used to support
membership in the North East Multi-Regional Training (NEMRT), the Northeastern Illinois Public
Safety Training Academy (NIPSTA), as well as tuition and travel reimbursement for training and
education received by SPD personnel.

The SPD makes excellent use of membership in these organizations and officers are regularly
scheduled to attend training at these venues in addition to their regularly scheduled training
classes. In 2012, SPD personnel, both sworn and civilian, attended 13,320 hours of training. This
represents an average of approximately 93 hours of training for each individual. Although this total
figure includes the regular and frequent training for SWAT and canine officers, it still represents an
impressive amount of average training hours per person. It also appears that 2013 will have a
similar level of participation. As of September 11, 2013, SPD personnel received 10,605 hours of
training, a pace that will surpass the 2012 level.

Notwithstanding the robust participation in training courses, anecdotal reports by SPD personnel
indicate that there is a growing pattern of scheduled training courses being cancelled by
operational supervisors due to staffing shortages. Training records indicate that more than 1,000
hours of training have been cancelled in the first nine months of 2013. This represents
approximately 10 percent of the training hours scheduled. At first glance this does not appear
problematic; however, the contention is that the cancellation of training is getting more frequent,
therefore casting a pall over officers requesting training. In other words, it is perceived that
approved training may be cancelled anyway, so it is better not to request it in the first place.

Recruit officers receive 440 hours of academy level training. After graduation, officers receive an
additional three to four weeks of entry-level training to orient them to SPD policies and procedures.
After successfully passing these phases, an officer graduates to field training, which lasts twelve
weeks. The Field Training Officer (FTO) program is managed by a sergeant in the patrol division,
and this individual is responsible for the administrative assignment and evaluation of officers and
FTOs in this program.

A major component of the services provided by the SPD is in-service training—ongoing
professional training for non-probationary uniformed personnel. This training consists of
instruction on core topics that require continuous refreshing and/or recertification—such as
vehicle operation, tactical and firearms proficiency qualifications, Taser, and less-than-lethal
force—as well as new training programs addressing emerging issues. Illinois law mandates
firearms training one time per year, and officers in the SPD receive this training at least two times
per year with the encouragement to use the indoor firearms range at least once per month. The



Police Operations Analysis Report, Skokie, Illinois page 22
firearms range supervisor is assigned to patrol and works a rotating schedule, which constrains
range access.

The SPD also possesses a VirTra combat/firearms simulator. It is only one of two law enforcement
agencies in the state of Illinois to have this equipment. The VirTra simulator uses state-of-the-art
technology, and its use demonstrates the department’s commitment to providing the highest
quality of training possible. The tool provides invaluable experience to police officers and develops
lifesaving skills while delivering cost savings in terms of savings on ammunition and travel. The
simulator uses five screens (300 degrees) of wrap-around viewing to provide a realistic training
platform. The equipment also allows the operator to access thousands of possible scenarios that
challenge officers to make tactical decisions in a controlled environment.

In-service training also includes quarterly training days required for all members of the
department. Topics presented in these sessions include such things as response to resistance (use
of force), CPR and defibrillator use, first aid, blood-borne pathogens, etc. These sessions are
delivered “in-house” by certified instructors and based upon well-developed lesson plans. In
addition, the SPD utilizes “roll-call” training. Time at shift change is used to provide an
informational briefing for officers on issues and events. “Training Bulletins” are prepared by the
training officer and delivered at roll call by the supervisor. Inspection of the training records
indicates approximately a total of 538 hours of roll-call training conducted in the past year; training
encompassed numerous topics. Roll call is an opportune time to introduce short training topics
identified by the department to address operational and administrative deficiencies in a timely
fashion.

The SPD also demonstrates a commitment to supervisory and leadership training. Senior executives
attend the FBI National Academy in Quantico, Va., and the Northwestern University Police Staff and
Command College. Upon promotion, sergeants receive two weeks of supervisory training, and all
supervisors are encouraged to participate in commercially available supervision courses offered in
the area. In 2012, SPD supervisors logged more than 1,184 hours of supervision/management
training over 148 days. Courses range from Dale Carnegie’s “How to Win Friends and Influence
People” to “High-risk management for law enforcement executives.”

All training is documented and recorded by the training officer. This is an important protection for
the agency in relation to training-based liability claims. The training officer was able to produce an
individualized record of training on request. Also, the training attendance of the entire department
is meticulously maintained and organized.

The SPD should seek to increase the capacity of the training function. Currently, the department
does a very good job providing training opportunities. This is clear by the amount and frequency of
training courses taken by SPD personnel each year. Additionally, the training facilities of the SPD
are first-rate. The firearms range, VirTra simulator, and training classrooms are state-of-the-art.
These facilities can be used to host training programs offered by outside groups. However, one
training officer does not have the ability to develop this capacity. It is recommended that a training
unit be established and staffed with one sergeant, one officer, and one civilian administrative
assistant. The unit would be responsible for the following:




Police Operations Analysis Report, Skokie, Illinois page 23
  Instructor and curricula development.
  Creation of the SPD training plan. A training plan is a forward-looking strategic approach to
 training, and should have goals and objectives linked to the strategic plan of the
 department. The plan should identify problem areas in the department that can be
 remedied by training, along with training programs that should be developed or outside
 programs, to address these problems.
  Assignment as a permanent member of the Safety Board. This would allow the training unit
 to review all use of force incidents, department motor vehicle accidents, and other critical
 incidents to identify training solutions.
  Centralizing training duties and responsibilities. The responsibility for the firing range and
 VirTra simulator could be shifted to the training unit for better coordination of these
 resources as well as freeing operational supervisors to perform their core duties.
  Coordinating with operational supervisors to formulate individual and unit-level training
 plans.

By creating a distinct training unit with a sergeant in charge several things are possible. It would
allow SPD training to evolve from a conduit for training courses outside the department to one
where the design (curricula and instruction) are tailor-made for SPD personnel. The SPD would be
able to develop a “sense and respond” capacity to identify issues and formulate training solutions in
a timely manner.

Recommendations:
  Make greater use of roll-call training to provide 10 to 15 minute blocks of time for regular
 communication and training.
  Establish a training unit and staff it with one sergeant, one officer, and one civilian
 administrative assistant.


Internal Affairs
Internal Affairs in the SPD is managed through the coordination of the commander in charge of the
criminal investigations division and the administrative sergeant. On the SPD organizational chart,
internal affairs is a distinct subunit of the chief; however, staffing reductions required that the
duties and responsibilities in this area be shared by the commander and sergeant. This is not an
ideal situation and steps should be taken immediately to designate one ranking supervisor to be
responsible for internal affairs. According to policy A-13 in the SPD Policy and Procedure Manual,
the responsibility for internal affairs rests with the Director of Training. Under the professional
standards model, however, the responsibility for internal affairs should be shifted to a sergeant
who reports to the commander in charge of professional standards.

Inspection of internal affairs records since 2010 indicates a timely and efficient internal affairs
process. Table 1 presents data on the 84 cases received during this time period.




Police Operations Analysis Report, Skokie, Illinois page 24
TABLE 1: Internal Affairs Cases, 2010-Present
 % of Avg.
 No. of Citizen Not Cases Days
 Year Cases Initiated Unfounded sustained Exonerated Sustained Sustained Open
2010 24 2 0 4 2 18 75 23
2011 17 7 2 0 6 9 53 15
2012 29 4 1 1 4 23 79 22
2013
 14 (3
(as of 1 1 0 1 9 82 35
 open)
Sept)
 Total 84 14 4 5 13 60 71.4 23


As the table indicates, the SPD receives an average of about 22 internal affairs cases each year, with
approximately three to four cases each year originating from the public. Of the 84 total cases, 60 of
them, or 71.4 percent were sustained by the department. This indicates an aggressive stance
towards misconduct and holding officers accountable for their behavior. The most common penalty
is written reprimand, with more than half of the sustained cases receiving this disposition. The SPD
also investigates cases expeditiously, closing cases in 23 days on average. It is clear that the SPD
does an exemplary job responding to reports of misconduct once they happen.

The policy governing complaints against SPD employees is section A-13 “Internal Affairs” in the SPD
Policy and Procedure Manual. Inspection of the policy indicates a well-articulated process
describing the reporting and investigating procedures, the rights of employees, records
management, and disciplinary outcomes. A noticeable shortcoming, however, is that the policy does
not appear to provide a process whereby citizen complainants are notified of the dispositions of
their cases. ICMA recommends a formal written notification to citizen complainants at the
conclusion of an SPD internal investigation.

It appears from the policy that disciplinary findings are to be published as statistical summaries in
the department’s annual report. Inspection of the three previous annual reports indicates that these
data are present. Consideration should be given to disseminating brief synopsis of cases within the
department; this would help make officers aware of potential areas of misconduct and the penalties
associated with unacceptable conduct. Similarly, consideration should be given to creating a
disciplinary matrix to standardize investigations and disciplinary outcomes.

The SPD accepts complaints from the public in various ways. The village website has a “button” to
register a comment, complaint, or concern, which is routed to the SPD as appropriate. In addition,
citizen complaints are accepted via email, letter, phone, or in person. All complaints are recorded
and initial investigations are done by the recording supervisor. Nonserious complaints are
forwarded to the subject officer’s supervisor, and serious complaints are forwarded to the
commander of the Investigations Division. It is recommended that this policy be revisited and that
the Investigations Division commander be relieved of the responsibility for investigating serious
complaints.


Police Operations Analysis Report, Skokie, Illinois page 25
Review of response to resistance (use of force reports) is conducted by the Safety Board. The Safety
Board is governed by SPD Policy and Procedure Manual A-17, and is comprised of a commander, a
sergeant, and a police officer. The current chair is a commander assigned to patrol as a watch
commander. In 2012, the Board analyzed 23 response to resistance cases. This was a three-fold
increase from the previous year. Beginning in 2012, the SPD began including control-holds and
incidents where a weapon was pointed at a person in the reviews, and these incidents accounted
for the increase in cases under review. The utilization of the Board and the expansion of its purview
in 2012 demonstrate the SPD’s desire to have a professional department and appropriately manage
the use of force in the community.

The policy governing “response to resistance” can be found in SPD Policy and Procedure Manual
section A-15. Any employee who utilizes a physical response, less-than-lethal weapon, or deadly
force shall notify the Watch Commander as soon as practical. The Watch Commander will ensure
that a written report and a Response to Resistance Form are submitted to the Chief of Police within
24 hours. One of the noticeable shortcomings to this procedure is that officers are required to
prepare their own forms documenting the incidents.

In lieu of officers preparing these documents, it is recommended that a supervisor be notified,
respond to the scene, conduct the preliminary investigation, and complete the necessary forms.
Additionally, the Response to Resistance Form, required to be forwarded within 24 hours, has
captions requesting information on whether or not the officer followed policy or was the response
reasonable to the incident. Oftentimes, investigations into the police use of force are complex and
long-term. It would be impossible for a supervisor conducting a preliminary investigation to make
these conclusions. It is recommended that investigations of this type be forwarded to internal
affairs for follow-up investigation, with the results presented to the Safety Board for review. It is
also recommended that these reports avoid “boilerplate” language and “check-off” boxes to
document incidents. Lastly, the policy could be strengthened with language regarding “de-
escalation,” advising officers to consider alternative options to achieve successful resolutions of
critical incidents.

The SPD utilizes a “personnel early warning system” (PEWS) to monitor and remedy problematic
behavior. This procedure is found under section P-24 of the SPD Policy and Procedure Manual. It
lists ten criteria for inclusion in the program (IA complaints, police traffic crashes, use of force,
performance, etc.). Deputy Chiefs in each division are responsible for reviewing personnel in the
PEWS and overseeing the overall management of the officers entered into the program.

Section A-71 of the SPD Policy and Procedure Manual details the department’s policy on bias-based
policing. The policy articulated in this area demonstrates the SPD’s commitment to professional
policing and incorporates an excellent integration of problem identification, training, discipline,
oversight, and reporting. The SPD delivers traffic stop and traffic ticket data to Northwestern
University for review to ensure the department adheres to this policy. In addition to traffic
stop/ticket data, ICMA recommends that “Terry Stop” data be recorded and monitored as well.

The department has a clear policy regarding sick leave, which provides for a physician’s
documentation, investigations, and possible home visits, when necessary. Over the last three years
average sick leave has been 6.3 days per sworn officer, and 6.6 days per civilian.


Police Operations Analysis Report, Skokie, Illinois page 26
Field supervisors are required to audit and review audio and video recordings of officers on patrol.

The above discussion presents a well-designed internal affairs policy. The obvious strength and
weakness of the overall internal affairs function is that it is diffused throughout the organization.
On the positive side, engaging numerous levels, units, and individuals in the process raises
awareness and fosters acceptance and implementation of professional police practices. On the
negative side, however, distribution of responsibilities throughout the department can create a
“silo” effect, where important parts of one process are missed by other areas.

The SPD is not so large that the possibility of issues going unaddressed is likely, but centralizing the
oversight of these processes would contribute to the department’s overall success. For example, the
Safety Board and PEWS are managed by different commanders. Instilling a common element to
these administrative functions would more closely link the oversight, management, and
remediation potential than they would otherwise have on their own.

ICMA, therefore, recommends that a dedicated sergeant position with the responsibility for internal
affairs be created. The internal affairs sergeant would report to the professional standards
commander and be responsible for coordinating the SPD internal affairs function. This position
would undoubtedly enhance the professional policies and procedures already in place in the SPD.

The internal affairs sergeant should develop a system for routinely engaging in random audits and
inspections of units, equipment, department records, etc., including random inspection of audio and
video recordings from officers on patrol. For example, there could be random selection of ten
accident reports and ten evidence receipts to review them for accuracy and completeness and to
ensure that proper procedures were followed. The office of professional services/internal affairs
should also perform periodic reviews of K9, traffic, and other individual units.

Recommendations:
  The department should create a position of internal affairs sergeant. This sergeant would be
 responsible for the overall management and administration of:
 ○ The Safety Board
 ○ PEWS
 ○ Misconduct complaints
 ○ Training on internal affairs policies and procedures
 ○ Sick leave management
 ○ Discipline
 ○ Bias-free policing.
  The internal affairs sergeant should develop a system for routinely engaging in random
 audits and inspections of units, equipment, department records, etc., including random
 inspection of audio and video recordings from officers on patrol
  Civilian complainants should be notified in writing of case dispositions.




Police Operations Analysis Report, Skokie, Illinois page 27
  Disseminate findings and penalties associated with disciplinary cases, both inside the
 department and in the annual report.
  The policy and procedure governing “response to resistance” incidents should be altered so
 that a supervisor leads and conducts the preliminary investigation, complex cases should be
 forwarded to internal affairs for follow-up investigations, and results should be presented
 to the Safety Board for review.



Records Management
The SPD Records Unit is staffed by four full-time clerks and one part-time clerk. The unit is also
supported by volunteers who work a total of approximately 90 hours per month. The unit
supervisor position and one part-time position were vacant at the time of our site-visit.

The department utilizes a records management system known as OSSI, which is supplied by
Sunguard. This is a new RMS system implemented in April 2013. The transition to OSSI is creating
backlogs and delays as the staff adjusts to the new system. The system features numerous modules
purchased by the SPD; in time these will provide added value to the records management system
function of the department.

The Records Unit is responsible for the following functions:

  Warrant preparation, cancelation, and validation
  Subpoena processing
  Storing court files
  Checking for the accuracy and completeness of arrest paperwork
  Processing of Illinois Secretary of State forms
  Background and clearance checks
  Abandoned vehicle process
  Tow slips
  Administrative hearing packages
  Alarm database
  Ticket processing
  Expunging of criminal records
  Expunging of local ordinances
  Freedom of Information (FOI) Act requests
  Processing handbill permits
  Reviewing reports (incident reports, crash reports, etc.)


Police Operations Analysis Report, Skokie, Illinois page 28
  Keg tags
  Requests for reports.

The unit often backfills the front desk during business hours and performs numerous other
administrative assignments as directed. This unit processes hundreds of documents and records
each day, and is expected to perform a wide array of functions. Information presented by the SPD
indicates that position vacancies and the transition to OSSI are creating backlogs in most areas of
operation. For example, one communications supervisor has been detailed full-time to help with
implementation of the new system.

In addition, it appears that many tasks performed by the Records Unit could be further automated
and/or be performed by another unit in the department. For example, the unit dedicates a
substantial amount of time to processing tickets. Hand-held technology exists that would
completely automate this process and relieve the entire administrative burden from the unit. Also,
FOI requests could be shifted to the community relations unit for processing. Similarly, vehicle-
related records management duties could be shifted to a vehicle/fleet coordinator.

It does not appear that routine data audits are conducted, nor is a there a system for quality control
review in the Records Unit. It is beyond the scope of this study to perform a task analysis for the
Records Unit; however, it appears one is necessary. It is recommended that the vacant supervisor
position be filled immediately, and this individual, in coordination with the deputy chief for
administrative services, conduct a task analysis for each component of the unit. The aim should be
to shift administrative work to the appropriate unit where possible, and further assess the
workload and staffing needs.

Recommendations:
  Fill as soon as possible the vacant supervisor position in the Records Unit.
  Conduct a thorough task analysis of Records Unit operations to eliminate unnecessary tasks.
  Conduct a quality control review of both data entry and prepared reports



Identification and Property
The Identification and Property Unit is staffed by one police officer and one Community Service
Officer. The unit’s area, like the rest of the physical plant, is well designed and equipped. The
property storage facility consists of approximately 1,500 square feet of storage space that utilizes
high-density shelving. The entry to the property room is appropriately secured and controlled.
Access can only be obtained by the unit personnel and an alarm system link to the communication
center is in place. Appropriately, the ICMA site-visit team was required to sign in and out of the
facility. The unit relies on the Illinois State Police lab information system for property management
and bar codes to label and track property stored through the OSSI records management system.

This unit is responsible for the management of physical, photographic, digital, and forensic
property and evidence that comes into custody of the SPD. This includes intake, transport, storage,


Police Operations Analysis Report, Skokie, Illinois page 29
destruction, and disbursement of thousands of items each year. The 2012 annual report of the unit
indicates that almost 2,900 new cases representing more than 6,600 items were processed in 2012.

In addition to property management, the unit is also responsible for processing subpoenas;
expunging of documents processed by the Records Unit; providing fingerprinting services to the
public; processing licenses for cab drivers, solicitors, etc.; supply maintenance for the headquarters
facility and evidence technicians; emptying the “drug drop box” in the lobby; as well as backfilling
other administrative positions in the department as needed.

An additional responsibility of this unit is the processing of video and digital evidence required by
officers for presentation in court. In 2012, more than 1,100 cases required photo/video evidence
processing. This is a time-consuming task and with the continued growth of video technology and
the use of this technology in the court process, the workload of the unit in this area will likely
increase. In addition, the SPD maintains thousands of paper-based records and files that should be
archived using digital technology. The department does not have the resources to address this need
now, but should consider digital media as a way of storing records of all forms.

The SPD conducts quarterly and annual inspections of the property facility. During the quarterly
inspections an independent supervisor inspects the security of the facility and randomly selected
property involving drugs, firearms, jewelry, and currency. The annual inspection involves a larger
random sample of property and is conducted by a separate supervisor. Although regular
unannounced inspections of the property are commendable, the property room has not been
subject to a rigorous inventory in recent years. This is a major shortcoming of the operation and
consideration needs to be given to conducting a complete and thorough inventory of the property
room as soon as practical.

The identification and property function in the SPD is administrative in nature. The members
assigned to the unit are hardworking and conscientious. However, like many other facets of the
Administrative Services Division, they are pulled in many different directions and struggle to keep
up with the day-to-day requirements of their core function. There are several options that the SPD
should consider to enhance the operations of this unit.

In its basic administrative role, this unit does not require sworn personnel. If the current
administrative approach is maintained, the sworn officer assigned to this unit should be redeployed
to another function in the SPD and replaced with an additional CSO. Many departments around the
U.S., however, are integrating the evidence collection function and the evidence management
function and staffing this function with properly trained evidence/forensic technicians.

Currently, the SPD relies on patrol officers and detectives to process crime scenes and collect
evidence. An alternative approach would be to transform the mission of this unit from a strictly
administrative position (current state) to an operational support role. This new role would involve
evidence collection AND management. In this capacity the involvement of a sworn officer would be
instrumental in processing crime scenes, providing training and support to operational personnel,
and facilitating the transfer of evidence/property through the court process and ultimately to the
owner.




Police Operations Analysis Report, Skokie, Illinois page 30
In addition, the SPD assigns the supervision of evidence technicians as a collateral duty to one of the
patrol sergeants. This sergeant could be tasked with developing the combined program and
working with the unit officer to identify the staffing and training necessary to evolve from an
administrative posture to an operational support role. This approach is not possible, however,
under the current circumstances because the personnel assigned to the unit are burdened with too
many administrative responsibilities.

Recommendations:
  Maintain the administrative posture of the Identification and Property Unit as currently
 deployed and explore the opportunity of integrating the evidence collection and
 management function.
  Fully staff the Identification and Property Unit with nonsworn personnel and provide
 appropriate training in criminalistics and information technology.
  Conduct a comprehensive inventory of the property room.
  Reassign “non-property” related functions to other administrative personnel in the SPD.



Crime Prevention and Community Relations
The crime prevention and community relations unit is staffed by two police officers who are
supervised by the administrative sergeant. The unit’s focus is on the development and maintenance
of programs in three key areas: crime reduction initiatives, service to the organized community,
and public information. The scope and breadth of their work is nothing short of impressive.

The officers assigned to the unit have six and eleven years of experience, respectively, in this
assignment and have attended numerous training programs on residential and commercial
security, lighting, and crime prevention through environmental design (CPTED). In the area of
crime reduction, the SPD participates in the following organized programs:

  National Night Out.
  Hazard Card interviews.
  Neighborhood Watch – Currently, the unit coordinates block-watch activities with 216
 blocks representing 6,480 households. A map of the blocks covered in Skokie reveals a wide
 and even participation in this program. Officers are diligent in signing up new blocks, both
 residential and commercial, but are struggling to maintain meaningful contact with all of the
 participants.
  Security Surveys – Officers estimate residential, commercial, and religious institution
 security surveys are conducted approximately 60 times per year. This is an important area
 to focus crime prevention efforts. There has been a 23 percent reduction in burglary over
 the last five years and this program is undoubtedly partly responsible for that reduction.
 The SPD averages approximately 350 burglaries each year (over the last five years).




Police Operations Analysis Report, Skokie, Illinois page 31
 Research shows that burglaries tend to occur more than once at the same locations and this
 would be an opportunity to focus security surveys on locations victimized in the past.

In the area of providing services to the organized community, the SPD participates in the following
programs:

  Citizens police academy.
  Citizens police academy alumni association.
  Explorers program – There are currently fourteen active Explorers in the program.
  Triad – This is a program designed to increase the lines of communication between the SPD
 and the senior community.
  Park district liaison – A program to provide training and contact with park monitors.
  Crossing guards – A recently hired part-time employee coordinates the 37 crossing guards
 assigned in Skokie.
  Bicycle helmet citation follow-up – The officers send written notification and attend court
 when necessary on citations issued to youth for not wearing bike helmets.
  Community presentations – The officers make approximately 50 presentations each year to
 various community groups in the area of public and personal safety and crime prevention.
  Sundry other activities that deal with interaction with the organized community, including
 station house tours, special events planning, child safety seat installations, parking
 enforcement, animal complaints, etc.

In general, departments the size of the SPD do not have a dedicated position of Public Information
Officer (PIO). Typically, the PIO duties are performed by an individual who works closely with the
chief of police, has a good understanding of media and community expectations, and is an effective
communicator. In the SPD, these duties largely rest with the crime prevention and community
relations unit, and this unit does an excellent job providing important information to the
community. Inspection of the public information outlets used by the SPD reveals a wide range of
media and an impressive amount of information disseminated. It is clear that the SPD values
providing current and critical information to the public and should be commended for its efforts in
this regard. The SPD participates in numerous avenues of public information coordinated by this
unit:

  Community alerts – Notifications to the organized community about emerging crime trends
 or important police issues.
  Special bulletins – Summaries of crime reports and arrests occurring in Skokie.
  Email blasts – Informational articles written periodically (approximately every two weeks)
 on a subject of importance.
  Quarterly newsletter.
  NIXLE – Web-based media outlet. SPD prepares and distributes messages to the local media.



Police Operations Analysis Report, Skokie, Illinois page 32
  Development and distribution of brochures and pamphlets.

The area of public information is a critical one. The access and use of instant means of
communication is evolving the way police departments communicate with the public. The public
expects information rapidly, but departments are often not in a position to meet that expectation.

Social media (Facebook, Twitter, etc.) is rapidly outpacing the ability of the police to provide
information. A social media policy essentially uses available social media outlets to develop ongoing
and two-way communication with the public about emerging events. This benefits the police by
using social media for public relations, crime prevention, and criminal investigation. Police
departments around the country are leveraging social media to their advantage. The SPD should be
commended for its efforts in this area.

Inspection of the department’s Facebook page reveals an active and informative presence. The
assorted alerts and bulletins mentioned above are posted to the SPD page and provide Facebook
users with a wealth of information about police activities in the community. This is not only useful
in disseminating information about crime prevention and public events, but it would also be useful
in receiving and developing information for the department regarding criminal intelligence and
public opinions.

Investigative units rely on social media to develop intelligence and informants, gather digital
evidence on past crimes as well as gangs, drugs, and guns, and identify the locations of flash-mobs,
demonstrations, and protests in the community.

At the same time, social media can also present problems for departments where work and
personal worlds collide. Departments need to balance the rights of individuals to post information
with the need to protect the image and integrity of the department. Derogatory information posted
by officers (photos, profanity, etc.) can jeopardize criminal prosecutions, and work-related “gossip”
can disrupt employee morale.

The Social Media the Internet and Law Enforcement (SMILE) conference supports and encourages
the use of social media as a means of improving law enforcement and engaging the community. The
fundamental concept of this organization is to develop social media as a tool to improve policing
and prepare departments to avoid the negative consequences associated with social media. It is
recommended that the SPD create a committee, made up of members of the police department,
other village departments, and community members, to develop a formalized social media policy.

Examination of the operations of the crime prevention and community relations unit indicate that it
shares a common bond with other administrative functions in the department. This unit is
performing an impressive amount of work and responsible for a large number of programs and
services. This unit is also understaffed and a dedicated supervisor assigned to the unit would
enhance performance greatly.

Assigning a sergeant supervisor to this unit would allow the officers to apply sharper focus to the
programs already being implemented. They are currently pulled in too many directions and not
able to maximize performance in any one area. The sergeant could be instrumental in developing



Police Operations Analysis Report, Skokie, Illinois page 33
the social media policy discussed above and act as the primary PIO for the department. The
sergeant could also be responsible for liaison with operational units in the department to drive
crime prevention programs tailored to address emerging crime trends.

Recommendations:
  The SPD should create a committee, made up of members of the police department, other
 village departments, and community members, to develop a formalized social media policy.
  Add a sergeant to the crime prevention and community relations unit to supervise and
 coordinate unit functions.



Miscellaneous
ICMA thoroughly reviewed the department’s current use of force policy, as well as the means used
to disseminate it, monitor it, and to train sworn members of the department as to its contents and
related practices. The policy was last revised on May 9, 2012.

Recruitment and Background Investigations
Entry-level employment in the SPD requires that a candidate be at least 21 years of age but less
than 35, have at least 60 college credits or military experience, and reside in either Cook, Lake, or
DuPage county. Prospective candidates must undergo a series of written, fitness, and polygraph
tests, and thorough character investigation. Eligible applicants are also screened by the police
commission prior to investigation and employment. The department is required to maintain an
active list for police applicants and the village manages the testing process. No issues with
recruitment, retention, or attrition issues were reported.

However, one shortcoming in the process is in the area of background investigations. Currently,
these investigations are forwarded to commanders in the SPD, and are then delegated to sergeants.
The SPD would be better served centralizing this function. Undoubtedly the current process exists
because the SPD lacks personnel to commit to this function and thus resorts to a distribution of
casework. However, it is recommended that this responsibility be shifted to the professional
standards division once it is formed.

Accreditation
The SPD has earned accreditation from both the Commission on Accreditation for Law Enforcement
Agencies, Inc. (CALEA) and the Illinois Law Enforcement Accreditation Program (ILEAP). The SPD
earned reaccreditation from CALEA in October 2010 and was selected as a “flagship” agency at that
time. A flagship agency designation is given to superior performing agencies during the
accreditation process. The SPD also earned a “meritorious” award signifying more than 15 years of
continuous accredited status. The SPD earned accreditation from ILEAP in January 2012 and
performed equally well during that process.




Police Operations Analysis Report, Skokie, Illinois page 34
The accreditation processes recognize SPD as an outstanding organization. The development,
implementation, and maintenance of policies and procedures in the SPD are outstanding. This
process undoubtedly contributes to this fact.

Management Information Systems
The village assigns an MIS specialist to the police and fire departments, and also provides support
through village MIS staff. This position is intended to be split evenly between the departments and
assist in the maintenance of existing systems and peripherals as well as developing new projects
the agencies require. While the centralization of MIS personnel within the village is sound practice,
the current one-half of an employee assigned to the SPD is not sufficient to meet the MIS needs of
the department.

The current MIS specialist is responsible for the maintenance and upkeep of over 200 machines and
their operating systems. This translates into handling approximately 15 call/tickets per day, daily
maintenance and backup of systems, troubleshooting, training, and software development. It is an
enormous task for a part-time employee. The irony here is that the SPD has invested millions of
dollars in acquiring state-of-the-art equipment, but does not have the resources to support this
equipment. In fact, there is newly purchased equipment sitting idle because the department does
not have adequate resources to utilize it.

Additionally, other MIS needs of the SPD are not being met. There is a long list of programming
demands (asset/inventory management, video conferencing, e-commerce and social media,
investigations/case management/forensics, personnel management) that are in need of
development. For example, the “Daily Absence Report” used to track employee absences is
handwritten and processed manually through the chain of command. This process, with the proper
application of programming and training, can be completely automated, thus yielding improved
efficiency and accuracy. However, the day-to-day maintenance and support issues facing MIS
personnel preclude the development of this type of system or any other for that matter.

Research, Planning & Special Projects
The research, planning, and special projects capacity of the SPD is outstanding. The new police
facility presents a concrete display of the high-function planning process at work. The new
headquarters facility is in a renovated 80,000 square-foot bottling factory, which is now a state-of-
the-art police facility. It is also an L.E.E.D. (Leadership in Energy and Environmental Design) gold-
certified building that combines energy efficiency and a well-designed and functional workplace.
Every conceivable amenity appropriate for police operations seems to have been accounted for
during design and construction of this facility, which was completed on-time and on-budget.

The SPD centralizes research and planning under the Chief of Police, with strong stewardship by
the assistant to the chief. Special projects, grant writing, budget, planning, and policy analysis are all
coordinated. This level of coordination leads to the intelligent acquisition and implementation of
equipment and resources for the SPD. This model should be utilized for other facets of the
department’s operations.




Police Operations Analysis Report, Skokie, Illinois page 35
Field Services
The SPD staffs a position known as Field Services Coordinator with a full-duty police officer. This
officer is assigned to the hundreds of tasks necessary to support the smooth and efficient running of
a modern police department. This officer is responsible for ordering, purchasing, and inventorying
all supplies and equipment, in addition to overseeing the cleaning and maintenance of the entire
facility. This is a critical and essential function that should be filled by a trained and qualified
civilian member of the SPD.

Fleet Management
Fleet management in the SPD is coordinated by a full-duty police officer. The SPD has 58 vehicles
(cars, trailers, light towers, etc.) in its fleet and all maintenance is performed by the village of
Skokie. This officer is responsible for scheduling vehicle maintenance, repair of damaged vehicles,
and maintenance of all the equipment deployed in the vehicles (radio, video, MDB, radar, fire
extinguishers, etc.).

The assignment of a full-duty sworn police officer to this position is not warranted. It is a full-time
position, but it should be filled by appropriate civilian personnel. In addition, the duties and
responsibilities of this position could be expanded to support the vehicle management functions
performed by the Records Unit related to towing and recovery of abandoned autos.

Crime Analysis
The department lacks a robust crime analysis function. Currently, crime analysis duties are
performed part-time by a civilian member of the criminal investigations division. Although the
command staff regularly reviews crime reports, a more deliberate and coordinated process is
recommended. The SPD should have a dedicated full-time crime analysis and intelligence position.
This sworn position would be responsible for analyzing crime reports, identifying patterns and hot-
spots, developing intelligence on gangs and recidivist offenders, and establishing liaison with other
law enforcement organizations in the area, including the Department of Corrections.

Recommendations:
  Shift to the office of professional standards, once it is constituted, responsibility for
 background investigations of candidates.
  Add a full-time MIS position to the current personnel allotment to the SPD to better support
 computer and systems operations in the department.
  Fill the Field Services Coordinator position with a civilian employee; reassign the sworn
 officer in the position to other law enforcement functions.
  Assign a civilian member of the department to the position of Fleet Coordinator and
 reassign the sworn officer in the position to other law enforcement functions.
  Assign a sworn member of the department as the crime analysis and intelligence officer.




Police Operations Analysis Report, Skokie, Illinois page 36
Workload and Staffing Analysis
The SPD provides the community with a full range of police services, including responding to
emergencies and calls for service (CFS), performing directed activities, and solving problems. The
SPD is a service-oriented department that provides a high level of service to the community.

Demand
Table 2 presents the main categories of calls for service that were handled by the SPD from
January 1, 2012, to December 31, 2102. During this 12-month period SPD officers were dispatched
to 38,712 calls, an average of approximately 106 calls per day.

To evaluate the workload demands placed on the SPD, it is useful to examine the number of calls for
service (CFS) received from the public in relation to the population size. As noted, the SPD handles
nearly 39,000 calls per year. With a population estimated to be approximately 65,000, this
translates to about 600 CFS per 1,000 residents. While there is no accepted standard ratio between
calls for service and population, ICMA studies of other communities show a CFS-to-population ratio
ranging between 400 and 1,000 CFS per 1,000 persons per year. Lower ratios typically suggest a
well-managed approach to CFS. Although the value of 600 CFS/person/year indicates that SPD call
volume is managed effectively, additional steps can be taken to triage the calls more efficiently,
which would likely result in a decrease in the volume of CFS to which officers respond.




Police Operations Analysis Report, Skokie, Illinois page 37
TABLE 2: SPD Calls for Service by Category
 Police-initiated Other-initiated
 Units Units
 per per Total
 Category Calls Call Minutes Calls Call Minutes Calls
 Accidents 165 1.8 80.7 1,747 2.1 77.8 1,912
 Alarm 204 2.4 19.4 2,524 2.3 18.8 2,728
 Assist other agency 187 1.3 26.3 2,045 1.7 27.2 2,232
 Check/investigation 308 1.5 28.8 2,267 1.8 28.5 2,575
 Crime–persons 90 2.2 107.7 1,139 3.1 75.5 1,229
 Crime–property 156 1.9 82.0 1,587 2.3 86.2 1,743
 Disturbance 54 2.4 45.8 2,691 2.4 20.8 2,745
 Miscellaneous 297 1.6 35.1 2,314 1.8 34.2 2,611
 Ordinance
 34 1.5 42.4 269 1.6 31.6 303
 enforcement
 Parking enforcement 234 1.1 25.7 1,332 1.2 19.8 1,566
 Prisoner–arrest 456 1.8 115.1 175 2.1 119.1 631
 Prisoner–transport 67 1.3 105.4 141 1.5 104.4 208
 Suspicious person/
 533 1.7 19.2 4,099 2.2 19.7 4,632
 vehicle
 Traffic service 12,179 1.0 11.5 1,418 1.4 18.1 13,597
 Total 14,964 1.1 18.9 23,748 2.1 35.3 38,712
Note: We removed three calls with inaccurate busy times. The information is limited to calls and excludes all
events that show zero time on scene. A unit’s occupied time is measured as the time from when the call was
received until the unit becomes available. The times shown are the average occupied times per call for the primary
unit, rather than the total occupied time for all units assigned to a call.

ICMA’s experience indicates that without effective management, the 911 system can become a
catch-all for community demands. Being open 24 hours a day, 365 days each year, 911 is often the
“go-to” resource for community concerns. If not properly managed, this can result in the misuse or
ineffective deployment of valuable police resources. The data indicate that the SPD is screening
calls to limit police response. Therefore, while it appears that CFS are being managed appropriately,
perhaps the SPD should take a closer look at the calls actually being dispatched to see if they can be
screened even more aggressively. Several recommendations will be offered to manage this call
volume more effectively and make better use of available patrol resources to meet service demands
more efficiently.

Overall, the demand management of CFS in Skokie can be evaluated to reduce CFS volume, triage
CFS more effectively, and reduce police response to nonpolice CFS. The quantity and quality of calls
for service can be examined for enormous potential for operational efficiencies. Certain types of
calls—burglar alarms, traffic crashes–property damage only, other–agency assists, and
miscellaneous CFS—do not necessarily require the response of a sworn police officer. Combined,



Police Operations Analysis Report, Skokie, Illinois page 38
these four CFS categories account for almost 25 percent of all CFS in Skokie. The bottom line here is
that a substantial number of CFS dispatches to officers in the SPD could be eliminated.

In other communities, departments have been very effective at identifying CFS that can be shifted
away from a direct police response to another service or eliminated altogether. In order to properly
identify these categories of calls, however, the department must undertake a deliberate process.
The command staff should create a committee to explore this issue and determine what and how
CFS get processed and dispatched. The overall goal of this committee should be to minimize
unnecessary CFS while still maintaining a high level of customer service.

In addition to the CFS committee, the department should consider adopting a differential police
response program. The department website features a list of incidents for which the public can
prepare a report via telephone without the response of an officer. Inspection of the website reveals
a professional and well-designed platform for the community to reference. This is a positive
approach to reducing CFS volume and the SPD should be commended for this effort, but it does not
appear to alleviate the CFS demand on patrol officers.

In addition to the web-based reporting, the SPD could consider staffing a telephone response
program to various categories of CFS. The telephone response or differential response function
could deal with past crimes and routine inquiries to the SPD, thus eliminating the response of a
sworn officer. Nonemergency calls, such as past crimes, minor property damage, and harassment
(all of the categories of web-based reporting options) can be handled by this program. Instead of
dispatching an officer to these types of calls, the information is deferred (delayed) until a unit
becomes available to respond to the call. Dispatchers can record reports for certain categories of
nonemergency incidents over the telephone. This process could divert nonemergency calls from the
patrol units, and thus provide officers with more time to engage in proactive and directed patrols or
traffic enforcement duties.

Recommendation:
  The command staff should create a committee to review the department’s response
 protocols for nonemergency calls and should consider and implement alternatives for
 handling certain types of calls, including such methods as greater use of CSOs, telephone
 reporting, and Web reporting.


Time Spent on Calls
Further examination of various elements of CFS and patrol response data prompts further
discussion. The data analysis section of this report provides a wealth of information about SPD
service demand, workload, and deployment. This section of the report is meant to highlight the
effective use of patrol resources in Skokie. The data analysis should be referenced for a more
detailed discussion and description of the methodology employed.

Two key pieces of information need to be highlighted to demonstrate the effective use of patrol
resources in Skokie. Service time and units per call are important variables to examine in order to
determine the effectiveness of the patrol response. Taken together these statistics provide an
excellent lens through which to view the efficiency of patrol operations.


Police Operations Analysis Report, Skokie, Illinois page 39
As shown in Table 2, SPD patrol units on average take 35.3 minutes to handle a call for service from
the public, and an average of 18.1 minutes when the officer initiates the CFS. A unit’s occupied time
is measured as the time from when the call was received until the unit becomes available. This
figure is slightly higher than the average occupied of about 30 minutes for a CFS, based on our
experience.7

Also, the SPD dispatches an average of 2.1 officers per “other-initiated” CFS. The number of officers
dispatched (like occupied time) varies by category of call. In general, prisoner transports, crimes in
progress, alarms, and disturbances require more officers to be assigned, and traffic-related CFS
would likely have fewer officers assigned. The data in Table 2 also confirm these assumptions and
indicate that SPD officers are assigned appropriately in that regard. More revealing, however, is
that the SPD assigns a high number of officers to the average CFS. The benchmark in this area is
approximately 1.6 officers per CFS. With an average of 2.1 officers per CFS, the SPD assigns
approximately 25 percent more officers to the average CFS than the benchmark developed by ICMA.

In order to evaluate effectiveness in this area, ICMA employs a benchmark of 60 unit-minutes for
the average “other-initiated” CFS. In this case the SPD average service time per CFS is 35.3 minutes,
and there is an average of 2.1 units per CFS. The combination of service minutes times average
number of units assigned equals 74.1 unit-minutes (35.3x2.1=74.1). This is 23.6 percent higher
than the expected service benchmark of 60 unit-minutes. The variables that drive CFS completion
time are numerous and beyond the scope of this analysis. However, the data suggest that the SPD
must take a hard look at the factors driving the relatively high completion time.

To put these statistics into perspective, in Skokie during the 12-month period of CFS observation,
the SPD average time per call to an “other-initiated” call for service was 35.3 minutes, with an
average of 2.1 officers per call. To handle 23,748 other-initiated calls for service, the SPD employed
29,341 police hours (35.3 min x 2.1 officers x 23,748 / 60 min = 29,341 police officer-hours). This
contrasts with the number of hours that would be employed using the average values from
previous ICMA research. With a benchmark of 1.6 police officers per call, and 30 minutes per call, it
would take 18,998 hours to handle 23,748 calls (30 min x 1.6 officers x 23,748 CFS / 60 min =
18,998 police officer-hours). Therefore, in the average community studied by ICMA, it would
require 35.3 percent fewer police officer hours to handle 23,748 calls than is the experience in
Skokie (29,341 - 18,998/29,341 = -35.3 percent).

Once again, the factors associated with the number of officers required to handle a CFS and the
amount of time spent on each call for service are well beyond the scope of this report. However,
patrol commanders and supervisors should more closely inspect the response to CFS and seek ways
to improve efficiencies noted above. For example, in the SPD it takes more than an hour (77.8
minutes) to handle the average traffic accident (an accident where the response is probably not
necessary), and more than an hour to handle the average response to a “crime-person” CFS. Clearly,
these categories of calls, and several others, require closer inspection with an eye towards
eliminating unnecessary delays in handling calls.



7 ICMA considers 30 minutes to be a benchmark of police departments to handle CFS. This figure is derived

from data analyses of police agencies similar to the SPD.


Police Operations Analysis Report, Skokie, Illinois page 40
Pulling all these variables together gives support to the conclusion that the patrol officers handling
calls for service dedicate more time than expected to handle these calls. The reasons driving
extended CFS service time could be numerous and a thorough examination of the CFS handling
process should be undertaken. Eliminating calls for service in some categories and improving
service times could lower demand for police services and, therefore, reduce the number of police
officer-hours required to handle these calls.



Patrol Deployment
Uniformed patrol is considered the backbone of policing in the United States. Bureau of Justice
Statistics indicate that more than 95 percent of U. S. police departments in the same size category as
the SPD provide uniformed patrol. Officers assigned to this important function are the members of
the department’s most visible to the public and occupy the largest share of resources committed by
the department. Proper allocation of these resources is critical in order to have officers available to
respond to calls for service and provide numerous law enforcement services to the public.

Although some police administrators suggest that there are national standards for the number of
patrol officers per thousand people, no such standards exist. The International Association of Chiefs
of Police (IACP) states that ready-made, universally applicable patrol staffing standards do not
exist. Furthermore, ratios such as officers-per-thousand population are inappropriate data to use as
the basis for staffing decisions.

Staffing decisions, particularly in patrol, must be based on actual workload. Only after the actual
workload is analyzed can a determination be made as to the amount of discretionary patrol time
that should exist, consistent with the community’s ability to fund it. To understand actual workload
(the time required to complete certain activities) it is critical to review in detail the total reported
events, separated into different categories such as directed patrol, administrative tasks, officer-
initiated activities, and citizen-initiated activities. This analysis allows identification of activities
that are really “calls” from those activities that are other events.

Understanding the difference between the various types of police department events and the
staffing implications is critical to determining actual deployment needs. This requires looking at the
total deployed hours of the police department with a comparison to the time being spent currently
to provide services.

Rule of 60 – Part 1
In general, a “Rule of 60” can be applied to evaluate patrol staffing. This rule has two parts. The first
part states that 60 percent of the sworn officers in a department should be dedicated to the patrol
function (patrol staffing) and the second part states that no more than 60 percent of their time
should be committed to calls for service. This commitment of 60 percent of their time is referred to
as the patrol saturation index.

The Rule of 60 is not a hard-and-fast rule, but rather a starting point for discussion on patrol
deployment. Resource allocation decisions must be made from a policy and/or managerial
perspective through which costs and benefits of competing demands are considered. The patrol


Police Operations Analysis Report, Skokie, Illinois page 41
saturation index indicates the percentage of time dedicated by police officers to public demands for
service and administrative duties related to their jobs. Effective patrol deployment would exist at
amounts where the saturation index was less than 60.

This Rule of 60 for patrol deployment does not mean the remaining 40 percent of time is downtime
or break time. It is a reflection of the extent to which patrol officer time is saturated by calls for
service. The time when police personnel are not responding to calls should be committed to
management-directed operations. This is a more focused use of time and can include supervised
allocation of patrol officer activities toward proactive enforcement, crime prevention, community
policing, and citizen safety initiatives. It will also provide ready and available resources in the event
of a large-scale emergency.

From an organizational standpoint, it is important to have uniformed patrol resources available at
all times of the day to deal with issues such as proactive enforcement, community policing, and
emergency response. Patrol is generally the most visible and available resource in policing, and the
ability to harness this resource is critical for successful operations.

From an officer’s standpoint, once a certain level of CFS activity is reached, the officer’s focus shifts
to a CFS-based reactionary mode. Once a threshold is reached, the patrol officer’s mindset begins to
shift from one that looks for ways to deal with crime and quality-of-life conditions in the
community to one that continually prepares for the next call for service. After a point of CFS
saturation, officers cease proactive policing and engage in a reactionary style of policing. The
outlook becomes “Why act proactively when my actions are only going to be interrupted by a call
for service?” Uncommitted time is spent waiting for the next call. The saturation threshold is
generally considered to be 60 percent.

According to the SPD Organizational Chart the patrol function is staffed by three commanders, nine
sergeants, and 61 police officers, for a total of 73 sworn officers assigned to the patrol. These 73
officers represent 64.0 percent of the 114 budgeted officers in the SPD. Adding the four traffic
officers to this patrol staff brings this percentage to 67.5. This indicates a higher percentage of
officers assigned to patrol than desired.

Rule of 60 – Part 2
The second part of the Rule of 60 examines workload and discretionary time and suggests that no
more than 60 percent of total patrol time should be committed to calls for service. In other words,
ICMA suggests that no more than 60 percent of available patrol officer time be spent responding to
the service demands of the community. The remaining 40 percent of the time is the discretionary
time for officers to be available to address community problems and be available for serious
emergencies. This Rule of 60 for patrol deployment does not mean the remaining 40 percent of time
is downtime or break time. It is simply a reflection of the point at which patrol officer time is
saturated by CFS.

This ratio of dedicated time compared to discretionary time is referred to as the saturation
index (SI). It is ICMA’s contention that patrol staffing is optimally deployed when the SI is less than
60 percent. An SI greater than 60 percent indicates that the patrol manpower is largely reactive,
and overburdened with CFS and workload demands. An SI of somewhat less than 60 percent


Police Operations Analysis Report, Skokie, Illinois page 42
indicates that patrol manpower is optimally staffed. SI levels much lower than 60 percent, however,
indicate patrol resources that are underutilized and signal an opportunity for a reduction in patrol
resources or reallocation of police personnel.

Departments must be cautious in interpreting the SI too narrowly. For example, one should not
conclude that SI can never exceed 60 percent at any time during the day, or that in any given hour
no more than 60 percent of any officer’s time be committed to CFS. The SI at 60 percent is intended
to be a benchmark to evaluate service demands on patrol staffing. If SI levels are near or exceed 60
percent for substantial periods of a given shift, or at isolated and specific times during the day,
decisions should be made to reallocate or realign personnel to reduce the SI to levels below 60.
Lastly, this is not a hard-and-fast rule, but a benchmark to be used in evaluating staffing decisions.

The ICMA data analysis in the second part of this report provides a rich overview of CFS and
staffing demands experienced by the SPD. The analysis here looks specifically at patrol deployment
and how to maximize the personnel resources of the SPD to meet the demands of calls for service
while also engaging in proactive policing to combat crime, disorder, and traffic issues in the
community.

The eight figures that follow represent the personnel staffing and demand during weekdays and
weekends during two months studied in-depth, one in winter and one in summer 2012.
Examination of these figures permits exploration of the second part of the Rule of 60. Again, the
Rule of 60 examines the relationship between total work and total patrol, and to comply with this
rule, total work should be less than 60 percent of total patrol.

The figures graphically represent the workload and saturation index (SI) of patrol resources in the
SPD during February and August, 2012. The amount of available patrol resources is denoted by the
dashed green line at the top of Figures 3, 5, 7, and 9. The 100 percent value indicates the total police
officer hours available during the 24-hour period. This amount varies during the day consistent
with the staffing of the shifts, but at any given hour the total amount of available manpower will
equal 100 percent. The red dashed line fixed at the 60 percent level represents the upper level of
the saturation index. This is the point at which patrol resources become largely reactive as CFS and
workload demands consume a large portion of available resources.

It is ICMA’s contention that patrol staffing is deployed optimally when the SI is in the 60 percent
range. An SI greater than 60 percent indicates that the patrol manpower is largely reactive and
overburdened with CFS and workload demands. An SI of approximately 60 percent indicates that
patrol manpower is staffed optimally. SI levels much lower than 60 percent, however, indicate
underutilized patrol deployment and opportunities for a reduction in patrol resources or
reallocation of police personnel.

Examination of Figures 3, 5, 7, and 9 permits exploration of the second prong of the Rule of 60.
Again, the Rule of 60 examines the relationship between total work and total patrol, and to comply
with this rule, total work should be less than 60 percent of total patrol. The black line represents
the total combination of activities, including out-of-service time—which could be for administrative
duties related to CFS and personal time—and all other activities related to service provision. This




Police Operations Analysis Report, Skokie, Illinois page 43
black line also includes time spent on police-initiated calls for service, which can include traffic
stops and calls for service received directly by the officer on patrol.

These various activities are represented cumulatively on the graph so each activity adds to the
other. The total workload (see Figures 2, 4, 6, and 8) is arrived at by combining other-initiated,
officer-initiated, out-of-service, and directed patrol times. Keep in mind that the black line in
Figures 3, 5, 7, and 9 does not represent just workload; it is the percentage of workload related to
the amount of available manpower. So at any given hour of the day during these two representative
months, workload is compared to available manpower and the result is the patrol saturation index.
Again, total available manpower is represented by the dotted green line at the top of the figure and
the 60 percent benchmark is the red dotted line in the middle.

In order to evaluate patrol staffing, the second prong of the Rule of 60 can be applied here. In this
case, the most effective use of patrol resources occurs when officers are not committed to CFS
activities greater than 60 percent of total available time. Examination of the data presented in the
four figures indicates that ideal patrol in Skokie may not be staffed consistently throughout the day
in both months. Even though average daily patrol saturation is below the 60 percent threshold,
there are lengthy periods of the day during which the saturation index exceeds or stays above the
60 percent threshold.

Figures 2 and 3 present the workload demands and SI for weekdays in February 2012. Looking at
Figure 2 (deployment and main workload), it appears that a large portion of the committed time
involves “out-of-service” work. Throughout the day a bulk of the workload in Skokie is dedicated to
“out of service” time. This could be driven by a number of factors, including paperwork completion,
arrest processing, personal necessity, etc. However, it appears that this area occupies a substantial
part of the workload and factors into the SI and also the supply of officers to handle other CFS.

Furthermore, as Figure 3 indicates, the SI exceeds the 60 percent threshold during a large part of
the day. From about 8:00 a.m. until about 8:00 p.m. the patrol function in Skokie exceeds the
saturation threshold. This is a situation that signals that patrol is under stress due to the workload
and is likely reactive in nature. The SI ranges from a low of approximately 15 percent at 5:30 a.m. to
a high of 70 percent at 6:30 p.m., with a daily average of 47 percent.




Police Operations Analysis Report, Skokie, Illinois page 44
FIGURE 2: Deployment and Main Workload, Weekdays, February 2012

 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Pa trol
 O ut-of-se rvice work
 Police -initia te d work
 O the r-initia te d work




FIGURE 3: Patrol Saturation Index, Weekdays, February 2012

 100



 80




 Percentage
 60



 40



 20



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour




Police Operations Analysis Report, Skokie, Illinois page 45
Workload vs. Deployment, February 2012, Weekdays:
Average workload: 5.4 officers per hour
Average % deployed (SI):  47%
Peak SI: 70%
Peak SI time: 6:30 p.m.


Figures 4 and 5 present the same information for weekends in February 2012. Here a similar
pattern holds. There is a large body of out-of-service work as well as a high saturation index. As
Figure 5 indicates, the SI exceeds 60 percent between 10:30 a.m. and 8:00 p.m. The SI ranges from a
low of approximately 5 percent at 6:30 a.m. to high of 73 percent at 7:00 p.m., with a daily average
of 45 percent.

FIGURE 4: Deployment and Main Workload, Weekends, February 2012
 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Pa trol
 O ut-of-se rvice work
 Police -initia te d work
 O the r-initia te d work




Police Operations Analysis Report, Skokie, Illinois page 46
FIGURE 5: Patrol Saturation Index, Weekends, February 2012

 100



 80




  Percentage
 60



 40



 20



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour




Workload vs. Deployment, February 2012, Weekends:
Average workload: 5.0 officers per hour
Average % deployed (SI):  45%
Peak SI: 73%
Peak SI time: 7:00 p.m.

Figures 6 and 7 present workload and SI for weekdays in August 2012. Here again, out-of-service
time contributes greatly to overall workload demands. Also, the SI exceeds 60 percent for most of
the day between 8:00 a.m. until 9:00 p.m. During these peak hours the SI is in the 70 to 80 percent
range, indicating a reactive patrol function. The SI ranges from a low of approximately 10 percent at
6:30 a.m. to high of 74 percent at 12:45 p.m., with a daily average of 50 percent.




Police Operations Analysis Report, Skokie, Illinois page 47
FIGURE 6: Deployment and Main Workload, Weekdays, August 2012

 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23

 Pa trol
 O ut-of-se rvice work
 Police -initia te d work
 O the r-initia te d work




FIGURE 7: Patrol Saturation Index, Weekdays, August 2012

 100



 80




 Percentage
 60



 40



 20



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour




Police Operations Analysis Report, Skokie, Illinois page 48
Workload vs. Deployment, August 2012, Weekdays:
Average workload: 5.4 officers per hour
Average % deployed (SI):  50%
Peak SI: 74%
Peak SI time: 12:45 p.m.

Figures 8 and 9 present the same information for weekends in August 2012; the same patterns
emerge. The out-of-service workload is high and the SI exceeds the 60 percent threshold several
times during the day. The SI ranges from a low of approximately 10 percent at 6:30 a.m. to a high of
71 percent at 12:00 p.m., with a daily average of 47 percent.

FIGURE 8: Deployment and Main Workload, Weekends, August 2012

 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23

 P a trol
 O ut-of-se rvice work
 P olice -initia te d work
 O the r-initia te d work




Police Operations Analysis Report, Skokie, Illinois page 49
FIGURE 9: Patrol Saturation Index, Weekends, August 2012

 100



 80




  Percentage
 60



 40



 20



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour




Workload vs. Deployment, August 2012, Weekends:
Average workload: 4.9 officers per hour
Average % deployed (SI):  47%
Peak SI: 71%
Peak SI time: 12:00 p.m.



Meeting Demand
Taking into consideration the demand for police services in Skokie and the concept of the
saturation index, appropriate levels of patrol staffing can be determined. From the information
presented in Figures 2 through 9, it is clear that the patrol function in Skokie is under stress. Two of
the three shifts experience saturation index levels greater than the desired threshold. These shifts
are staffed with the highest number of personnel; therefore, it is safe to presume that the
perception of workload stress pervades the entire patrol function. Furthermore, this indicates that
the posture of the patrol force is reactive, or at least struggles to perform proactive patrol in an
overly reactive system.

One of the most important roles of the police is to respond to calls for service from the community.
ICMA contends that the SPD is straining to meet this demand. The saturation index reported for the
SPD indicates that the patrol function is overburdened and struggles to meet the demand for its
services. The solution to this problem can be achieved in one of three ways. First, the SPD can
reduce demand through a more aggressive triage of incoming CFS. Second, the SPD could examine
the amount of time dedicated to handling CFS, the amount of administrative time expended, and the
number of officers assigned to CFS. Lastly, the SPD can add more officers to patrol. Applying


Police Operations Analysis Report, Skokie, Illinois page 50
pressure to each one of these three “levers” would be a step in the right direction and would
provide more resources during the times when they are needed most, addressing the CFS that are
most appropriate for a police response.

Addressing any one of the three areas alone is a less than optimal approach and ICMA recommends
that all measures be addressed successively. First, the issue of triaging demand and reducing
nonpolice-related CFS should be addressed. Establishing a committee to explore this issue
rigorously to identify categories of CFS that can be reduced, or potentially eliminated, should be the
first step. It is understood the SPD already does a good job triaging calls. Perhaps the policies
governing this effort can be revisited and the department can become even more aggressive at
eliminating unnecessary service demands. This would provide immediate relief to the demand
placed on patrol resources.



Workload and Staffing
The optimal level of patrol staffing will lead to the modeling of patrol schedules and act as the
foundation for the staffing of the entire department.

The SPD has a unique patrol schedule. The department has a system of three Watches, with Watch I
working from 10:45 p.m. until 7:15 a.m., Watch II working from 6:45 a.m. until 3:15 p.m., and Watch
III working from 2:45 p.m. until 11:15 p.m. Watch I has one commander, three sergeants, and eight
officers assigned permanently. Watch II has one commander, three sergeants, and seventeen
officers assigned permanently. Watch III has one commander, three sergeants, and eighteen officers
assigned permanently, with one officer vacancy. In addition to the permanent assignments, there
are three groups (D, E, and F) of seven officers each that rotate Watch assignments every two
months.

The SPD does not rely on a fixed rotation of days off, but rather has a month-by-month selection of
days off for each officer. By the 5th day of each month officers are required to submit their requests
for nine days off for the following month. In consultation with the Watch commander and squad
sergeants, and considering the needs of the department, days off for the upcoming month are then
assigned. Officers are given the opportunity to identify high-priority days. The SPD sets minimum
manning levels for each Watch. Watch I minimum is seven officers, Watch II is eleven officers, and
Watch III is twelve officers. These minimum staffing levels are identified through an annual
assessment of the allocation of personnel assigned to field operations. In order to maintain a
minimum staffing of 7, 11, and 12 to the three Watches, the SPD assigns 15, 23, and 24 officers to
Watch I, II, and III, respectively.

ICMA commends the SPD for the rigorous examination and assessment of staffing and workload.
The approach taken in the department’s 2012 “Field Allocation of Personnel” report uses a fairly
sophisticated method of modeling workload with available staff. The conclusion drawn in that
report is that the patrol function in the SPD is understaffed. The ICMA method of determining
workload and staffing is somewhat different. ICMA relies on information drawn directly from the
CAD system and compares data with the actual number of officers assigned each day. Nonetheless,
as the following discussion will demonstrate, it is also our conclusion that the patrol function in


Police Operations Analysis Report, Skokie, Illinois page 51
Skokie is understaffed. Furthermore, the determination of the number of officers by which patrol is
understaffed from both approaches is very similar. This gives validity to each method as a means of
identifying appropriate staffing and strengthens the overall conclusions in this report.

Table 3 shows the demand for police services in terms of total workload by hour during weekends
and weekdays in February and August, 2012. These workload demands are listed in the left portion
of the table and are presented for each hour of the day. For example, at midnight during the week in
February, total workload demand for police service in Skokie was 3.64 police-hours. In other words,
through citizen-initiated CFS, self-initiated activities by SPD officers, and out-of-service
requirements, 3.64 hours of time were expended at that hour. Inspection of the table indicates that
demand for services, or total workload, decreases as the night progresses, hitting a low point
around 6:00 a.m., and then increases throughout the day until about 8:00 p.m. The next three
columns represent workload demands for weekends in February and weekdays and weekends in
August. Hour-by-hour workload patterns are slightly different on weekends and in August, but the
general pattern appears in each column.

To staff appropriately, ICMA recommends looking at peak workload at each individual hour during
the day, regardless of whether it is experienced in winter or summer. The “Peak” column represents
the highest workload observed during that hour in any one of the four periods (weekends/
weekdays in February/August). Looking at the 12:00 a.m. hour, the peak workload was 6.89 police-
hours on weekends in August. The “peak workload” column, therefore, is constructed by selecting
the highest workload figure from the preceding four columns for each hour of the 24-hour day.

The last column in Table 3, “Required Staff for 60% SI Peak,” represents the number of police
officers required to maintain staffing levels at the 60 percent saturation index for that given hour.
Thus, for the 12:00 a.m. hour, with 6.89 hours of peak workload, 11.5 police officers are required to
meet that workload while maintaining the 60 percent saturation threshold (6.89/60% = 11.5). The
same calculation is made for each hour and the result is the number of police officers that are
required to be available to meet peak workload and maintain the 60 percent saturation threshold
every hour of the 24-hour day.




Police Operations Analysis Report, Skokie, Illinois page 52
TABLE 3: Peak Workload Staffing
 Workload Required
 February August Staff for
 60% SI
  Time Weekday Weekend Weekday Weekend Peak Peak
12 AM 3.64 4.28 4.09 6.89 6.89 12
1 AM 3.29 3.19 3.62 5.57 5.57 10
2 AM 3.77 2.51 3.41 4.90 4.90 9
3 AM 3.98 3.76 3.36 4.33 4.33 8
4 AM 3.61 3.37 3.26 3.78 3.78 7
5 AM 2.82 3.43 2.41 3.04 3.04 7
6 AM 2.38 2.47 1.99 1.73 2.47 5
7 AM 2.49 2.27 2.94 2.06 2.94 5
8 AM 6.55 3.76 5.72 3.08 6.55 11
9 AM 6.95 4.60 6.40 3.46 6.95 12
10 AM 8.09 5.02 7.72 4.78 8.09 14
11 AM 8.32 6.91 8.29 6.76 8.32 14
12 PM 7.77 7.09 7.79 7.67 7.79 13
1 PM 8.33 8.26 8.29 6.90 8.33 14
2 PM 7.46 6.49 7.02 5.75 7.46 13
3 PM 5.30 5.93 6.71 3.67 6.71 12
4 PM 7.21 6.56 8.11 6.36 8.11 14
5 PM 6.69 6.11 7.87 6.88 7.87 14
6 PM 7.66 6.72 7.68 6.53 7.68 13
7 PM 8.12 9.37 7.74 7.97 9.37 16
8 PM 8.28 7.34 7.63 6.48 8.28 14
9 PM 6.54 7.72 7.65 6.00 7.72 13
10 PM 5.36 5.43 5.83 4.03 5.83 10
11 PM 4.18 4.11 3.90 4.75 4.75 8

The challenge of managing patrol operations is to ensure that sufficient resources are available to
meet demand through appropriate staffing and scheduling. The SPD employs three 8-hour shifts
with variable personnel assignments during these three blocks. The fixed nature of the staffing
within these shift blocks, combined with the variable nature of workload demands, will naturally
create periods of personnel surplus and shortage throughout the day. The goal is to minimize these
surpluses and shortages and create a work schedule that reduces the variance between demand
and supply.

Table 4 presents a comparison between the number of officers needed, based upon the data from
Table 3, current staffing in the SPD, and recommended staffing that minimizes the variability and
workload demands currently being experienced.




Police Operations Analysis Report, Skokie, Illinois page 53
In an ideal world, the SPD would be able to carve out exactly the number of people working at the
precise hour to meet both supply and demand. Unfortunately, the rigid nature of the deployment
schedule makes this impossible. Thus, the perfect state can only be approximated by creating the
“best fit” of patrol staffing and workload demand. The best fit occurs when the variation between
workload demand and police officer supply is the lowest. This best fit is created by modeling or
manipulating combinations of officers and 8-hour shifts to reduce the variance between supply and
demand to its lowest possible level.

Table 4 shows in a visual fashion the culmination of these factors working together. On the left side
of the table, the “Time” column shows the hours of the 24-hour day. The “Needed” columns
represent the number of police officers needed in that given hour to meet the 60 percent SI
threshold. The “Current” column represents the current staffing on patrol in the SPD, and the
“proposed” column represents recommended staffing. Finally, the “Deviation” columns represent
the difference between the number of officers staffed and the number of officers required. Where
the deviation is negative, there are fewer officers assigned than needed to meet the 60 percent SI
threshold; where the number is positive there are more officers assigned than required.




Police Operations Analysis Report, Skokie, Illinois page 54
TABLE 4: Staffing Deviation
 Time Needed Current Deviation Needed Proposed Deviation
 12 AM 12 10 -2 12 10 -2
 1 AM 10 9 -1 10 9 -1
 2 AM 9 9 0 9 9 0
 3 AM 8 8 0 8 8 0
 4 AM 7 8 1 7 8 1
 5 AM 6 7 1 6 7 1
 6 AM 5 7 2 5 7 2
 7 AM 5 10 5 5 10 5
 8 AM 11 10 -1 11 12 1
 9 AM 12 10 -2 12 12 0
 10 AM 14 12 -2 14 12 -2
 11 AM 14 12 -2 14 12 -2
 12 PM 13 12 -1 13 12 -1
 1 PM 14 12 -2 14 12 -2
 2 PM 13 12 -1 13 12 -1
 3 PM 12 12 0 12 12 0
 4 PM 14 12 -2 14 13 -1
 5 PM 14 12 -2 14 13 -1
 6 PM 13 14 1 13 13 0
 7 PM 16 12 -4 16 13 -3
 8 PM 14 12 -2 14 13 -1
 9 PM 13 12 -1 13 13 0
 10 PM 10 12 2 10 13 3
 11 PM 8 12 4 8 13 5
 Total Deviation -9 1
 Patrol Officer Surplus -0.38 0.04
 Surplus -1 0
 Variance 4.42 4.22


In a perfect system, the deviations would all be zeroes and demand would be met perfectly by
appropriate staffing. Since this is impossible to achieve, “best fit” is the desired state. Adding up the
deviations over the 24-hour day results in the surplus/deficit of staff on patrol. The term “variance”
is simply a calculation that portrays the amount of variability in the deviation between demand and
supply, or workload and staffing. The best fit seeks to minimize the variability to the greatest extent
possible. Large differences between workload and available staff would indicate a poor fit and this
would be captured by the level of variance.




Police Operations Analysis Report, Skokie, Illinois page 55
Taking all of these factors together permits a comparison of the current staffing with the proposed
staffing. According to Table 4, the best fit results from having minimum shift assignments as
follows:

  Watch I – 7 (unchanged);
  Watch II – 12 (one additional officer), and
  Watch III- 13 (one additional officer).
The current allocation indicates that there are not enough officers assigned to meet the demand.
The table shows a staffing deviation of -9 staffing, which translates into a -1 officer surplus, and a
variance of 4.42. The “Proposed” column in the table adds one additional officer to the second and
third Watch minimums, and holds constant the current Watch I deployment. The result of these
changes creates a total deviation of +1, a zero officer surplus, and a variance of 4.22. Essentially, the
combination provides a near perfect fit of officer deployment with workload demand.

Returning to the SPD patrol allocation plan will permit the calculation of total personnel required
for patrol. In an average month officers are permitted nine days off. In a typical 30-day month, an
officer would be expected to work 21 days (not including time off for training, sick, vacation, etc.;
also, months with 31 days would result in 22 appearances). Therefore, an officer works the
equivalent of 0.7 day each day of the month (21/30 = 0.7). However, just because an officer is
scheduled to work does not mean the officer will be available for duty. Training, sick time, court,
vacations, and a myriad of other responsibilities take personnel away from their primary patrol
assignments. On a typical shift it is common for 25 percent of the officers assigned to not be
available because of another, competing responsibility.8 If 0.7 of an officer is assigned each day to
work, then realistically only 0.525 of an officer will actually be available for patrol work (0.7 x 75
percent = 0.525). Therefore, in order to have one officer actually on patrol the SPD would require
1.90 officers (1/0.525), or approximately two officers, for each required position.

Based upon the staffing requirements determined above, the SPD needs to increase its minimum
shift staffing by one officer on both the second and third Watches. This would result in five
additional officers assigned to patrol. Based on our analysis and discussion here, Table 5 presents
the patrol staffing needs in the SPD.

TABLE 5: Recommended Patrol Division Staffing
 Patrol
 Commander Sergeant Officer Total
 Watch I 1 3 15 19
 Watch II 1 3 24 28
 Watch III 1 3 27 31
 Total 3 9 66 78



8 The Police Executive Research Forum recognizes 75 percent as the appropriate factor for determining

patrol availability staffing.


Police Operations Analysis Report, Skokie, Illinois page 56
The end result of this analysis is that the SPD patrol operations should be staffed with 78 sworn
personnel with 19 on Watch I, 28 on Watch II, and 31 on Watch III. These assignments are in
addition to the CSOs recommended for each Watch.

Revisiting the Rule of 60
Based upon the above discussion it is necessary to revisit both parts of the Rule of 60 to
demonstrate the impact this staffing model will have on workload, and to determine the foundation
for staffing the department.

Table 6 illustrates our workload analysis in reverse. Based upon an additional officer each staffed to
Watches II and III, the peak workload demands and saturation index can be calculated. The column
labeled “Staffed” represents the recommended staffing. The peak demand for each hour is taken
from Table 3; the far-right column is the saturation index based upon these data.

According to this analysis, the average peak saturation is approximately 56.5 percent. During the
24-hour day, the 60 percent threshold is breached during eleven of the hourly periods
(highlighted). Application of the other “levers” identified above (reducing demand and number of
officers per CFS), could reduce the SI even further. Also, considering that these values represent
peak demand, this appears to be an appropriate deployment plan to meet workload demands in
Skokie.




Police Operations Analysis Report, Skokie, Illinois page 57
TABLE 6: Projected Saturation Index at Peak Demand
 Peak Saturation
 Time Staffed Demand Index
12 AM 10 6.89 68.9
1 AM 9 5.57 61.9
2 AM 9 4.90 54.4
3 AM 8 4.33 54.1
4 AM 8 3.78 47.3
5 AM 7 3.04 43.5
6 AM 7 2.47 35.3
7 AM 10 2.94 29.4
8 AM 12 6.55 54.6
9 AM 12 6.95 57.9
10 AM 12 8.09 67.4
11 AM 12 8.32 69.3
12 PM 12 7.79 64.9
1 PM 12 8.33 69.4
2 PM 12 7.46 62.2
3 PM 12 6.71 55.9
4 PM 13 8.11 62.4
5 PM 13 7.87 60.5
6 PM 13 7.68 59.1
7 PM 13 9.37 72.1
8 PM 13 8.28 63.7
9 PM 13 7.72 59.4
10 PM 13 5.83 44.8
11 PM 13 4.75 36.5
 Average 56.5


The staffing figures presented in these tables are only for personnel in the rank of police officer.
Supervision, management, and community service officers must be added to these personnel
figures to apply the second part of the Rule of 60. The second part of the Rule of 60 suggests that 60
percent of the department should be in patrol operations. The patrol function in Skokie can be
configured according to Table 6 to meet workload demands.

Based upon 78 officers assigned to patrol, and applying the second part of the Rule of 60, there should
be approximately 122 sworn officers in the entire SPD. 8 more than 114 positions currently budgeted,
and at least five of these additional positions should be assigned to field operations on patrol.




Police Operations Analysis Report, Skokie, Illinois page 58
Recommendations:
  Staff the patrol division with 78 sworn personnel assigned to patrol, and staff the Watches
 as recommended in this report in order to better match service demands with available
 personnel.
  Continue with the assignment of four officers to traffic.
  Track elapsed time on calls for service and the number of officers assigned to calls with a
 goal of reducing both to the greatest extent possible. Perform a detailed analysis of the
 variables associated with CFS completion time, with an eye toward streamlining officer
 duties and responsibilities at these incidents.
  Total agency size should be approximately 122 sworn officers




Police Operations Analysis Report, Skokie, Illinois page 59
 TABLE 7: Recommended Organization and Staffing of the SPD
 Assist.
 to the Deputy Police
 Chief Chief Chief Commander Sgt. Officer Civilian
Executive 1 1 2
 Subtotal 1 1 2

Administrative Services 1 1 1
Internal Affairs 1
Crime Prevention/Comm
Relations 1 2 1
Training 1 1 1
MIS 1
ID/Prop. 1(civ) 1
Records 1(civ) 4
Communication 1(civ) 3(civ ) 14
Fleet 1
Field Services Coord. 1 (civ)
Part Time/Crossing Guards 37
 Administrative Subtotal 1 1 10 4 60

Field Services 1 1
Investigations 1 2 14** 4
Crime Analysis 1
Special Ops-TMT 1* 1 4
 -Traffic 1 4 1
Patrol
Watch I 1 3 15 2
Watch II 1 3 24 2
Watch III 1 3 27 2
Misc. + listed recruits 4
 Field Services Subtotal 1 5 14 93 11

Total Staff: 202 1 1 2 6 22 97 73
Total Sworn: 122 1 2 5 17 97
 *optional, but more direct oversight of Special Operations is required to ensure mission focus
 **Includes 4 SROs/adds CSOs for greater administrative support




 Police Operations Analysis Report, Skokie, Illinois page 60
TABLE 8: Suggested Position Changes, either Added or Reassigned
(Excluding Patrol)
 Position Sworn/Civilian Added Reassigned
Internal Affairs Sergeant Sworn X
Administrative Station Sergeant Sworn X
Training Sergeant* Sworn X
Crime Prev./Comm. Relations Sergeant Sworn X (unfreeze)
Crime Analyst/Intelligence Officer Sworn X
Property/Evidence Custodian Civilian X
Administrative Station Officer Sworn X
Records Supervisor Civilian X (unfreeze)
Fleet Coordinator** Civilian X
MIS (IT) Coordinator Civilian X
CSOs (cross-train as call takers)*** Civilian X
*The Training Sergeant position is currently folded in with the Community Relations/Crime Prevention
Unit. These two supervisory functions should be divided.
**An alternative would be to outsource this function to another city department (i.e. Public Works).
***There is a need to relieve the Communications Supervisors of performing dispatch/call-taking
functions. As an alternative to cross-training the CSOs (who should be trained as report takers in the
field), two additional call takers should be hired for communications.




Police Operations Analysis Report, Skokie, Illinois page 61
Summary
The Skokie Police Department is a well-run, highly dedicated organization. From top to bottom,
employees display a commitment to providing the residents of Skokie with the highest level of
safety and service. There is a concern that crime is rising and that there are not enough police
officers to deal with this concern. Neither of these concerns is borne out by the data.

Crime does not appear to be rising in terms of aggregate numbers, but it does appear to becoming
more complex relative to past experience. In addition, the transition from a true suburb of Chicago
to being part of the contiguous urban sprawl is having an impact on both the village and the
department.

ICMA’s data analysis suggests that the number of officers is slightly less than adequate, and the
manner in which they are assigned and utilized needs to be more thoroughly reviewed. There are
too many collateral duties spread throughout the department, which makes it challenging to
concentrate on a specific task and raise performance to the level of excellence.

There are a number of activities which, if not properly handled, could expose the department and
the village to significant liability. These include, but are not limited to, background investigations,
the internal affairs process, and the property room. Each of these areas requires a high level of
expertise, which the current distribution of workload does not permit.

ICMA is suggesting the creation of several additional positions. However, some of these can be
staffed by reassigning existing personnel, and removing the network of collateral duties. Also, the
addition of CSOs rather than additional officers and the use of CSOs in handling reports and
assisting with call taking and custodial supervision should result in a net gain of patrol time for the
department.

The department should undertake a long-term strategic planning process to determine specific
goals and objectives for the next five years. It needs to incorporate immediate improvements in its
data collection process (specifically the call coding system within CAD) so as to meaningfully inform
its decision making.

It was a pleasure for the ICMA team to work with the members of the Skokie Police Department.
Their level of professionalism and commitment along with the widely expressed commitment to
organizational improvement bodes well for the citizens of the village of Skokie.




Police Operations Analysis Report, Skokie, Illinois page 62
Appendix I: Data Analysis Report
Introduction
This is the data analysis on police patrol operations for Skokie, Illinois; data collection and analysis
were conducted by the ICMA Center for Public Safety Management. This analysis focuses on three
main areas: workload, deployment, and response times. These three areas are related almost
exclusively to patrol operations, which constitute a significant portion of the police department’s
personnel and financial commitment.

The majority of the first section of the report, concluding with Table D8, uses call and activity data
for the entire year, from January 1, 2012, to December 31, 2012. For the detailed workload analysis
and the response-time analysis, we use two four-week sample periods. The first period is February
2012 (February 1 to February 28), or winter, and the second period is August 2012 (August 1 to
August 28), or summer.




Police Operations Analysis Report, Skokie, Illinois page 63
Workload Analysis
When we analyze a set of dispatch records, we go through a series of steps:

 1. We first process the data to improve its accuracy. For example, we remove duplicate units
 recorded on a single event. In addition, we remove records that do not indicate an actual
 activity. We also remove incomplete data. This includes situations where there is not
 enough time information to evaluate the record.
 2. At this point, we have a series of records that we call "events." We identify these events in
 three ways.
 ○ We distinguish between patrol and non-patrol units.
 ○ We assign a category to each event based upon its description.
 ○ We indicate whether the call is "zero time on scene," "police initiated," or "other
 initiated." The regional CAD system did not contain a field that would allow us to
 distinguish self-initiated calls.
 3. Then, we remove all records that do not involve a patrol unit to get a total number of patrol-
 related events.
 4. At important points during our analysis, we focus on a smaller group of events designed to
 represent actual calls for service. This excludes events with no officer time spent on scene
 and out-of-service activities.

In this way, we first identify a total number of records, and then limit ourselves to patrol events,
and finally focus on calls for service.

As with similar cases around the country, we encountered a number of issues when analyzing the
dispatch data. We made assumptions and decisions to address these issues.

  A moderate number (4 percent or approximately 3,970) of events involving patrol units
 showed less than thirty seconds of time spent on scene. We call this zero time on scene. We
 assumed zero time on scene to account for a significant portion of calls canceled on route.
  The computer-aided dispatch system used approximately 110 different event descriptions,
 which we reduced to eighteen categories for our tables and nine categories for our figures,
 (as shown in the chart on the following page).




Police Operations Analysis Report, Skokie, Illinois page 64
In the period from January 1, 2012, to December 31, 2012, there were approximately 37,800 events
recorded by the communications center. Of those events, about 30,800 calls included an adequate
record of a patrol unit as either the primary or secondary unit. We also included approximately
63,800 additional activities that were recorded by the CAD system but were not assigned incident
numbers.

In the period from January 1, 2012, to December 31, 2012, the police department reported an
average of 261 events per day. As mentioned, approximately 4 percent of these events (an average
of 11 per day) had less than 30 seconds spent on the call.

In the following pages we show two types of data: activity and workload. The activity levels are
measured by the average number of calls per day, broken down by the type and origin of the calls
and categorized by the nature of the calls (crime, traffic, etc.). Workloads are measured in average
work-hours per day.

We routinely used eighteen call categories for tables and nine categories for graphs, as shown in
Chart 1.

CHART 1: Call Categories Used in Tables and Figures
 Table Categories Figure Categories
 Prisoner–arrest
 Arrest
 Prisoner–transport
 Assist other agency Assist other agency
 Crime–persons
 Crime
 Crime–property
 Directed assignment
 Directed assignment
 Directed patrol
 Miscellaneous
 Ordinance enforcement General noncriminal
 Parking enforcement
 Alarm
 Investigations
 Check/investigation
 Out of service–administrative
 Out of service
 Out of service–personal
 Disturbance
 Suspicious incidents
 Suspicious person/vehicle
 Accidents
 Traffic
 Traffic service




Police Operations Analysis Report, Skokie, Illinois page 65
FIGURE D1: Percentage Events per Day, by Initiator


 Zero on scene
 4.3% Police initiated
 Other initiated

 25.7%




 70.1%




Note: Percentages are based on a total of 92,545 events.


TABLE D1: Events per Day, by Initiator
 Initiator Total Events Events per Day
 Zero on scene 3,967 10.8
 Police initiated 64,838 177.2
 Other initiated 23,740 64.9
 Total 92,545 252.9

Observations:
  4 percent of the events had zero time on scene.
  70 percent of all events were police initiated.
  26 percent of all events were other initiated.
  There was an average of 253 events per day, or 10.5 per hour.




Police Operations Analysis Report, Skokie, Illinois page 66
FIGURE D2: Percentage Events per Day, by Category

 Agency assist
 Arrest
 1.0%
 2.8% Crime
 3.8%
 19.2%
 1.4% Directed assignment
 5.8% General
 Investigations
 Out of service
 6.7%
 Suspicious
 Traffic

 9.3%




 49.8%




Note: The figure combines categories in the following table according to the description in Chart 1.




Police Operations Analysis Report, Skokie, Illinois page 67
TABLE D2: Events per Day, by Category
 Category Total Events Events per Day
Accidents 1,945 5.3
Alarm 2,739 7.5
Assist other agency 2,311 6.3
Check/investigation 2,738 7.5
Crime–persons 1,285 3.5
Crime–property 1,811 4.9
Directed Assignment 1,178 3.2
Directed patrol 10,762 29.4
Disturbance 2,844 7.8
Miscellaneous 2,721 7.4
Ordinance Enforcement 330 0.9
Out of service–administrative 28,771 78.6
Out of service–personal 11,967 32.7
Parking enforcement 1,733 4.7
Prisoner–arrest 638 1.7
Prisoner–transport 209 0.6
Suspicious person/vehicle 4,776 13.0
Traffic service 13,787 37.7
 Total 92,545 252.9

Observations:
  The top three categories (out of service, traffic, and suspicious incidents) accounted for 78
 percent of events.
  50 percent of events were out-of-service activities. These activities include testifying at
 court, training, following up on incidents from earlier shifts, etc.
  19 percent of events were traffic-related (accidents and traffic service).
  9 percent of events were suspicious incidents (suspicious person/vehicle and disturbance).
  4 percent of events were crime-related.




Police Operations Analysis Report, Skokie, Illinois page 68
FIGURE D3: Percentage Calls per Day, by Category

 Agency assist
 Arrest
 5.8% Crime
 2.2%
 General
 7.7% Investigations
 Suspicious
 Traffic

 39.6%
 11.7%




 13.8%




 19.2%




Note: The figure combines categories in the following table according to the description in Chart 1.

TABLE D3: Calls per Day, by Category
 Category Total Calls Calls per Day
 Accidents 1,912 5.2
 Alarm 2,728 7.5
 Assist other agency 2,230 6.1
 Check/investigation 2,577 7.0
 Crime–persons 1,229 3.4
 Crime–property 1,743 4.8
 Disturbance 2,745 7.5
 Miscellaneous 2,611 7.1
 Ordinance enforcement 303 0.8
 Parking enforcement 1,566 4.3
 Prisoner–arrest 631 1.7
 Prisoner–transport 208 0.6
 Suspicious person/vehicle 4,609 12.6
 Traffic service 13,271 36.3
 Total 38,363 104.8
Note: The focus here is on recorded calls rather than recorded events. We removed events
with zero time on scene, directed assignment events, and out-of-service activities.




Police Operations Analysis Report, Skokie, Illinois page 69
Observations:
  There were an average of 105 calls per day, or 4.4 per hour.
  The top three categories (traffic, suspicious incidents, and investigations) accounted for 73
 percent of calls.
  40 percent of calls were traffic-related.
  19 percent of calls were suspicious incidents.
  14 percent of calls were investigations (alarm and check/investigation).
  8 percent of calls were crime-related.




Police Operations Analysis Report, Skokie, Illinois page 70
FIGURE D4: Calls per Day, by Initiator and Months

 120


 100


 80




 Calls Per Day
 60


 40


 20


 0
 Jan-Feb Mar-Apr May-Jun Jul-Aug Sep-Oct Nov-Dec

 Other initiated
 Police initiated



TABLE D4: Calls per Day, by Initiator and Months
 Initiator Jan.–Feb. Mar.–Apr. May–June July–Aug. Sept.–Oct. Nov.–Dec.
 Police initiated 44.9 42.3 40.3 39.0 36.7 36.5
 Other initiated 60.3 62.0 71.6 74.0 63.0 58.0
 Total 105.2 104.3 111.9 113.0 99.8 94.6

Observations:
  The number of calls per day was lowest in November-December.
  The number of calls per day was highest in July-August.
  The months with the most calls had 20 percent more calls than the months with the fewest
 calls.
  January-February had the most police-initiated calls, with 23 percent more than the period
 of September-October and November-December, which had the fewest.
  July-August had the most other-initiated calls, with 28 percent more than the period of
 November-December, which had the fewest.




Police Operations Analysis Report, Skokie, Illinois page 71
FIGURE D5: Calls per Day, by Category and Months

 120 Age ncy a ssist
 Arre st
 C rim e
 Ge ne ral
 100
 Inve stiga tions
 Suspicious
 Tra ffic
 80




 Calls per Day
 60


 40



 20


 0
 Jan-Feb Mar-Apr May-Jun Jul-Aug Sep-Oct Nov-Dec



Note: The figure combines categories in the following table according to the description in Chart 1.

TABLE D5: Calls per Day, by Category and Months
 Category Jan.-Feb. Mar.–Apr. May–June July–Aug. Sept.–Oct. Nov.–Dec.
 Accidents 4.6 4.8 5.2 5.6 5.9 5.2
 Alarm 6.7 7.8 8.2 7.7 7.8 6.6
 Assist other agency 5.7 6.3 6.8 6.3 5.5 6.0
 Check/investigation 6.5 6.5 8.2 7.7 6.8 6.6
 Crime–persons 3.9 2.9 3.5 3.3 3.3 3.3
 Crime–property 4.0 4.6 5.4 5.7 4.3 4.6
 Disturbance 5.4 6.8 9.6 10.9 7.1 5.1
 Miscellaneous 6.6 6.8 7.8 7.6 7.3 6.7
 Ordinance enforcement 0.5 1.0 1.0 1.2 0.8 0.5
 Parking enforcement 5.6 4.4 4.9 3.9 3.7 3.2
 Prisoner–arrest 2.0 1.7 1.6 1.9 1.5 1.7
 Prisoner–transport 0.6 0.5 0.5 0.6 0.6 0.5
 Suspicious person/vehicle 11.7 11.7 13.7 14.9 12.4 11.0
 Traffic service 41.7 38.5 35.5 35.6 32.8 33.6
 Total 105.2 104.3 111.9 113.0 99.8 94.6
Note: Calculations were limited to calls rather than events.




Police Operations Analysis Report, Skokie, Illinois page 72
Observations:
  The top three categories (traffic, suspicious incidents, and investigations) averaged between
 72 and 73 percent of calls throughout the year.
  Traffic calls averaged between 38.7 and 46.2 calls per day throughout the year.
  Suspicious incident calls averaged between 16.2 and 25.8 calls per day throughout the year.
  Investigation calls averaged between 13.1 and 16.4 calls per day throughout the year.
  Crime calls averaged between 10.4 and 13.7 calls per day throughout the year and
 accounted for 7 to 8 percent of total calls.




Police Operations Analysis Report, Skokie, Illinois page 73
FIGURE D6: Average Occupied Times, by Category and Initiator

 120 112114


 100
 91
 82
 80



  Minutes
 60
 51


 40 35
 32
 27 27 29
 23 25
 20 22 20
 20 13


 0
 st st l l
 si e
 e
 ra ns ou
 s f ic ta
 s rr rim e io ci af To
 a A C en at p i Tr
 y G ig
 nc st S us
 e
 A ge nv
 I
 Other initiated
 Police initiated


Note: The figure combines categories using weighted averages from the following table according to the
description in Chart 1.




Police Operations Analysis Report, Skokie, Illinois page 74
TABLE D6: Primary Unit’s Average Occupied Times, by Category and Initiator
 Police Initiated Other Initiated
 Category Minutes Total Calls Minutes Total Calls
 Accidents 80.7 165 77.8 1,747
 Alarm 19.4 204 18.8 2,524
 Assist other agency 26.6 185 27.2 2,045
 Check/investigation 28.6 310 28.5 2,267
 Crime–persons 107.2 91 75.5 1,138
 Crime–property 82.0 155 86.2 1,585
 Disturbance 45.8 54 20.8 2,691
 Miscellaneous 35.1 299 34.2 2,312
 Ordinance enforcement 42.4 34 31.6 269
 Parking enforcement 25.7 234 19.8 1,332
 Prisoner–arrest 115.4 460 118.4 171
 Prisoner–transport 105.4 67 104.4 141
 Suspicious person/vehicle 19.3 510 19.7 4,099
 Traffic service 12.0 11,854 18.1 1,417
 Total 19.6 14,622 35.3 23,738
Note: We removed three calls with inaccurate busy times.
The information in Figure D6 and Table D6 is limited to calls and excludes all events that show zero time on scene.
A unit’s occupied time is measured as the time from when the call was received until the unit becomes available.
The times shown are the average occupied times per call for the primary unit, rather than the total occupied time
for all units assigned to a call. Observations below refer to times shown within the figure rather than the table.

Observations:
  A unit’s average time spent on a call ranged from 13 to 114 minutes overall.
  The longest average times were for police-initiated arrest calls. These were calls that
 primarily involved arrests and do not include crime responses that led to arrests. In
 particular, the most common arrest calls were identified as “traffic arrest” and “detainee
 transport.”
  The average time spent on crime calls was 82 minutes for other-initiated calls and 91 for
 police-initiated calls.




Police Operations Analysis Report, Skokie, Illinois page 75
FIGURE D7: Number of Responding Units, by Initiator and Category


 2.6
 2.5 2.3

 2.0 2.1 2.1
 2.0 1.8 1.9 1.9
 1.8 1.8
 1.7
 1.6
 1.5
  Units
 1.4 1.4
 1.3
 1.2

 1.0


 0.5


 0.0
 st st l l
 si e
 e
 ra ns u s f ic ta
 s rr rim e tio io af To
 a A C en a p ic Tr
 y G tig us
 nc es S
 A ge n v
 I
 Other initiated
 Police initiated


Note: The categories in this figure use weighted averages to combine those of the following
table according to the description in Chart 1.

TABLE D7: Number of Responding Units, by Initiator and Category
 Police-Initiated Other-Initiated
 Category Average Total Calls Average Total Calls
 Accidents 1.8 165 2.1 1,747
 Alarm 2.4 204 2.3 2,524
 Assist other agency 1.4 185 1.7 2,045
 Check/investigation 1.5 310 1.8 2,267
 Crime–persons 2.2 91 3.1 1,138
 Crime–property 1.9 156 2.3 1,587
 Disturbance 2.4 54 2.4 2,691
 Miscellaneous 1.6 299 1.8 2,312
 Ordinance enforcement 1.5 34 1.6 269
 Parking enforcement 1.1 234 1.2 1,332
 Prisoner–arrest 1.8 460 2.1 171
 Prisoner–transport 1.3 67 1.5 141
 Suspicious person/vehicle 1.8 510 2.2 4,099
 Traffic service 1.2 11,854 1.4 1,417
 Total 1.3 14,623 2.1 23,740




Police Operations Analysis Report, Skokie, Illinois page 76
FIGURE D8: Number of Responding Units, by Category, Other-Initiated Calls

 3500

 3000

 2500

 2000
Calls
 1500

 1000

 500

 0
 st st l s s
 si e
 e
 ra n u fic
 rr rim e tio io af
 as en ic Tr
 A C ga p
 n cy G
 st
 i
 us
 S
 ge ve 1 Officer
 A In
 2 Officers
 3+ Officers


Note: The categories in this figure use weighted averages to combine those of the following
table according to the description in Chart 1.

TABLE D8-A: Number of Responding Units, by Category, Other-Initiated Calls
 Responding Units
 Category One Two Three or More
  Accidents 636 513 598
  Alarm 198 1,557 769
  Assist other agency 1,160 528 357
  Check/investigation 1,093 719 455
  Crime–persons 92 266 780
  Crime–property 558 403 626
  Disturbance 271 1,403 1,017
  Miscellaneous 1,069 747 496
  Ordinance enforcement 169 60 40
  Parking enforcement 1,099 189 44
  Prisoner–arrest 69 49 53
  Prisoner–transport 83 44 14
  Suspicious person/vehicle 717 2,112 1,270
  Traffic service 1,033 282 102
 Total 8,247 8,872 6,621




Police Operations Analysis Report, Skokie, Illinois page 77
TABLE D8-B: Number of Responding Units, by Category, Police-Initiated Calls
 Responding Units
 Category One Two Three or More
 Accidents 82 50 33
 Alarm 15 115 74
 Assist other agency 137 35 13
 Check/investigation 196 74 40
 Crime–persons 26 30 35
 Crime–property 79 35 42
 Disturbance 9 25 20
 Miscellaneous 187 73 39
 Ordinance enforcement 24 6 4
 Parking enforcement 205 26 3
 Prisoner–arrest 204 168 88
 Prisoner–transport 50 14 3
 Suspicious person/vehicle 193 241 76
 Traffic service 10,152 1,559 143
 Total 11,559 2,451 613
Note: The information in Table D7 and Figure D7 is limited to calls and excludes events with zero time on scene, as
well as out-of-service records. The information in Figure D8 is further limited to other-initiated calls.

Observations:
  The overall mean number of responding units was 1.3 for police-initiated calls and 2.1 for
 other-initiated calls.
  The mean number of responding units was as high as 2.6 for crime calls that were other-
 initiated.
  35 percent of other-initiated calls involved one responding unit.
  37 percent of other-initiated calls involved two responding units.
  28 percent of other-initiated calls involved three or more units.
  The largest group of other-initiated calls with three or more responding units involved
 suspicious incident calls.
  The largest group of police-initiated calls with three or more responding units involved
 traffic calls.




Police Operations Analysis Report, Skokie, Illinois page 78
FIGURE D9: Calls per Day, by Beat and Shifts


 40 Zone 1
 Zone 2
 Zone 3
 Zone 4


 30




  Calls per Day
 20




 10




 0
 Shift 1 Shift 2 Shift 3



Note: Calls per day are based on a total of 29,315 calls with assigned beat.




Police Operations Analysis Report, Skokie, Illinois page 79
TABLE D9: Calls per Day, by Beat and Shifts
 Beat Shift 1 Shift 2 Shift 3
1-1 0.6 1.7 2.0
1-2 1.3 3.0 4.4
1-3 1.8 3.4 4.5
1-4 1.0 2.1 2.7
 Total Zone 1 4.7 10.2 13.6
2-1 0.4 0.8 0.9
2-2 0.4 1.0 1.1
2-3 1.0 1.9 2.3
2-4 0.6 1.5 1.8
 Total Zone 2 2.4 5.3 6.1
3-1 0.5 1.6 1.7
3-2 0.4 1.5 1.4
3-3 0.3 0.7 0.8
3-4 0.4 1.0 0.9
 Total Zone 3 1.6 4.9 4.8
4-1 1.1 3.8 3.5
4-2 1.5 2.4 3.4
4-3 0.3 0.7 0.9
4-4 1.5 4.0 3.6
 Total Zone 4 4.4 10.9 11.3
 Total 13.1 31.2 35.8
Westfield Old Orchard Mall 0.4 0.8 1.5

Observations:
  The percentage of overall daily call volume for the four zones ranged from 14 percent for
 Zone 3 to 36 percent for Zone 1.
  The percentage of overall daily call volume for the three shifts ranged from 16 percent for
 Shift 1 to 45 percent for shift 3.
  Westfield Old Orchard Mall calls represented 31 percent of calls within Beat 1-2.




Police Operations Analysis Report, Skokie, Illinois page 80
FIGURE D10: Workload per Day, by Beat and Shifts


 Zone 1
 30 Zone 2
 Zone 3
 Zone 4

 25


 20



  Work Hours
 15


 10


 5


 0
 Shift 1 Shift 2 Shift 3



Note: Workload per day is based on a total of 29,315 calls with assigned beat.




Police Operations Analysis Report, Skokie, Illinois page 81
TABLE D10: Workload per Day, by Beat and Shifts
 Beat Shift 1 Shift 2 Shift 3
1-1 0.7 1.5 1.8
1-2 1.1 3.4 4.5
1-3 1.7 2.9 3.8
1-4 1.0 1.9 2.1
 Total Zone 1 4.4 9.8 12.2
2-1 0.3 0.6 0.7
2-2 0.4 0.8 1.0
2-3 1.0 1.9 2.1
2-4 0.7 1.4 1.3
 Total Zone 2 2.4 4.7 5.1
3-1 0.4 1.3 1.3
3-2 0.4 1.3 1.2
3-3 0.2 0.7 0.7
3-4 0.3 0.8 0.7
 Total Zone 3 1.4 4.2 3.9
4-1 1.0 3.3 2.5
4-2 1.3 2.3 2.9
4-3 0.3 0.6 0.7
4-4 1.5 4.0 3.2
 Total Zone 4 4.1 10.2 9.3
 Total 12.3 28.8 30.6
Westfield Old Orchard Mall 0.2 1.1 2.0

Observations:
  The percentage of overall daily workload for the four zones ranged from 13 percent for
 Zone 3 to 37 percent for Zone 1.
  The percentage of overall daily workload for the three shifts ranged from 17 percent for
 Shift 1 to 43 percent for Shift 3.
  Westfield Old Orchard Mall calls represented 38 percent of work within beat 1-2.




Police Operations Analysis Report, Skokie, Illinois page 82
FIGURE D11: Percentage Calls and Work Hours, by Category, Winter 2012


 Agency assist
 Arrest
 C rime
 General
 Investigations
 5.3% 5.7%
 2.6% Suspicious
 6.8% 8.4%
 24.8% Traffic


 10.7%
 45.2%
 23.4%

 12.8%
 15.3%


 10.0%
 16.6% 12.4%


 Call Activity Workload




TABLE D11: Calls and Work Hours per Day, by Category, Winter 2012
 Per Day
 Category Calls Work Hours
Arrest 2.7 6.1
Assist other agency 5.6 4.2
Crime 7.3 16.9
General noncriminal 11.4 7.3
Investigations 13.6 9.0
Suspicious incidents 17.6 11.1
Traffic 48.0 17.9
 Total 106.1 72.4




Police Operations Analysis Report, Skokie, Illinois page 83
Observations:
  Total calls averaged 106 per day, or 4.4 per hour.
  Total workload averaged 72 hours per day, meaning that on average 3.0 officers per hour
 were busy responding to calls.
  Traffic-related incidents constituted 45 percent of calls and 25 percent of workload.
  Suspicious incidents constituted 17 percent of calls and 15 percent of workload.
  Investigations constituted 13 percent of calls and 12 percent of workload.
  These top three categories constituted 75 percent of calls and 53 percent of workload.
  Crimes constituted 7 percent of calls and 23 percent of workload.




Police Operations Analysis Report, Skokie, Illinois page 84
FIGURE D12: Percentage Calls and Work Hours, by Category, Summer 2012

 Agency assist
 Arrest
 C rime
 General
 Investigations
 5.3% 4.6%
 2.3% 7.8% Suspicious
 8.5% 22.8% Traffic


  38.4%
 10.7%
 26.0%

 17.9%
 12.7%


 10.8% 10.1%
 22.1%


 Call Activity Workload




TABLE D12: Calls and Work Hours per Day, by Category, Summer 2012
 Per Day
 Category Calls Work Hours
 Arrest 2.5 6.0
 Assist other agency 5.6 3.6
 Crime 9.0 20.0
 General noncriminal 11.4 7.8
 Investigations 13.5 8.3
 Suspicious incidents 23.5 13.8
 Traffic 40.8 17.5
 Total 106.4 77.0
Note: Workload calculations focused on calls rather than events.




Police Operations Analysis Report, Skokie, Illinois page 85
Observations:
  The average workload per day was higher in the summer than in the winter.
  Total calls averaged 106 per day, or 4.4 per hour.
  Total workload averaged 77 hours per day, meaning that on average 3.2 officers per hour
 were busy responding to calls.
  Traffic-related activities constituted 38 percent of calls and 23 percent of workload.
  Suspicious incidents constituted 22 percent of calls and 18 percent of workload.
  Investigations constituted 13 percent of calls and 11 percent of workload.
  These top three categories constituted 73 percent of calls and 52 percent of workload.
  Crimes constituted 9 percent of calls and 26 percent of workload.




Police Operations Analysis Report, Skokie, Illinois page 86
Deployment
For this study, we examined deployment information for four weeks in winter (February 2012) and
four weeks in summer (August 2012). The police department’s main patrol force is scheduled on
three 8.5-hour shifts that start at 6:45 a.m., 2:45 p.m., and 10:45 p.m. and late car shifts that start at
9:45 a.m. and 5:45 p.m. This schedule leads to half-hour overlaps between shifts from 6:45 a.m. to
7:15 a.m., from 2:45 p.m. to 3:15 p.m., and from 10:45 p.m. to 11:15 p.m.

Skokie Police Department’s main patrol force includes only patrol officers. All other sworn and
nonsworn personnel were excluded. For example, patrol sergeants, detectives, community service
officers (CSOs), and specialized units (traffic and K9) were excluded. The police department’s main
patrol force deployed an average of 11.4 officers per hour during the 24-hour day in winter 2012
and 10.7 officers per hour during the 24-hour day in summer 2012.

In this section, we describe the deployment and workload in distinct steps, distinguishing between
summer and winter, and between weekdays and weekends:

  First, we focus on patrol deployment alone.
  Next, we compare the deployment against workload based upon other-initiated calls for
 service.
  Finally, we draw a comparison based upon "all" workload, which includes police-initiated
 calls and directed patrol activities.

Comments follow each set of four figures, with separate discussions for summer and winter.




Police Operations Analysis Report, Skokie, Illinois page 87
FIGURE D13: Deployed Officers, Weekdays, Winter 2012

 25



 20




  Personnel
 15



 10



 5



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour



FIGURE D14: Deployed Officers, Weekends, Winter 2012

 25



 20




  Personnel
 15



 10



 5



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour




Police Operations Analysis Report, Skokie, Illinois page 88
FIGURE D15: Deployed Officers, Weekdays, Summer 2012

 25



 20




  Personnel
 15



 10



 5



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour



FIGURE D16: Deployed Officers, Weekends, Summer 2012

 25



 20




  Personnel
 15



 10



 5



 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour




Police Operations Analysis Report, Skokie, Illinois page 89
Observations:
  For winter 2012:
 ○ The average deployment was 11.4 officers per hour both during the week and
 11.3 officers per hour on weekend.
 ○ With the exclusion of the half-hour overlap between shifts, average deployment varied
 from 7.7 to 14.0 officers per hour on weekdays and 7.4 to 14.5 officers per hour on
 weekends.
  For summer 2012:
 ○ The average deployment was 10.8 officers per hour during the week and 10.4 officers
 per hour on weekends.
 ○ Average deployment varied from 7.5 to 13.6 officers per hour on weekdays and
 6.9 to 13.1 officers per hour on weekends.




Police Operations Analysis Report, Skokie, Illinois page 90
FIGURE D17: Deployment and Other-Initiated Workload, Weekdays,
Winter 2012

 25



 20




 Personnel
 15



 10



 5



 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Patrol
 Other-initiated work




FIGURE D18: Deployment and Other-Initiated Workload, Weekends,
Winter 2012

 25



 20




 Personnel
 15



 10



 5



 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Patrol
 Other-initiated work




Police Operations Analysis Report, Skokie, Illinois page 91
FIGURE D19: Deployment and Other-Initiated Workload, Weekdays,
Summer 2012

 25



 20




 Personnel
 15



 10



 5



 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Patrol
 Other-initiated work




FIGURE D20: Deployment and Other-Initiated Workload, Weekends,
Summer 2012

 25



 20




 Personnel
 15



 10



 5



 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Patrol
 Other-initiated work




Police Operations Analysis Report, Skokie, Illinois page 92
Observations:
  For winter 2012:
 ○ Average other-initiated workload was 2.3 officers per hour during the week and
 2.1 officers per hour on weekends.
 ○ This was approximately 21 percent of hourly deployment during the week and
 19 percent of hourly deployment on weekends.
 ○ During the week, workload reached a maximum of 35 percent of deployment between
 7:30 p.m. and 7:45 p.m.
 ○ On weekends, workload reached a maximum of 31 percent of deployment between
 1:45 p.m. and 2:00 p.m.
  For summer 2012:
 ○ Average other-initiated workload was 2.5 officers per hour during the week and
 weekends.
 ○ This was approximately 23 percent of hourly deployment during the week and
 24 percent of hourly deployment on weekends.
 ○ During the week, workload reached a maximum of 37 percent of deployment between
 5:30 p.m. and 5:45 p.m.
 ○ On weekends, workload reached a maximum of 44 percent of deployment between
 4:45 p.m. and 5:00 p.m.




Police Operations Analysis Report, Skokie, Illinois page 93
FIGURE D21: Deployment and Main Workload, Weekdays, Winter 2012
 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 P a trol
 O ut-of-se rvice work
 P olice -initia te d work
 O the r-initia te d work




FIGURE D22: Deployment and Main Workload, Weekends, Winter 2012
 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Pa trol
 O ut-of-se rvice work
 Police -initia te d work
 O the r-initia te d work




Police Operations Analysis Report, Skokie, Illinois page 94
FIGURE D23: Deployment and Main Workload, Weekdays, Summer 2012
 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23

 P a trol
 O ut-of-se rvice work
 P olice -initia te d work
 O the r-initia te d work




FIGURE D24: Deployment and Main Workload, Weekends, Summer 2012
 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23

 P a trol
 O ut-of-se rvice work
 P olice -initia te d work
 O the r-initia te d work




Police Operations Analysis Report, Skokie, Illinois page 95
Note: Figures D21 to D24 include deployment along with all workload from other-initiated, police-initiated, and
out-of-service activities.

Observations:
  For winter 2012:
 ○ Average workload was 5.4 officers per hour during the week and 5.0 officers per hour
 on weekends.
 ○ This was approximately 47 percent of hourly deployment during the week and
 45 percent of hourly deployment on weekends.
 ○ During the week, workload reached a maximum of 70 percent of deployment between
 6:30 p.m. and 6:45 p.m.
 ○ On weekends, workload reached a maximum of 73 percent of deployment between
 7:00 p.m. and 7:15 p.m.
  For summer 2012:
 ○ Average workload was 5.4 officers per hour during the week and 4.9 officers per hour
 on weekends.
 ○ This was approximately 50 percent of hourly deployment during the week and
 47 percent of hourly deployment on weekends.
 ○ During the week, workload reached a maximum of 74 percent of deployment between
 12:45 p.m. and 1:00 p.m.
 ○ On weekends, workload reached a maximum of 71 percent of deployment between
 12:00 p.m. and 12:15 p.m.




Police Operations Analysis Report, Skokie, Illinois page 96
FIGURE D25: Deployment and All Workload, Weekdays, Winter 2012

 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23

 Pa trol
 Dire cte d patrol work
 O ut-of-se rvice work
 Police -initia te d work
 O the r-initiate d work




FIGURE D26: Deployment and All Workload, Weekends, Winter 2012

 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23

 Pa trol
 Dire cte d patrol work
 O ut-of-se rvice work
 Police -initia te d work
 O the r-initiate d work




Police Operations Analysis Report, Skokie, Illinois page 97
FIGURE D27: Deployment and All Workload, Weekdays, Summer 2012
 25


 20




 Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 P a trol
 Dire cte d pa trol work
 O ut-of-se rvice work
 P olice -initia te d work
 O the r-initia te d work




FIGURE D28: Deployment and All Workload, Weekends, Summer 2012
 25


 20




  Personnel
 15


 10


 5


 0
 Hour 1 3 5 7 9 11 13 15 17 19 21 23
 Pa trol
 Dire cte d patrol work
 O ut-of-se rvice work
 Police -initia te d work
 O the r-initiate d work




Police Operations Analysis Report, Skokie, Illinois page 98
Note: Figures D25 to D28 include deployment along with all workload from other-initiated, police-initiated, out of
service activities, and directed patrol events.

Observations:
  For winter 2012:
 ○ Average workload was 5.8 officers per hour during the week and 5.3 officers per hour
 during the weekends.
 ○ This was approximately 51 percent of hourly deployment during the week and
 46 percent on weekends.
 ○ During the week, workload reached a maximum of 72 percent of deployment between
 6:30 p.m. and 6:45 p.m.
 ○ On weekends, workload reached a maximum of 74 percent of deployment between
 7:00 p.m. and 7:15 p.m.
  For summer 2012:
 ○ Average workload was 5.9 officers per hour during the week and 5.2 officers per hour
 during the weekends.
 ○ This was approximately 55 percent of hourly deployment during the week and
 50 percent on weekends.
 ○ During the week, workload reached a maximum of 77 percent of deployment between
 10:30 a.m. and 10:45 a.m. and between11:15 a.m. and 11:30 a.m.
 ○ On weekends, workload reached a maximum of 73 percent of deployment between
 12:00 p.m. and 12:15 p.m. and between 7:15 p.m. and 7:30 p.m.




Police Operations Analysis Report, Skokie, Illinois page 99
Response Times
We analyzed the response times to various types of calls, separating the duration into dispatch and
travel times. We begin the discussion with statistics that include all calls combined. We analyzed
several types of calls to determine whether response times varied by call type.

Before presenting the specific figures and tables, we summarize our observations. We started with
7,676 events for winter 2012 and 7,837 events for summer 2012. We limited our analysis to other-
initiated calls and calls within Skokie. We also encountered some calls without arrival times that we
were forced to exclude from our analysis due to lack of information. This left 1,571 calls in winter
and 1,865 calls in winter for our analysis. Table D14 and Figures D29, D30, and D31 represent
response times for calls recorded from January 1, 2012 to December 31, 2012.

The computer-aided dispatch (CAD) software in use in 2012 could not differentiate emergency calls
from regular calls. In April 2013 the Skokie Police Department implemented a major CAD software
upgrade that could now provide this additional information. As it is important to examine the
department’s response times for emergency calls, we analyzed a sample of 199 calls for the period
of April 2, 2013 to October 7, 2013 for three categories that are considered emergencies and for
which either delayed dispatch or delayed police response would be extremely unlikely.

Response time is measured as the difference between when a call is received and when the first
unit arrives on scene. This is further divided into dispatch delay and travel time. Dispatch delay is
the time between when a call is received and when the first unit is dispatched. Travel time is the
remaining time until the first unit arrives on scene.




Police Operations Analysis Report, Skokie, Illinois page 100
Emergency Calls
Below is an analysis of emergency calls extracted from the upgraded CAD system during the period
from April to October 2013. We included calls from three emergency categories: injury accidents,
shots fired, and still alarms. Table D13 shows average response times for these emergency calls.
These averages include nonzero-on-scene, calls from April 2, 2013 to October 7, 2013. There were
199 Emergency calls with valid response times. Analysis of this data indicates that emergency calls
had a shorter average response time of 4.7 minutes compared with the overall 2012 yearly average
of 9.6 minutes.

TABLE D13: Average Dispatch, Travel, and Response Times, by Emergency
 Category Dispatch Travel Response Total Calls
 Injury accidents 1.6 3.3 4.9 128
 Shots fired 1.2 1.7 2.9 5
 Still alarms 1.4 3.1 4.5 66
  Total Emergency 1.5 3.2 4.7 199
 All calls 4.5 5.2 9.6 20,878
Note: The total average is weighted according to the number of calls within each level.




Police Operations Analysis Report, Skokie, Illinois page 101
All Calls
This section looks at all calls without considering their priorities. We examine the differences in
response by both time of day and season (summer versus winter). We also show differences in
response times by category.

FIGURE D29: Average Response Time, by Hour of Day, Winter 2012 and
Summer 2012

 14

 12

 10




  Minutes
 8

 6 Winter 2012: 8.1 minutes
 Summer 2012: 8.7 minutes
 4

 2

 0
 0 2 4 6 8 10 12 14 16 18 20 22
 Hour
 W inte r 2012
 Sum m e r 2012




Observations:
  Average response times varied significantly by hour of day.
  In winter, the longest average response time was between 6:00 a.m. and 7:00 a.m., with an
 average of about 13.2 minutes.
  In winter, the shortest average response time was between 3:00 a.m. and 4:00 a.m., with an
 average of 4.3 minutes.
  In summer, the longest average response time was between 11:00 a.m. and 12:00 p.m., with
 an average of about 13.5 minutes.
  In summer, the shortest average response time was between 3:00 a.m. and 4:00 a.m., with
 an average of 3.6 minutes.




Police Operations Analysis Report, Skokie, Illinois page 102
FIGURE D30: Average Response Time by Category, Winter 2012

 14

 12

 10

 8

  Minutes
 6

 4

 2

 0
 t st l s s
 es si
 e ra n u fic
 rr s rim e tio io af
 A a C en g a p ic Tr
 cy G
 st
 i
 us
 g en ve
 S
 Travel time
 A In
 Dispatch delay




FIGURE D31: Average Response Time by Category, Summer 2012

 14

 12

 10

 8

 Minutes
 6

 4

 2

 0
 t st l s s
 es si
 e ra n u fic
 rr s rim e tio io af
 A y
 a C en ga p ic Tr
 nc
 G
 s ti us
 S
 g e ve Travel time
 A In
 Dispatch delay




Police Operations Analysis Report, Skokie, Illinois page 103
TABLE D14: Average Response Time Components, by Category
 Winter 2012 Summer 2012
 Category Dispatch Travel Response Dispatch Travel Response
 Arrest 2.7 7.2 9.9 1.1 3.3 4.4
 Assist other agency 1.6 5.0 6.6 1.1 4.4 5.5
 Crime 4.0 4.9 8.9 5.7 5.9 11.5
 General noncriminal 4.9 5.4 10.3 6.5 5.8 12.4
 Investigations 2.5 4.6 7.1 2.7 4.4 7.1
 Suspicious incidents 3.0 3.9 6.9 3.4 3.6 7.0
 Traffic 4.3 5.8 10.1 5.1 5.1 10.2
 Total 3.4 4.8 8.1 4.1 4.6 8.7
Note: The total average is weighted according to the number of calls per category.

Observations:
  In winter, the average response time was as short as 7 minutes (for investigations and
 suspicious incidents) and as long as 10 minutes (for general noncriminal and traffic calls).
  In summer, the average response time was as short as 4 minutes (for arrest calls) and as
 long as 12 minutes (for crime and general noncriminal calls).
  The average response time for crimes was approximately 9 minutes in winter and
 12 minutes in summer.




Police Operations Analysis Report, Skokie, Illinois page 104
TABLE D15: 90th Percentiles for Response Time Components, by Category
 Winter 2012 Summer 2012
 Category Dispatch Travel Response Dispatch Travel Response
 Arrest 15.1 23.8 23.8 4.7 15.0 15.2
 Assist other agency 3.3 8.8 13.1 2.3 8.0 9.6
 Crime 12.1 11.3 21.3 18.3 12.5 30.0
 General noncriminal 13.0 11.4 24.0 18.7 11.5 30.1
 Investigations 4.4 8.3 12.1 6.3 8.4 12.3
 Suspicious incidents 6.4 7.4 12.7 9.8 6.9 14.0
 Traffic 11.0 13.3 23.1 14.9 11.5 24.4
 Total 8.2 9.6 17.1 10.8 9.0 19.0
Note: A 90th percentile value of 17 minutes means that 90 percent of all calls are responded to in fewer
than 17 minutes. For this reason, the columns for dispatch delay and travel time may not be equal to
the total response time.

Observations:
  In winter, 90th percentile values for response times were as short as 12 minutes (for
 investigations) and as long as 24 minutes (for general noncriminal calls).
  In summer, 90th percentile values for response times were as short as 10 minutes (for
 agency assists) and as long as 30 minutes (for general noncriminal and crime calls).




Police Operations Analysis Report, Skokie, Illinois page 105
Attachment I – Nature Code Classification
The nature codes for the department’s calls for service from January 1, 2012, to December 31, 2012
were classified within the following categories:

 Nature Code Table Category Graph Category
Suspended, Revoked Drivers License
Traffic Arrest
 Prisoner-arrest
Warrant Arrest Arrest
Warrant Service
Detainee transport Prisoner-transport
Amb. -
Ambulance Request
Assist Animal Officer
Assist Fire Department
Assist Health Department
Assist Other Agency-Ment. Hlth
Assist Other Police Assist other agency Assist other agency
Assist Public Works
Assist Sheriff-County
Assist State Police
Health Hazard
Public Fall
Repossessed Auto




Police Operations Analysis Report, Skokie, Illinois page 106
 Nature Code Table Category Graph Category
Annoying-Susp. Calls
Assault
Battery
Child Abuse
Domestic
Domestic Related Incident Crime-persons
Narcotics Offense
Robbery
Sex Offenses
Stalking
Weapons Violation
Arson
Burglary Crime
Burglary From Motor Vehicle
Burglary-Attempt
Criminal Damage to Property
Criminal Trespass to Land
Deceptive Practices
 Crime-property
Recovered Stolen Auto
Residential Burglary (Forcible Entry)
Stolen Auto
Stolen Auto-Attempt
Theft
Theft-Attempt
Vandalism
Away From Home
Mail Run
 Directed assignment
Swift Escort
Village Hall Crossing
Foot Patrol Directed assignment
Selective Enforcement
Stroll-Business Directed patrol
Stroll- Neighbor.
Stroll PK-School




Police Operations Analysis Report, Skokie, Illinois page 107
 Nature Code Table Category Graph Category
Accidental Damage
Assist Citizen
Lock Out-Auto
 Miscellaneous
Lock Out-Home
Notification
Other Misc. Incidents
Curfew Violation
Dumping Violation
 Ordinance enforcement
Liquor Violations
 General noncriminal
Ordinance Violation
Fire Hydrant Violation
Fire Lane Violation
Handicap Parking Violation
Parking Enforcement
 Parking enforcement
Parking Problem - Street
Parking Problem-Priv. Prop.
Scofflaw Violation/Car Boot
Zone Parking




Police Operations Analysis Report, Skokie, Illinois page 108
 Nature Code Table Category Graph Category
Burglar Alarm
Burglar Alarm
Hold-Up Alarm
Station Alarm Alarm
Station Trouble Alarm
Vehicle Alarm
Verify Alarm Work
9-1-1 Investigations
Barking Dog
Check on Well-Being
Community Concern
Confused Person
 Investigations
Death Investigation
Field Interview
Found Property
Lost License Plates Check/investigation
Lost Property
Missing Person
Open Door/Window
Police Request Nature Unknown
Premise Exam
Shots Fired
Speeding/Racing Auto
Well Being Check
Court
Detention Officer
E.T Follow up Out of service-administrative Out of service
Report Writing
Training




Police Operations Analysis Report, Skokie, Illinois page 109
 Nature Code Table Category Graph Category
Customer Problem
Disorderly Conduct
Disturbance
Neighbor Problem Disturbance
Noise Complaint
Rowdy Youths
 Suspicious incident
Traffic Dispute
Suspicious Circumstances
Suspicious Incident
Suspicious Noises Suspicious person/vehicle
Suspicious Person
Suspicious Vehicle
Auto Accident Accidents
Abandoned Auto-Priv. Prop.
Abandoned Auto-Street
Condition Report
Disabled Auto
 Traffic
Misc. Traffic Incident Traffic service
RR Gate/Signal Complaint
Traffic Light Malfunction
Traffic Problem
Traffic Stop




 END




Police Operations Analysis Report, Skokie, Illinois page 110
 A
 MML: 3/17/14 1st Reading
 *4/7/14
 THIS ORDINANCE MAY BE CITED AS
 VILLAGE ORDINANCE NUMBER

 14-4-Z-


 AN ORDINANCE PROVIDING FOR THE REPEAL OF CERTAIN
 ORDINANCES GRANTING SPECIAL USE PERMITS AND SITE PLAN
 APPPROVALS AT MULTIPLE LOCATIONS WITHIN THE
 VILLAGE OF SKOKIE

1 WHEREAS, from time to time, the Mayor and Board of Trustees of the Village of
2 Skokie have adopted various ordinances granting special use permits (hereinafter “SUP”) and
3 site plan approvals (hereinafter “SPA”) at different locations within the Village of Skokie; and

4 WHEREAS, many of these uses for which the aforementioned SUPs and SPAs were
5 granted no longer exist or were never utilized and therefore should be repealed; and

6 WHEREAS, the Community Development Department staff has conducted a detailed
7 review of SUPs and SPAs. It has been determined that sixteen (16) are no longer applicable
8 because the properties are not being used in a manner consistent with the approving
9 ordinance. A brief description of the SUP and SPA Ordinances to be repealed is attached
10 hereto as Exhibit “1”; and

11 WHEREAS, notices were sent to the property taxpayers of record for the properties
12 affected by the sixteen (16) SUP and SPA Ordinances notifying them: (i) the ordinance
13 granting their respective SUP or SPA was going to be repealed due to inactivity; and (2) they
14 should contact the Community Development Department if they objected to the repeal. The
15 Village did not receive any responses to these notices; and

16 WHEREAS, the Director of Community Development and the Corporation Counsel
17 recommended to the Mayor and Board of Trustees that the sixteen (16) ordinances as outlined
18 in Exhibit “1”, granting SUPs and SPAs for uses which no longer exist, or were never utilized,
19 be repealed; and

20 WHEREAS, the repeal of these ordinances will reduce the number of active
21 ordinances, thereby resulting in improved enforcement; and

22 WHEREAS, the Mayor and Board of Trustees, at a public meeting duly held on March
23 17, 2014, concurred in the aforesaid recommendation;

24 NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the
25 Village of Skokie, Cook County, Illinois:

26 Section 1: That the following Village Ordinances, listed by Village Ordinance
27 Numbers, be and the same are hereby repealed:



 Page 1 of 4
 448169v1 Ordinance, Repeal of Inactive SUP and SPA Ordinances, 2014
1 82-10-Z-1475 83-12-Z-1587
2 84-7-Z-1637 83-11-Z-1572
3 90-11-Z-2187 97-7-Z-2692
4 99-3-Z-2811 99-8-Z-2841
5 00-5-Z-2893 01-5-Z-2983
6 04-3-Z-3255 07-11-Z-3561
7 12-6-Z-3912 12-3-Z-3891
8 11-10-Z-3861 12-9-Z-3984
9
10 A list of the above stated ordinances with a brief description of each is attached hereto as
11 Exhibit “1.”
12
13 Section 2: That any previous Village Ordinances repealed by those Ordinances
14 listed in Section 1, shall remain repealed and remain null and void. Nothing in this
15 Ordinance shall be construed to reinstate the previously repealed ordinances.
16 Section 3: That this Ordinance shall be in full force and effect from and after its
17 passage, approval and recordation as provided by law.
18
 ADOPTED this day of April, 2014.

 Ayes:
 Nays: Village Clerk
 Absent:

 Attested and filed in my Approved by me this day of
 office this day of April, 2014.
 April, 2014.


 Mayor, Village of Skokie
 Village Clerk
19
20
21
22




 Page 2 of 4
 448169v1 Ordinance, Repeal of Inactive SUP and SPA Ordinances, 2014
Exhibit 1
 MML: *4/7/14
 B
 PC: 2011-21(A)P
 SUP: 1.32
 THIS ORDINANCE MAY BE CITED AS
 VILLAGE ORDINANCE NUMBER

 14-4-Z-

 AN ORDINANCE APPROVING A SPECIAL USE PERMIT TO ALLOW
 OUTDOOR DISPLAYS OF VEHICLES AT WESTFIELD OLD ORCHARD
 SHOPPING CENTER, 4801-4999 OLD ORCHARD CENTER, SKOKIE,
 ILLINOIS IN A B4 REGIONAL SHOPPING DISTRICT, AN R1 SINGLE-
 FAMILY DISTRICT AND A B1 SERVICE COMMERCIAL DISTRICT AND
 REPEALING VILLAGE ORDINANCE NUMBER 12-1-Z-3871

1 WHEREAS, on January 3, 2012, the Mayor and Board of Trustees of the Village of Skokie
2 adopted Village Ordinance Number 12-1-Z-3871 which granted a special use permit to allow
3 outdoor displays of vehicles at Westfield Old Orchard Shopping Center, legally described as
4 follows:
 5 LOTS 1, 2, 3, 4, 6, 7, 8, 9, 10, 12, AND 13, IN OLD ORCHARD RESUBDIVISION NO. 1,
 6 BEING A RESUBDIVISION OF PART OF OLD ORCHARD SUBDIVISION IN THE
 7 SOUTHEAST QUARTER OF SECTION 9, TOWNSHIP 41 NORTH, RANGE 13, EAST
 8 OF THE THIRD PRINCIPAL MERIDIAN, ACCORDING TO THE PLAT THEREOF
 9 RECORDED MAY 10, 1995 AS DOCUMENT 95307610, ALSO THE VACATED 16
10 FOOT PUBLIC ALLEY VACATED NOVEMBER 21, 1995 AS DOCUMENT 95808783,
11 EXCEPTING THEREFROM ALL THAT PART THEREOF DEDICATED FOR ROADWAY
12 PURPOSES PER DOCUMENT 95633016 AND ALSO EXCEPTING THEREFROM ALL
13 THAT PART THEREOF CONVEYED TO THE COUNTY OF COOK BY TRUSTEE’S
14 DEED RECORDED JUNE 5, 2009 AS DOCUMENT 0915634086, IN COOK COUNTY,
15 ILLINOIS.
16 PINS: 10-09-411-071, 10-09-411-072, 10-09-411-073, 10-09-411-074, 10-09-411-076,
17 10-09-411-077, 10-09-411-078, 10-09-411-079, 10-09-411-081, 10-09-411-082,
18 10-09-423-044
19 and commonly described as a portion of Westfield Old Orchard Shopping Center, 4801-4999 Old
20 Orchard Center, Skokie, Illinois (hereinafter “Subject Property”), in a B4 Regional Shopping district,
21 an R1 Single-Family district and a B1 Service Commercial district; and

22 WHEREAS, the owner of the Subject Property (hereinafter “petitioner”), legally described
23 above, requested the previously approved special use permit be modified to allow five outdoor
24 vehicle displays, instead of the previously approved four displays, as depicted on the Car Display
25 Site Plan dated February 18, 2014, attached hereto as Exhibit “1”; and

26 WHEREAS, in reviewing the request and pursuant to Section 118-8(c) of the Skokie Village
27 Code, the Corporation Counsel, Plan Commission Chairman and the Community Development
28 Director found that the requested modification is in substantial compliance with the special use
29 permit granted on January 3, 2012; and

30 WHEREAS, it was recommended to the Mayor and Board of Trustees that the requested
31 modification be granted; and

 Page 1 of 3
 VOSDOCS-#449096-v1-Ordinance__2011-21(A)P__Modified_Review__SUP__Outdoor_Vehicle_Displays_4801-
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1 WHEREAS, it was further recommended that Village Ordinance Number 12-1-Z-3871 be
2 repealed and that all applicable conditions be incorporated in a new ordinance; and

3 WHEREAS, at a public meeting duly held March 3, 2014, the Mayor and Board of Trustees
4 concurred in the aforesaid recommendations and findings of fact of the Corporation Counsel, Plan
5 Commission Chairman, and the Community Development Director;

6 NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the Village
7 of Skokie, Cook County, Illinois:
8 Section 1: That Village Ordinance Number 12-1-Z-3871 be and the same is hereby
9 repealed.

10 Section 2: That petitioner is hereby granted a special use permit to allow five outdoor
11 vehicle displays, as depicted on the Car Display Site Plan dated February 18, 2014, attached
12 hereto as Exhibit “1” at Westfield Old Orchard Shopping Center, 4801-4999 Old Orchard Center,
13 Skokie, Illinois subject to the following conditions:
14 1. Five locations for the outdoor display of vehicles are authorized on the Subject
15 Property, in substantial conformance with the final Village approved Car Display Site
16 Plan, dated February 18, 2014;
17 2. The display equipment and signage shall be removed from the locations and public
18 areas of the mall when not being actively used;
19 3. The display locations shall not contain lighting other than what is needed to internally
20 operate the display. No utilities other than electricity may be utilized;
21 4. There shall be a distance of 10 feet between the display and any other obstructions;
22 and
23 5. There shall not be any vehicle sales at the display locations.

24 Section 3: That a notice of the approval of this Ordinance incorporating the
25 conditions contained herein shall be executed by the owner of the property in writing and duly
26 recorded with the Cook County Recorder of Deeds Office at the owner’s expense.

27 Section 4: That this Ordinance shall be in full force and effect from and after its
28 passage, approval and recordation as provided by law.
29 ADOPTED this day of April, 2014.
30
31 Village Clerk
32 Ayes:
33 Nays:
34 Absent:
35 Approved by me this day of
36 Attested and filed in my April, 2014.
37 office this day of
38 April, 2014.
39
40 Mayor, Village of Skokie
41
42 Village Clerk



 Page 2 of 3
 VOSDOCS-#449096-v1-Ordinance__2011-21(A)P__Modified_Review__SUP__Outdoor_Vehicle_Displays_4801-
 4999_Old_Orchard_Shopping_Center__Westfield.doc
 Exhibit 1




 Page 3 of 3
VOSDOCS-#449096-v1-Ordinance__2011-21(A)P__Modified_Review__SUP__Outdoor_Vehicle_Displays_4801-
4999_Old_Orchard_Shopping_Center__Westfield.doc
 MML: *4/7/14
 C
 PC: 2013-32P
 SPA: 456.02
 THIS ORDINANCE MAY BE CITED AS
 VILLAGE ORDINANCE NUMBER

 14-4-Z-

 AN ORDINANCE APPROVING MODIFICATIONS TO THE PREVIOUSLY
 APPROVED SITE PLAN FOR THE RESIDENTIAL PLANNED
 DEVELOPMENT AT 8126-8160 FLORAL AVENUE, 8063-8115 FLORAL
 AVENUE AND 5135-5145 CLEVELAND STREET, SKOKIE, ILLINOIS IN
 R3 COMBINED HOUSING AND CX CORE MIXED-USE DISTRICTS

1 WHEREAS, on January 6, 2014, the Mayor and Board of Trustees of the Village of Skokie
2 adopted Village Ordinance Number 14-1-Z-4029 which granted site plan approval for a planned
3 residential development for the property legally described as follows:
4 8126-8160 Floral Avenue and 5135-5145 Cleveland Street:
5 LOTS 1 THROUGH 20 IN FLORAL AVENUE SUBDIVISION PHASE I, BEING A RESUBDIVISION OF
6 VARIOUS LOTS IN THE WEST HALF OF THE SOUTHWEST QUARTER OF SECTION 21, TOWNSHIP 41
7 NORTH, RANGE 13, EAST OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS.
8 PINS: 10-21-408-039-0000, 10-21-408-040-0000, 10-21-408-042-0000, 10-28-408-013-0000
9 8063-8115 Floral Avenue:
10 LOT 4 AND THE SOUTH 5.68 FEET OF LOT 1 IN THE SUBDIVISION OF LOT 30 ACCORDING TO THE
11 PLAT THEREOF RECORDED SEPTEMBER 18, 1924 AS DOCUMENT 8595951; THE SOUTH 44 FEET OF
12 THE WEST 133.97 FEET OF LOT 30 IN BLAMEUSER’S SUBDIVISION, ACCORDING TO THE PLAT
13 THEREOF RECORDED OCTOBER 24, 1872 AS DOCUMENT 64272; LOT 4, TOGETHER WITH THAT
14 PART OF LOT 1 LYING WEST OF THE EAST LINE OF SAID LOT 4 EXTENDED NORTH, IN SUBDIVISION
15 OF LOT 31 ACCORDING TO THE PLAT THEREOF RECORDED JUNE 9, 1922 AS DOCUMENT 7533721;
16 AND LOT 4 (EXCEPT THE EAST 22.03 FEET THEREOF) IN HENRY REMKE’S SUBDIVISION OF LOT 32;
17 ALL IN THE WEST HALF OF THE SOUTHEAST QUARTER OF SECTION 21, TOWNSHIP 41 NORTH,
18 RANGE 13, EAST OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS.
19 PINS: 10-21-409-021-0000, 10-21-409-010-0000, 10-21-409-011-0000, 10-21-409-012-0000,
20 10-21-409-013-0000

21 commonly described as 8126-8160 Floral Avenue, 8063-8115 Floral Avenue and 5135-5145
22 Cleveland Street, Skokie, Illinois (hereinafter collectively the “Subject Property”), in R3 Combined
23 Housing and CX Core Mixed-Use districts; and

24 WHEREAS, the Village of Skokie, owner of the Subject Property (hereinafter “petitioner”),
25 on behalf of the developer, Floral Avenue LLC, requested that the previously approved site plan be
26 modified, in order to allow a minimum setback of 22 inches from the Cleveland Street right of way
27 instead of the currently approved setback of 4 feet; and

28 WHEREAS, in reviewing the request and pursuant to Section 118-8(c) of the Skokie Village
29 Code, the Corporation Counsel, Plan Commission Chairman and Community Development
30 Director reviewed the request and found that the requested modification is in substantial
31 compliance with the site plan approval granted on January 6, 2014; and

32 WHEREAS, it was recommended to the Mayor and Board of Trustees that the requested
33 modification be granted; and
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 8115_Floral_and_5135-5145_Cleveland.doc
1 WHEREAS, at a public meeting duly held on March 3, 2014, the Mayor and Board of
2 Trustees concurred in the aforesaid recommendations and findings of fact of the Corporation
3 Counsel, Plan Commission Chairman and the Community Development Director;

4 NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the Village
5 of Skokie, Cook County, Illinois:

6 Section 1: That the modification to the previously approved site plan requested by the
7 petitioner is hereby granted and approved for the residential planned development at 8126-8160
8 Floral Avenue, 8063-8115 Floral Avenue and 5135-5145 Cleveland Street, Skokie, Illinois, in R3
9 Combined Housing and CX Core Mixed-Use districts. The new material in Section 1, paragraph #6
10 of Village Ordinance Number 14-1-Z-4029 is highlighted in bold:
11 6. Required yards for each lot in the development shall be in accordance with the
12 final approved Floral Avenue Setbacks plan and subsequently revised by the
13 Floral Avenue; Lots 2-5, Setbacks Lots 2 & 3, Sheet A118, dated February 17,
14 2014 and Floral Avenue; Lots 2-5 Setbacks, Lots 4 & 5, Sheet A119, dated
15 February 17, 2014 .

16 Section 2: That the modification to the previously approved site plan requested by the
17 petitioner is hereby granted and approved for the residential planned development at 8126-8160
18 Floral Avenue, 8063-8115 Floral Avenue and 5135-5145 Cleveland Street, Skokie, Illinois, in R3
19 Combined Housing and CX Core Mixed-Use districts, Village Ordinance Number 14-1-Z-4029. The
20 new material in Section 2, paragraph #5 of Village Ordinance Number 14-1-Z-4029 is highlighted
21 in bold:
22 5. §118-113(6)c. to allow the minimum side yard abutting a street to be less than 10
23 feet, in accordance with the final approved Phase I Floral Avenue Setbacks Plan for
24 Lots 1-20 and subsequently revised by the Floral Avenue; Lots 2-5, Setbacks
25 Lots 2 & 3, Sheet A118, dated February 17, 2014 and Floral Avenue; Lots 2-5
26 Setbacks, Lots 4 & 5, Sheet A119, dated February 17, 2014 .

27 Section 3: That this Ordinance shall be in full force and effect from and after its
28 passage, approval and recordation as provided by law.
29 ADOPTED this day of April, 2014.

30
31
32 Village Clerk
33 Ayes:
34 Nays:
35 Absent:
36 Approved by me this day of
37 Attested and filed in my April, 2014.
38 office this day of
39 April, 2014.
40
41 Mayor, Village of Skokie
42
43 Village Clerk
44


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 VOSDOCS-#449182-v1-Ordinance__2013-32P__Modified_Review__Site_Plan_Approval__8126-8160_Floral__8063-
 8115_Floral_and_5135-5145_Cleveland.doc
 MML: *4/7/14
 D
 PC: 2013-42P
 SUP: 460.01
 THIS ORDINANCE MAY BE CITED AS
 VILLAGE ORDINANCE NUMBER

 14-4-Z-


 AN ORDINANCE GRANTING A SPECIAL USE PERMIT TO ESTABLISH
 AND OPERATE A LIMITED SERVICE RESTAURANT WITH A DRIVE-
 THROUGH AT 3654 TOUHY AVENUE, SKOKIE, ILLINOIS IN A B2
 COMMERCIAL DISTRICT AND RELIEF FROM SECTIONS 82-26(b)(1)a
 AND 118-212(i)(1) OF THE SKOKIE VILLAGE CODE

1 WHEREAS, the owner (hereinafter “Petitioners”) of the following described real
2 property:

3 LOT 2 IN TOUHY MARKETPLACE SUBDIVISION, BEING A SUBDIVISION OF PART OF
4 THE WEST HALF OF THE SOUTHEAST QUARTER AND EAST HALF OF THE
5 SOUTHWEST QUARTER OF SECTION 26, TOWNSHIP 41 NORTH, RANGE 13, EAST
6 OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS.
7 more commonly described as 3654 Touhy Avenue, Skokie, Illinois (hereinafter “Subject
8 Property”), petitioned the Village of Skokie for a special use permit to establish and operate
9 a limited service restaurant with a drive-through in a B2 Commercial district; and

10 WHEREAS, an M Burger limited service restaurant has been designated for the
11 Subject Property which is a permitted use in a B2 Commercial district. M Burger is planning a
12 drive-through which requires a special use permit; and

13 WHEREAS, the drive-through window will be located on the east side of the building
14 with stacking available for 11 vehicles. A traffic study submitted by the Petitioners indicated
15 the stacking would be sufficient and would not impede or obstruct pedestrian or vehicular
16 movement; and

17 WHEREAS, the hours of operation for the drive-through will correspond with those of
18 the restaurant; and

19 WHEREAS, the Petitioners are requesting relief from the following sections of the
20 Skokie Village Code:
21 (i) Section 82-26(b)(1)a. - to allow three (3) wall signs not facing public street
22 frontage and a tower feature sign,
23 (ii) Section 118-212(i)(1) - to allow curbing adjacent to the “notch” of the southeast
24 corner of the Subject Property to be less than six (6) feet; and

25 WHEREAS, the above relief is requested in order to allow for the fact that no ground
26 sign will be provided on the Subject Property, the building’s functional front entrance is on the


 Page 1 of 10

 VOSDOCS-#449200-v1-Ordinance__2013-42P__SUP__Limited_Service_Restaurant_with_drive-through__3654_Touhy.doc
1 north façade not facing the street and due to the fact that as part of the planned development,
2 a landscaped area in the right of way will be provided; and

3 WHEREAS, the Skokie Plan Commission, at a public hearing duly held on February 6,
4 2014, for which proper legal notice had been achieved, heard testimony from the Petitioner
5 with regard to the potential for traffic congestion, in response to concerns raised by the Plan
6 Commission. Petitioners stated that a traffic study which was previously submitted to the
7 Village by the Petitioners indicated that the referenced stacking would be sufficient and would
8 not impede or obstruct pedestrian or vehicular movement; and

9 WHEREAS, the Skokie Plan Commission, with no additional parties testifying went on
10 to: (a) make the appropriate findings of fact as required under Section 118-6(f) of the Skokie
11 Village Code and (b) voted to recommend to the Mayor and Board of Trustees that the
12 requested special use permit be granted subject to the conditions contained in the Plan
13 Commission Report dated March 3, 2014; and

14 WHEREAS, the Mayor and Board of Trustees, at a public meeting duly held on March
15 3, 2014, concurred in the aforesaid recommendations and findings of fact of the Skokie Plan
16 Commission;

17 NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the
18 Village of Skokie, Cook County, Illinois:

19 Section 1: That the special use permit requested by the Petitioners to establish and
20 operate a limited service restaurant with a drive-through at the Subject Property, described
21 above and commonly known as 3654 Touhy Avenue, Skokie, Illinois, in a B2 Commercial
22 district, be and the same is hereby granted and approved subject to each of the conditions set
23 forth below:
24 1. The Petitioners shall develop the Subject Property in substantial conformance
25 with the final Village approved site plans dated March 28, 2014, engineering
26 plans dated February 11, 2014, landscape plans dated March 28, 2014, sign
27 plans dated March 26, 2014, and building elevations dated February 18, 2014;
28 2. Align the north private sidewalk and south public sidewalk/multi-use path with
29 Wendy’s to facilitate walking between Wendy’s and the Touhy Marketplace
30 development and the multi-use pathway in the Touhy Avenue right-of-way;
31 3. Ensure proper handicap access to, from, and within the building and the
32 Subject Property;
33 4. The effective sidewalk width for any sidewalk on the Subject Property shall be
34 five (5) feet per the planned development ordinance;
35 5. Sharing excess parking spaces with other uses in the planned development;
36 6. Design a dumpster enclosure with materials that match the new building;
37 7. Liquor shall not be sold or delivered through the drive-through window, and
38 the sale of closed container alcoholic beverages is prohibited on-site;
39 8. Parking lot and exterior lighting shall meet Illuminating Engineering Society of
40 North America (IES) standards, be full cut-off design, and be directed away
41 from adjacent properties, subject to the approval of the Engineering Division;
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 VOSDOCS-#449200-v1-Ordinance__2013-42P__SUP__Limited_Service_Restaurant_with_drive-through__3654_Touhy.doc
1 9. Any outdoor sound systems shall at all times maintain audio levels that are
2 compliant with the Skokie Village Code;
3 10. All existing damaged public sidewalks that are immediately adjacent to the
4 Subject Property, and all public sidewalks damaged due to the construction of
5 the proposed restaurant shall be replaced or repaired by the Petitioners;
6 11. All objects and landscaping within a 15-foot sight distance triangle shall not
7 exceed 30 inches in height, except traffic control devices listed in the Manual
8 on Uniform Traffic Control Devices;
9 12. All fencing, walls, sidewalks, driveways, curbs, wheel stops, parking areas,
10 signage, landscaping, structures, and any other facilities or infrastructure on
11 the Subject Property shall be maintained in a good state of repair, and when
12 needed, be repaired or replaced in a timely manner;
13 13. All private sidewalks on the Subject Property, and all public sidewalks that are
14 immediately adjacent to the Subject Property shall be maintained free of snow,
15 ice, sleet, or other objects that may impede travel;
16 14. Trash shall only be allowed within a designated trash enclosure and shall be
17 screened from public view in an enclosure approved by the Appearance
18 Commission or Director of Community Development. All trash shall be
19 contained in such a way as to remain out of sight at all times, except for waste
20 receptacles referenced below;
21 15. Waste receptacles shall be placed on the Subject Property for the use of
22 customers, and that the Health Department shall determine the size, type, and
23 location of these units;
24 16. All off-street parking spaces shall be legibly striped and maintained;
25 17. Any plan to modify parking lot striping must be approved by the Director of
26 Engineering;
27 18. As indicated on the Site Plan for the Subject Property dated March 28, 2014,
28 petitioner will provide 22 off-street vehicle parking spaces, including 2
29 handicapped parking spaces;
30 19. The handicapped parking spaces shall be installed and maintained in
31 compliance with State of Illinois Accessibility Standards and the Skokie Village
32 Code, including required signage;
33 20. Vehicles shall not be allowed to be parked in or otherwise block common
34 driveways, sidewalks, aisles, or other points of access at any time, shall only
35 be parked in designated parking spaces, and shall not overlap the striped lines
36 of designated parking spaces;
37 21. The Petitioners shall ensure that employees park on the Subject Property;
38 22. No required parking space on the site may be for the exclusive use of any
39 tenant;
40 23. Prior to issuance of building permits, the Petitioners shall submit evidence of
41 issuance of permits for the construction and operation of the water main and
42 associated equipment by the Illinois Environmental Protection Agency (IEPA)
43 or provide a determination by IEPA that such permits are not required;
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 VOSDOCS-#449200-v1-Ordinance__2013-42P__SUP__Limited_Service_Restaurant_with_drive-through__3654_Touhy.doc
1 24. All overhead utilities on the Subject Property or in adjacent right-of-way shall
2 be placed or relocated underground. The Petitioners shall bear the full cost of
3 any utility relocation and/or conflicts;
4 25. The petitioner shall sign an "Agreement for Installation and Maintenance of
5 Landscaping" to assure that the Subject Property and parkway landscaping is
6 completed and maintained, including trimming, watering, and replacing of
7 dead plant materials in a timely manner in accordance with the final approved
8 landscape plan. A copy of said Agreement is attached hereto, marked Exhibit
9 “A” and hereby made part of this Ordinance. This “Agreement for Installation
10 and Maintenance of Landscaping" shall be recorded at the Petitioners’
11 expense;
12 26. All new construction, alterations, and remodeling shall meet current
13 International Building and NFPA Life Safety Codes as amended;
14 27. The Petitioners shall obtain all required permits and approvals for
15 improvements to County, State, or Federal rights-of-way from the governing
16 jurisdiction;
17 28. The Subject Property must conform to the Village's stormwater control
18 requirements as contained in the Skokie Village Code, including the
19 disconnection of any downspouts;
20 29. All signage shall conform to the Skokie Village Code, or as provided with the
21 granted relief. Any sign on the Subject Property that is in violation of that Code
22 must be removed or modified to conform with the Village Code prior to the
23 issuance of an occupancy permit;
24 30. All modifications to building elevations, signage, and landscaping shall be
25 subject to the review and approval of the Skokie Appearance Commission;
26 31. The Petitioners shall submit to the Planning Division electronic files of the plat
27 of survey, site plan, and landscape plan in their approved and finalized form.
28 The files shall be scaled 2-dimensional drawing files on non-compressed, non-
29 read only CD-ROM *.dwg AutoCAD format;
30 32. Prior to the issuance of building permits, the Petitioners shall submit to the
31 Planning Division of the Community Development Department the name,
32 property address, email address, and telephone number of the company and
33 contact person responsible for site maintenance in compliance with the special
34 use permit;
35 33. If work is to be performed on public property or if public property is utilized or
36 impacted during construction and/or development, the owner shall provide, or
37 shall cause the developer and/or contractor to provide, the Village of Skokie
38 with a certificate of insurance naming the Village of Skokie as additionally
39 insured for any and all claims related to any and all work. The owner shall
40 hold, and shall cause the developer and/or contractor to hold, the Village of
41 Skokie harmless and indemnify the Village for any and all claims for property
42 damage or personal injury related to work on or use of public property;
43 34. The Petitioners shall comply with all Federal and State statutes, laws, rules
44 and regulations and all Village codes, ordinances, rules, and regulations;

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 VOSDOCS-#449200-v1-Ordinance__2013-42P__SUP__Limited_Service_Restaurant_with_drive-through__3654_Touhy.doc
1 35. Failure to abide by any and all terms of this Ordinance shall be cause for the
2 Village to initiate hearings to determine whether the subject ordinance, as well
3 as any applicable business licenses, should be revised or revoked. The
4 Petitioners shall pay all costs related to any hearings conducted as a result of
5 non-compliance with any of the provisions of the enabling ordinance. The
6 costs shall include but not be limited to court reporter fees, attorney fees, and
7 staff time required researching and conducting said hearing;
8 36. The Petitioners shall implement any necessary operational improvements to
9 ensure that stacking of vehicles within the drive-through lane will be contained
10 on-site and not impede or obstruct pedestrian or vehicular movements;
11 37. A screened garbage corral with an impermeable surface shall be provided to
12 contain all dumpsters; and
13 38. At least once during every 4 hours of operation and before opening and
14 closing of the business, employees shall patrol the Subject Property and clear
15 it of debris.

16 Section 2: That relief from Section 82-26(b)(1)a. to allow three (3) wall signs not
17 facing public street frontage and a tower feature sign is hereby granted.

18 Section 3: That relief from Section 118-212(i)(1) to allow curbing adjacent to the
19 “notch” of the southeast corner of the Subject Property to be less than six (6) feet is hereby
20 granted.

21 Section 4: That a notice of the approval of this Ordinance incorporating the
22 conditions contained herein shall be executed by the owner of the property in writing and
23 duly recorded with the Cook County Recorder of Deeds Office at the owner’s expense.

24 Section 5: That this Ordinance shall be in full force and effect from and after its
25 passage, approval and recordation as provided by law.
26 ADOPTED this day of April, 2014.
27
28 Village Clerk
29 Ayes:
30 Nays:
31 Absent:
32 Approved by me this day of
33 Attested and filed in my April, 2014.
34 office this day of
35 April, 2014.
36
37 Mayor, Village of Skokie
38
39 Village Clerk
40
41




 Page 5 of 10

 VOSDOCS-#449200-v1-Ordinance__2013-42P__SUP__Limited_Service_Restaurant_with_drive-through__3654_Touhy.doc
 Exhibit A
1 AGREEMENT FOR
2 INSTALLATION AND
3 MAINTENANCE OF
4 LANDSCAPING
5
6 Plan Commission Case
7 2013-42P
8
9
10
11
12 This Agreement is entered into this day of 2014 by and
13 between CSD TOUHY, LLC, hereinafter referred to as "PROPERTY OWNER", and the
14 VILLAGE OF SKOKIE, an Illinois municipal corporation hereinafter referred to as "VILLAGE".
15 The parties to this Agreement hereby agree as follows:
16
17 1. PROPERTY OWNER is the owner of real property located in the Village of Skokie,
18 described as follows:

19 LOT 2 IN TOUHY MARKETPLACE SUBDIVISION, BEING A SUBDIVISION OF PART OF
20 THE WEST HALF OF THE SOUTHEAST QUARTER AND EAST HALF OF THE
21 SOUTHWEST QUARTER OF SECTION 26, TOWNSHIP 41 NORTH, RANGE 13, EAST OF
22 THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS.

23 commonly known as 3654 Touhy Avenue, Skokie, Illinois.

24 2. At or near the time of execution of this Agreement, the VILLAGE granted an
25 Occupancy Permit, Business License, or Special Use Permit hereinafter collectively
26 referred to as “permit” pursuant to state statutes and local ordinances.

27 3. By the terms of the aforesaid permit, the PROPERTY OWNER is required to install
28 and maintain landscaping in accordance with the plan dated March 28, 2014, or as it
29 may be subsequently revised with the approval of the Village Manager, or designee,
30 and the Corporation Counsel.

31 4. The parties to this Agreement recognize that the installation and maintenance of
32 landscaping is an integral part of the PROPERTY OWNER's plan for development
33 and/or use of the property and is necessary to carry out the purpose and intent of the
34 VILLAGE's land use objectives, and that the permit would not have been approved
35 by the VILLAGE without the assurance that this Agreement would be executed by
36 the PROPERTY OWNER.

37 5. The purpose of this Agreement is to assure:

38 (a) installation of the landscaping in accordance with the landscaping plan
39 approved by the VILLAGE, and
40 (b) continued maintenance and care of the landscaping, including any
41 landscaping indicated in the parkway area.

42 6. The property, which is the subject matter of this Agreement, is legally described
43 above. The portions of the Subject Property which are to be landscaped and
44 maintained pursuant to the terms and conditions of this Agreement are indicated on
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1 the Landscape Plan attached hereto, marked Exhibit “1” and are hereby made a part
2 of this Agreement.

3 7. PROPERTY OWNER agrees that the installation and maintenance of the
4 landscaping which is required in accordance with the permit issued by the VILLAGE
5 and this Agreement will materially benefit the Subject Property. Such landscaping is
6 necessary in order for the PROPERTY OWNER to comply with the conditions of the
7 permit issued or granted by the VILLAGE for the PROPERTY OWNER’s requested
8 development or use of the property.

9 8. PROPERTY OWNER shall diligently maintain and care for the landscaping which is
10 installed and required by the permit and this Agreement, using generally accepted
11 methods of cultivation and watering. The PROPERTY OWNER shall maintain a
12 standard of care necessary to prevent the landscaping from deteriorating to the
13 extent that its value as landscaping is destroyed. If Exhibit “1”, attached hereto or
14 permit specifies maintenance standards or procedures, such procedures are hereby
15 adopted as part of this Agreement, and by such adoption, become enforcement
16 conditions of this Agreement.

17 9. Failure to maintain the landscaping as required by this Agreement shall be a
18 nuisance. In the event the PROPERTY OWNER fails to meet the standard of
19 maintenance necessary to keep the landscaping in a healthy condition as required
20 by this Agreement, the VILLAGE shall give written notice of the deficiency to the
21 PROPERTY OWNER who shall have 20 days to make the necessary correction or
22 replacement. If such correction or replacement is not made within the aforesaid 20-
23 day period, the VILLAGE may elect to abate the nuisance and take necessary action
24 to assure that the landscaping is replaced and/or maintained. In the event, the
25 VILLAGE so elects; the VILLAGE shall serve notice of its intent to enter the
26 premises for this purpose. The VILLAGE shall either personally serve the notice
27 upon the PROPERTY OWNER or mail a copy of it by certified mail to the
28 PROPERTY OWNER's last known address, or as shown on the tax rolls, at least 15
29 days in advance of the date when the VILLAGE or its agent intends to enter the
30 premises.

31 10. For this purpose, the VILLAGE or its agent may enter upon the property and perform
32 such work as it considers reasonably necessary and proper to restore, maintain, or
33 replace the landscaping required by this Agreement. The VILLAGE may act either
34 through its own employees or through an independent contractor.

35 11. The VILLAGE shall be entitled to reimbursement for abating the nuisance in
36 restoring, maintaining or replacing the landscaping, provided that the VILLAGE
37 follows the procedures set forth in this Agreement. Costs shall include but shall not
38 be limited to actual costs incurred by the VILLAGE and administrative costs. The
39 VILLAGE shall make demand upon the PROPERTY OWNER for payment. If the
40 PROPERTY OWNER fails to pay the costs within 30 days of the date on which
41 demand is made, the VILLAGE may cause a lien to be placed on the Subject
42 Property. The VILLAGE may record a notice with the Recorder of Deeds for Cook
43 County stating that it has incurred expenses under the terms this Landscape
44 Agreement. The VILLAGE shall be entitled to collect interest at the statutory rate on
45 the amount owed.


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1 12. In addition to having a lien placed on the Subject Property, the VILLAGE may
2 institute a legal action to collect the amount owed. The PROPERTY OWNER agrees
3 to pay the VILLAGE a reasonable sum for attorney's fees and court costs.

4 13. If either party upon the execution of this Agreement or during the course of
5 performance considers that it is necessary to have the PROPERTY OWNER post
6 additional security to guarantee the performance of his obligations hereunder, the
7 VILLAGE may require the PROPERTY OWNER to post additional security. The
8 VILLAGE may require either a cash deposit or a surety bond guaranteeing
9 performance in a form signed by sureties satisfactory to the VILLAGE. The
10 condition of the security shall be that if the PROPERTY OWNER fails to perform any
11 obligation under this Agreement, the VILLAGE may, act on behalf of the
12 PROPERTY OWNER and use the proceeds of the cash bond, or in the case of a
13 surety bond, require the securities to perform the obligations of this Agreement.

14 14. The PROPERTY OWNER hereby agrees to indemnify and hold harmless the
15 VILLAGE, its trustees, officials, employees and agents for any costs, claims, actions
16 or causes of action for personal injury, property damage or otherwise, including
17 reasonable attorneys fees, which may arise from the VILLAGE exercising any of its
18 rights or obligations and performance under this Agreement.

19 15. All notices required or to be given pursuant hereto shall be in writing and either
20 delivered personally or by a nationally recognized "over-night" courier service or
21 mailed by United States certified or registered mail, postage prepaid, addressed to
22 the VILLAGE and the PROPERTY OWNER as follows:

 If to VILLAGE: If to the PROPERTY OWNER:
 Village of Skokie
 5127 Oakton Street CSD Touhy, LLC
 Skokie, IL 60077 980 N. Michigan Ave., Suite 1280
 Attention: Village Clerk Chicago, IL 60611

 With copies to: With copies to:
 Village Manager Steven M. Elrod
 Village of Skokie Holland & Knight
 5127 Oakton Street 131 S. Dearborn St., 30th floor
 Skokie, IL 60077 Chicago, IL 60603

 Corporation Counsel
 Village of Skokie
 5127 Oakton Street
 Skokie, IL 60077


23
24 Either Party may change the names and addresses of the persons to whom notices or
25 copies thereof shall be delivered, by written notice to the other Party, as the case may
26 be, in the manner herein provided for the service of notice.
27




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1 16. The Parties and the individuals whose signature is affixed to this Agreement, each
2 acting with due authority have executed this Agreement.

3 17. This Agreement pertains to, runs with the Subject Property, and shall be binding on
4 the successors, assigns, and heirs in interest.

5 18. This Agreement shall be recorded at the PROPERTY OWNER’s expense in the
6 Office of the Recorder of Deeds for County of Cook.

7 IN WITNESS WHEREOF, the parties have executed this Agreement on the day and
8 year written above.

9


10 CSD TOUHY, LLC VILLAGE OF SKOKIE
11
12
13 By: By:
14 its Village Manager
15 Title:
16
17 ATTEST: ATTEST:
18
19
20 Village Clerk
21 Its:
22
23




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 VOSDOCS-#449200-v1-Ordinance__2013-42P__SUP__Limited_Service_Restaurant_with_drive-through__3654_Touhy.doc
 Exhibit 1
1




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 MML: *4/7/14
 E
 PC: 2013-43P
 SUP: 461.01
 THIS ORDINANCE MAY BE CITED AS
 VILLAGE ORDINANCE NUMBER

 14-4-Z-


 AN ORDINANCE GRANTING A SPECIAL USE PERMIT TO ALLOW
 OUTDOOR DINING AT 3654 TOUHY AVENUE, SKOKIE, ILLINOIS
 IN A B2 COMMERCIAL DISTRICT

1 WHEREAS, the owner of the following described real property:

2 LOT 2 IN TOUHY MARKETPLACE SUBDIVISION, BEING A SUBDIVISION OF PART OF
3 THE WEST HALF OF THE SOUTHEAST QUARTER AND EAST HALF OF THE
4 SOUTHWEST QUARTER OF SECTION 26, TOWNSHIP 41 NORTH, RANGE 13, EAST
5 OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS.
6 more commonly described as 3654 Touhy Avenue, Skokie, Illinois (the “Subject Property”),
7 petitioned the Village of Skokie for a special use permit to allow outdoor dining in a B2
8 Commercial district; and

9 WHEREAS, a new M Burger limited service restaurant is being proposed for the
10 Subject Property which is a permitted use in a B2 Commercial district, however, the outdoor
11 dining component requires a special use permit; and

12 WHEREAS, the proposed outdoor dining area will be on the north and west sides of
13 the building and be enclosed with fencing and landscaping. A trellis will be used to block or
14 filter sunlight for the outdoor dining area. At its February 12, 2014 meeting, the Appearance
15 Commission reviewed and approved the outdoor dining layout; and

16 WHEREAS, the outdoor dining area will provide seating for up to 54 people and
17 includes multiple tables for four (4) and six (6) people; and

18 WHEREAS, the seasonal dates for outdoor dining shall be limited to April 1st through
19 October 31st. Daily hours shall be limited to 8:00 AM to 10:00 PM; and

20 WHEREAS, the Skokie Plan Commission, at a public hearing duly held on February 6,
21 2014, for which proper legal notice had been achieved and no interested parties appeared, (a)
22 made the appropriate findings of fact as required under Section 118-6(f) of the Skokie Village
23 Code, and (b) voted to recommend to the Mayor and Board of Trustees that the requested
24 special use permit be granted subject to the conditions contained in the Plan Commission
25 Report dated March 3, 2014; and

26 WHEREAS, the Mayor and Board of Trustees, at a public meeting duly held on March
27 3, 2014, concurred in the aforesaid recommendations and findings of fact of the Skokie Plan
28 Commission;




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1 NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the
2 Village of Skokie, Cook County, Illinois:

3 Section 1: That the special use permit requested by the petitioner to allow outdoor
4 dining at the Subject Property, described above and commonly known as 3654 Touhy Avenue,
5 Skokie, Illinois, in a B2 Commercial district be and the same is hereby granted and approved
6 subject to each of the conditions set forth below:
7 1. The petitioner shall operate and maintain the outdoor dining area in
8 substantial conformance with the Outdoor Dining Plan dated February 11,
9 2014;
10 2. At least once during every 4 hours of operation and before opening and
11 closing of the business, employees shall patrol the Subject Property and clear
12 it of debris;
13 3. Appearance Commission-approved barriers, fencing, landscaping, and other
14 features shall be utilized to define the outdoor dining area;
15 4. Hours of operation for the outdoor dining shall be limited to between 8:00 AM
16 and 10:00 PM, but not longer than the posted operational hours of the
17 associated food service facility;
18 5. Dates of operation shall be limited to limited to between April 1 and October
19 31 in a calendar year;
20 6. Outdoor dining areas shall be exempt from the parking regulations if used or
21 set up less than 7 months in a calendar year;
22 7. All food preparation must take place inside the associated food service
23 establishment;
24 8. Adequate refuse disposal shall exist as determined by the Health Department;
25 9. Advertising or promotional features shall be limited to umbrellas or canopies;
26 10. All applicable village and state health requirements shall be met;
27 11. Dining areas will be reviewed each year during the annual restaurant
28 inspection. The outdoor dining permit may be revoked by the Village Manager
29 at any time on 14 days' notice for failure to comply with the regulations set
30 forth in this subsection;
31 12. The outdoor dining area shall not be enclosed on more than two sides with
32 walls if roofed over;
33 13. The outdoor dining area must be located on a surface approved by the Village
34 Manager or designee;
35 14. The petitioners shall comply with all Federal and State statutes, laws, rules
36 and regulations and all Village codes, ordinances, rules, and regulations;
37 15. Failure to abide by any and all terms of this Ordinance shall be cause for the
38 Village to initiate hearings to determine whether the subject Ordinance, as well
39 as any applicable business licenses, should be revised or revoked; and




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1 16. The petitioners shall pay all costs related to any hearings conducted as a
2 result of non-compliance with any of the provisions of the enabling ordinance.
3 The costs shall include but not be limited to court reporter fees, attorney fees,
4 and staff time required researching and conducting said hearing.

5 Section 2: That a notice of the approval of this Ordinance incorporating the
6 conditions contained herein shall be executed by the owner of the property in writing and
7 duly recorded with the Cook County Recorder of Deeds Office at the owner’s expense.

8 Section 3: That this Ordinance shall be in full force and effect from and after its
9 passage, approval and recordation as provided by law.
10 ADOPTED this day of April, 2014.
11
12 Village Clerk
13 Ayes:
14 Nays:
15 Absent:
16 Approved by me this day of
17 Attested and filed in my April, 2014.
18 office this day of
19 April, 2014.
20
21 Mayor, Village of Skokie
22
23 Village Clerk




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 MML: *4/7/14
 F
 PC: 2013-44P

 THIS ORDINANCE MAY BE CITED AS
 VILLAGE ORDINANCE NUMBER
 14-4-Z-

 AN ORDINANCE VACATING THE NORTH-SOUTH AND
 EAST-WEST ALLEYS WITHIN AN AREA BOUNDED BY
 LOUISE AVENUE, LINCOLN JUNIOR HIGH SCHOOL AND BABB
 AVENUE, IN CX CORE MIXED-USE AND TX TRANSIT MIXED-USE
 DISTRICTS

1 WHEREAS, Skokie School District 69 (hereinafter “District 69”) petitioned the Village
2 to vacate the north-south and east-west alleys in an area bounded by Louise Avenue on the
3 north, Lincoln Junior High School on the east and Babb Avenue on the west (hereinafter
4 “Subject Property”); and

5 WHEREAS, the alley vacation will benefit both District 69, the adjacent property
6 owner receiving the vacated alley by increasing their land area, and the Village by reducing
7 property maintenance costs; and

8 WHEREAS, District 69 is requesting the vacation of the Subject Property, as Lincoln
9 Junior High School is the sole user of the majority of the area of the alleys; and

10 WHEREAS, the Subject Property is depicted on the Plat of Vacation, dated
11 December 23, 2013 and subsequently revised January 20, 2014, a copy of which is
12 attached hereto as Exhibit “A”; and

13 WHEREAS, the Subject Property is located in both CX Core Mixed-Use and TX
14 Transit Mixed-Use districts and is legally described in Exhibit “B” attached hereto; and

15 WHEREAS, acquisition of the Subject Property will enable Lincoln Junior High
16 School to locate school bus drop off and pick up in an area entirely within its property; and

17 WHEREAS, the nature and extent of the public use or public interest to be
18 subserved in the Subject Property shall warrant the vacation of the same; and

19 WHEREAS, the title and ownership of the portion of the Subject Property to be
20 vacated shall, pursuant to 65 ILCS 5/11-91-1, vest in the property owner as identified by the
21 Permanent Index Numbers 10-28-205-010-0000 and 10-28-206-001-0000; and

22 WHEREAS, no compensation shall be paid by District 69, a municipal entity, the
23 owner of the abutting property for the value of the real estate which may accrue to them by
24 reason of the enactment of this Ordinance, since it has been determined that the vacation of
25 alleys and the vacated portion will benefit both District 69 and the Village; and

26 WHEREAS, the Skokie Plan Commission, at a public hearing duly held on February
27 6, 2014: (a) determined proper legal notice was achieved and (b) voted to recommend to


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1 the Mayor and Board of Trustees that the Subject Property be vacated, subject to the
2 conditions set forth in the Plan Commission Report dated March 3, 2014; and

3 WHEREAS, the Mayor and Board of Trustees of the Village of Skokie, at a public
4 meeting duly held March 3, 2014, concurred in the recommendation of the Skokie Plan
5 Commission;

6 NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the
7 Village of Skokie, Cook County, Illinois:

8 Section 1: That the following portion of the alley commonly described below, and
9 legally described in Exhibit “B” attached hereto, and depicted on the Plat of Vacation, dated
10 December 23, 2013 and subsequently revised January 20, 2014, a copy of which is
11 attached hereto as Exhibit “A”, located in the Village of Skokie, be and the same is hereby
12 vacated:

13 The north-south and east-west alleys in an area bounded by Louise Avenue on the
14 north, Lincoln Junior High School on the east and Babb Avenue on the west.

15 and the title to the vacated alleys shall vest to District 69, one of the abutting property
16 owners, pursuant to 65 ILCS 5/11-91-1, as identified by Permanent Index Numbers 10-28-
17 205-010-0000 and 10-28-206-001-0000.

18 Section 2: The aforesaid vacations are subject to the conditions set forth below:
19 1. The property shall be vacated pursuant to the Plat of Vacation dated
20 December 23, 2013 and subsequently revised January 20, 2014, a copy of which is
21 attached hereto as Exhibit “A” and as may be further revised with the approval of the Village
22 Manager, or designee, and Corporation Counsel.
23 2. District 69 shall submit to the Village for execution, a perpetual easement
24 agreement for the benefit of the Village of Skokie and its successors or grantees in order to
25 maintain ingress and egress access to the public parking lot at the southeast corner of
26 Louise Avenue and Babb Avenue. Said easement agreement shall be executed and
27 recorded in the Cook County Recorder of Deeds Office at District 69’s expense prior to or in
28 conjunction with this Ordinance.
29 3. The vacation shall be effective upon the recording of a Plat of Vacation by the
30 Village in the Office of the Recorder of Deeds of Cook County, Illinois.
31 Section 3: That the aforesaid vacation, incorporating the conditions contained
32 herein, shall be effective upon the recording of a Plat of Vacation by the Village of Skokie in
33 the Office of the Recorder of Deeds of Cook County.
34 Section 4: That no compensation shall be paid by District 69, a municipal entity,
35 for the value of the real estate which may accrue to them by reason of the enactment of this
36 ordinance and that the public interest and benefit will be subserved by the vacation of the
37 properties referenced herein.

38 Section 5: It is the intention of the Village that ownership and title to the vacated
39 alleys shall pass to and vest in District 69, an adjacent property owner, as listed by the
40 Permanent Index Numbers 10-28-205-010-0000 and 10-28-206-001-0000.

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1 Section 6: That this Ordinance shall be in full force and effect from and after its
2 passage, approval, and recordation as provided by law.
3
4 ADOPTED this day of April, 2014.
5
6 Village Clerk
7 Ayes:
8 Nays:
9 Absent:
10 Approved by me this day of
11 Attested and filed in my April, 2014.
12 office this day of
13 April, 2014.
14
15 Mayor, Village of Skokie
16
17 Village Clerk
18
19
20




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 Babb_Avenue.doc
Exhibit A
 Exhibit B



 Legal Description

THAT PART OF THE 16.0 FT. PUBLIC ALLEY LOCATED SOUTHEASTERLY OF LOTS 1 THROUGH 9,
BOTH INCLUSIVE, AND THE 16.0 FT. PUBLIC ALLEY LYING SOUTHWESTERLY OF THE
SOUTHWESTERLY LINE OF SAID LOT 9 DEDICATED ON THE PLAT RECORDED AS DOCUMENT
NO. 16051319, ALL IN BLOCK 3 OF THE CIRCUIT COURT PARTITION OF LOTS 2 THROUGH 18,
BOTH INCLUSIVE, IN WILLIAM LILL ADMINISTRATOR’S SUBDIVISION OF THE NORTHEAST
QUARTER OF SECTION 28, TOWNSHIP 41 NORTH, RANGE 13, EAST OF THE THIRD PRINCIPAL
MERIDIAN, EXCEPTING THEREFROM THAT PORTION THEREOF FALLING WITH LOTS 5 AND 6 OF
COUNTY CLERK’S DIVISION OF SECTION 28, AFORESAID, IN COOK COUNTY, ILLINOIS,
BOUNDED AND DESCRIBED AS FOLLOWS: BEGINNING AT THE MOST SOUTHWESTERLY
CORNER OF LOT 9 IN SAID CIRCUIT COURT PARTITION; THENCE SOUTH 58 DEGREES 08
MINUTES 15 SECONDS EAST, BEING AN ASSUMED BEARING ON THE SOUTHWESTERLY LINE
OF SAID LOT 9, A DISTANCE OF 125.0 FT. TO THE MOST SOUTHEASTERLY CORNER OF SAID
LOT 9; THENCE NORTH 31 DEGREES 51 MINUTES 45 SECONDS EAST, ON SAID
SOUTHEASTERLY LINE OF SAID LOTS 1 THROUGH 9, SAID LINE ALSO BEING THE WESTERLY
LINE OF SAID 16 FT. PUBLIC ALLEY, A DISTANCE OF 269.98 FT. TO THE NORTHEASTERLY
CORNER OF SAID LOT 1; THENCE NORTH 85 DEGREES 45 MINUTES 03 SECONDS EAST, A
DISTANCE OF 19.81 FT. TO THE MOST NORTHWESTERLY CORNER OF BLOCK 4 IN SAID CIRCUIT
COURT PARTITION; THENCE SOUTH 31 DEGREES 51 MINUTES 45 SECONDS WEST, ON THE
SOUTHEASTERLY LINE OF SAID 16.0 FT. PUBLIC ALLEY, SAID LINE ALSO BEING THE
NORTHWESTERLY LINE OF SAID BLOCK 4, A DISTANCE OF 297.65 FT. TO THE INTERSECTION
OF THE SOUTHWESTERLY LINE OF THE 16.0 FT. PUBLIC ALLEY DEDICATED BY DOCUMENT NO.
16051319; THENCE NORTH 58 DEGREES 08 MINUTES 15 SECONDS WEST ON SAID
SOUTHWESTERLY LINE, A DISTANCE OF 141.0 FT. TO THE SOUTHEASTERLY RIGHT OF WAY
LINE OF BABB AVENUE (ALSO RECORDED AS HARMS AVENUE); THENCE NORTH 31 DEGREES
51 MINUTES 45 SECONDS EAST, A DISTANCE OF 116.0 FT. TO THE POINT OF BEGINNING, ALL IN
COOK COUNTY, ILLINOIS.
 MML: *4/7/14
 G
 PC: 2013-45P
 THIS ORDINANCE MAY BE CITED
 AS VILLAGE ORDINANCE NUMBER
 14-4-Z-

 AN ORDINANCE AMENDING THE ZONING MAP WITH REGARD
 TO A PORTION OF THE VACATED EAST-WEST AND NORTH-SOUTH
 ALLEYS ADJACENT TO 7839 LINCOLN AVENUE, SKOKIE, ILLINOIS
 FROM A CX CORE MIXED-USE DISTRICT TO A
 TX TRANSIT MIXED-USE DISTRICT

1 WHEREAS, the Village of Skokie, owner of the following described real property:

 2 THE WEST 8.0 FEET OF THE VACATED 16.0 FT. PUBLIC ALLEY LOCATED SOUTHEASTERLY OF
 3 LOTS 1 THROUGH 9, BOTH INCLUSIVE, AND THE NORTH 8.0 FEET OF THE VACATED 16.0 FT.
 4 PUBLIC ALLEY LYING SOUTHWESTERLY OF THE SOUTHWESTERLY LINE OF SAID LOT 9
 5 DEDICATED ON THE PLAT RECORDED AS DOCUMENT NO. 16051319, ALL IN BLOCK 3 OF THE
 6 CIRCUIT COURT PARTITION OF LOTS 2 THROUGH 18, BOTH INCLUSIVE, IN WILLIAM LILL
 7 ADMINISTRATOR'S SUBDIVISION OF THE NORTHEAST QUARTER OF SECTION 28, TOWNSHIP 41
 8 NORTH, RANGE 13 EAST OF THE THIRD PRINCIPAL MERIDIAN, EXCEPTING THEREFROM THAT
 9 PORTION THEREOF FALLING WITH LOTS 5 AND 6 OF COUNTY CLERK'S DIVISION OF SECTION
10 28, AFORESAID, IN COOK COUNTY, ILLINOIS, BOUNDED AND DESCRIBED AS FOLLOWS:
11 BEGINNING AT THE MOST SOUTHWESTERLY CORNER OF LOT 9 IN SAID CIRCUIT COURT
12 PARTITION; THENCE SOUTH 58 DEGREES 08 MINUTES 15 SECONDS EAST, BEING AN ASSUMED
13 BEARING ON THE SOUTHWESTERLY LINE OF SAID LOT 9, A DISTANCE OF 125.0 FT. TO THE
14 MOST SOUTHEASTERLY CORNER OF SAID LOT 9; THENCE NORTH 31 DEGREES 51 MINUTES 45
15 SECONDS EAST, ON SAID SOUTHEASTERLY LINE OF SAID LOTS 1 THROUGH 9, SAID LINE ALSO
16 BEING THE WESTERLY LINE OF SAID 16FT. PUBLIC ALLEY, A DISTANCE OF 269.98 FT. TO THE
17 NORTHEASTERLY CORNER OF SAID LOT 1; THENCE NORTH 85 DEGREES 45 MINUTES 03
18 SECONDS EAST, A DISTANCE OF 19.81 FT. TO THE MOST NORTHWESTERLY CORNER OF
19 BLOCK 4 IN SAID CIRCUIT COURT PARTITION; THENCE SOUTH 31 DEGREES 51 MINUTES 45
20 SECONDS WEST, ON THE SOUTHEASTERLY LINE OF SAID 16.0 FT. PUBLIC ALLEY, SAID LINE
21 ALSO BEING THE NORTHWESTERLY LINE OF SAID BLOCK 4, A DISTANCE OF 297.65 FT. TO THE
22 INTERSECTION OF THE SOUTHWESTERLY LINE OF THE 16.0 FT. PUBLIC ALLEY DEDICATED BY
23 DOCUMENT NO. 16051319; THENCE NORTH 58 DEGREES 08 MINUTES WEST ON SAID
24 SOUTHWESTERLY LINE, A DISTANCE OF 141.0 FEET TO THE SOUTHEASTERLY RIGHT OF WAY
25 LINE OF BABB AVENUE (ALSO RECORDED AS HARMS AVENUE); THENCE NORTH 31 DEGREES
26 51 MINUTES 45 SECONDS EAST, A DISTANCE OF 16.0 FT. TO THE POINT OF BEGINNING, ALL IN
27 COOK COUNTY, ILLINOIS.

28 PINS: 10-28-205-010-0000, 10-28-206-001-0000

29 commonly known as 7839 Lincoln Avenue, Skokie, Illinois (hereinafter “Subject Property”),
30 petitioned to reclassify the zoning of the Subject Property from a CX Core Mixed-Use district
31 to a TX Transit Mixed-Use district; and

32 WHEREAS, this is a companion case to 2013-44P, which sought to vacate the
33 above Subject Property which is currently zoned CX Core Mixed-Use; and

34 WHEREAS, the Subject Property consists of parts of two vacated alleys that are
35 both primarily used by Lincoln Junior High School, and is commonly described as the

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1 western half of the north-south alley and the northern half of the east-west alley, in an area
2 bounded by Louise Avenue on the north, Lincoln Junior High School on the east and Babb
3 Avenue on the west; and

4 WHEREAS, re-zoning the Subject Property to TX Transit Mixed-Use will prevent a
5 split-zoned site from being created; and

6 WHEREAS, the Skokie Plan Commission, after public hearing duly held on February
7 6, 2014 at which no interested parties testified, (i) determined that proper notice had been
8 given; (ii) made the appropriate findings of fact in the affirmative as required under Section
9 118-6(h) of the Skokie Village Code and (iii) voted to recommend to the Mayor and Board of
10 Trustees that the requested zoning reclassification be granted and the Official Zoning Map
11 of the Village of Skokie be amended to reflect this reclassification; and

12 WHEREAS, the Mayor and Board of Trustees, after public meeting duly held March
13 3, concurred in the aforesaid recommendation of the Plan Commission;

14 NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the
15 Village of Skokie, Cook County, Illinois:

16 Section 1: That the Subject Property legally described above be and the same is
17 hereby reclassified from a CX Core Mixed-Use district to a TX Transit Mixed-Use district.

18 Section 2: That the Official Zoning Map of the Village of Skokie be and the same
19 is amended to reflect this reclassification.

20 Section 3: That a notice of approval of this Ordinance incorporating the
21 conditions contained herein shall be executed by the owner of the property in writing and
22 duly recorded with the Cook County Recorder of Deeds office at the owner’s expense.

23 Section 4: That this Ordinance shall be in full force and effect from and after its
24 passage approval and recordation as provided by law.
25
 ADOPTED this day of April, 2014.

 Ayes:
 Nays: Village Clerk
 Absent:

 Attested and filed in my Approved by me this day of
 office this day of April, 2014.
 April, 2014.


 Mayor, Village of Skokie
 Village Clerk
26




 Page 2 of 2

 VOSDOCS-#449376-v1-Ordinance__2013-45P__Zoning_Map_Amendment__Portion_of_Alleys_Adjacent_to_7839_Lincoln.doc
 H
 MML: 3/17/14 Manager’s Report
 *4/7/14


 THIS ORDINANCE MAY BE CITED AS
 VILLAGE ORDINANCE NUMBER

 14-4-C-

 AN ORDINANCE AMENDING CHAPTER 22, ARTICLE VII, SECTIONS
 22-181 and 22-183 OF THE SKOKIE VILLAGE CODE PERTAINING
 TO THE INTERNATIONAL PROPERTY MAINTENANCE CODE

1 WHEREAS, Chapter 22, Article VII, Section 22-181 of the Skokie Village Code
2 provides for the adoption of the International Property Maintenance Code; and

3 WHEREAS, Chapter 22, Article VII, Section 22-183 of the Skokie Village Code
4 provides for amendment to the International Property Maintenance Code; and

5 WHEREAS, currently the Village of Skokie is utilizing the 2009 edition of the
6 International Property Maintenance Code; and

7 WHEREAS, the most current version is the 2012 Edition of the International Property
8 Maintenance Code (hereinafter “IPMC 2012”), and the Village would benefit by the adoption
9 of this edition in order to keep up to date with the latest requirements for the maintenance of
10 buildings and properties; and

11 WHEREAS, the IPMC 2012 outlines the accepted standards for the maintenance of
12 existing buildings, structures and properties and is the basis of the Property Standards
13 Division’s Multiple Unit-Residential, Exterior Commercial and Industrial, Townhouse,
14 Nuisance Property, Vacant Building and Single Family Exterior inspection programs and the
15 Request for Service Inspection Program. The IPMC 2012 will also be compatible with and
16 supportive of the recently adopted Residential Rental Unit Standards and Neighborhood
17 Integrity Ordinance; and

18 WHEREAS, as with previous editions, the Community Development Department has
19 conducted a comprehensive review of the code and has recommended various modifications
20 to the IPMC 2012 to tailor it address local conditions in the Village; and

21 WHEREAS, the Community Development Department Director recommended to the
22 Village Manager that the IPMC 2012, with the proposed modifications, be adopted and that
23 Chapter 22, Article VII, Sections 22-181 and 22-183 of the Skokie Village Code be amended
24 accordingly; and

25 WHEREAS, the Mayor and Board of Trustees at a public meeting duly held on March
26 17, 2014, concurred in the aforesaid recommendation of the Village Manager to adopt IPMC
27 2012 as amended; and

28 NOW, THEREFORE, BE IT ORDAINED, by the Mayor and Board of Trustees of the
29 Village of Skokie, Cook County, Illinois;

 Page 1 of 5

 VOSDOCS-#448270-v1-
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1 Section 1: That Chapter 22, Article VII, Sections 22-181 and 22-183 of the Skokie
2 Village Code be and the same are hereby amended in the manner hereinafter indicated. The
3 new material is highlighted in bold and the material to be deleted is highlighted and stricken
4 through.

5 ARTICLE VII. PROPERTY MAINTENANCE CODE
6 …
7 Sec. 22-181. International Property Maintenance Code adopted.
8 Pursuant to authority granted by 65 ILCS 5/1-3-2, the Village hereby adopts by reference the
9 International Property Maintenance Code, 20092012 Edition, and all regulations thereto, as
10 published by the International Code Council, Inc., as the property standards code, excepting
11 those provisions which are modified or deleted as provided in this article.
12 …
13 Sec. 22-183. Amendments to International Property Maintenance Code.
14 The International Property Maintenance Code adopted by reference in this article shall be
15 modified as follows:
16 (1) 101.1 Title. Modify by deleting "[NAME OF JURISDICTION]" and replacing with
17 "Village of Skokie".
18 (2) 103.5 Fees. Delete in its entirety.
19 (3) Subsection 104.43 Right of entry. Replace the last sentence with the following:
20 "If entry is refused or not obtained, the Village of Skokie is authorized to seek any and
21 all legal and equitable remedies to enforce its ordinances."
22 (4) Section 202 General Directions.
23 …
24 Bedroom. Any room or rooms intended to be used for sleeping purposes that has a
25 permanent closet of sufficient size to hold clothes.

26 (45) 302.2 Grading and drainage. Insert "seeded and sodded" as follows: All premises shall
27 be graded, seeded or sodded and maintained to prevent erosion of soil ....

28 (56) 302.3 Sidewalks, and driveways and parking lots. Delete text and replace with the
29 following:
30 All sidewalks, walkways, stairs, driveways, parking spaces, and similar areas shall be
31 kept in a proper state of repair, and maintained free from hazardous conditions
32 including snow and ice.

33 (67) 302.4 Weeds. Modify by replacing the first sentence of the text with the following:
34 All premises and exterior property shall be maintained free from weeds and plant
35 growth in excess of 6 inches (152 mm).
36 Modify the first sentence of the second paragraph text as follows:



 Page 2 of 5

 VOSDOCS-#448270-v1-
 Ordinance__Code_Amendment__Adoption_of_2012_International_Property_Maintenance_Code_with_Amendments.doc
1 Upon failure of the owner or agent having charge of property to cut and destroy
2 weeds or uncontrolled plant growth…

3 (8) 302.5 Rodent harborage. Modify by replacing the last sentence of the text with
4 the following:
5 After pest elimination, proper precautions shall be taken to eliminate rodent
6 harborage, including property and building modifications, and prevent
7 reinfestation.

8 (9) 304.13 Window, skylight and door frames. Modify by replacing the first
9 sentence of the text with the following:
10 Every window, storm window, skylight, door and frame shall be kept in sound
11 condition, good repair and weather tight. Doors shall fit tightly in the door jam.

12 (710) 304.14 Insect screens. Modify by deleting "During the period from [DATE] to [DATE],
13 every" and replacing with "Every". Modify by replacing the last sentence of the text
14 with the following:
15 Every door, window and other outside opening required for ventilation of
16 habitable rooms…

17 (11) 304.18.1 Doors. Replace text with the following:
18 Doors providing access to a dwelling unit, room unit or housekeeping unit that
19 is rented or let shall be equipped with a heavy-duty deadbolt to be readily
20 openable from the side from which egress is to be made without the need for
21 keys, special knowledge or effort and shall have a minimum lock throw of 1
22 inch. The door shall also have a heavy-duty door knob-in-lock set with a dead
23 latch mechanism. Such locks shall be installed according to the manufacturer’s
24 specifications and maintained in good working order. The locks shall be
25 installed with a heavy-duty four-screw strike plate installed with 3-inch screws
26 to penetrate into a door frame. For the purpose of this section, a sliding bolt
27 shall not be considered an acceptable deadbolt lock. Each access door shall
28 also be of solid wood or metal construction and be equipped with a wide angle
29 160º peephole mounted no higher than 58 inches from the floor. Doors that do
30 not meet these requirements or do not have the required locks, peephole or
31 strike plate must be brought into compliance upon the replacement of the door
32 or the sale of the rental property, whichever comes first.

33 (12) 308.1 Accumulation of rubbish or garbage. Replace text with the following:
34 All exterior property and premises, and the interior of every structure, shall be
35 free from accumulation of rubbish, garbage and excessive storage.

36 (13) 309.1 Infestation. Modify by replacing the last sentence of the text with the
37 following:
38 After pest elimination, proper precautions shall be taken to eliminate rodent
39 harborage, including property and building modifications, and prevent
40 reinfestation.

 Page 3 of 5

 VOSDOCS-#448270-v1-
 Ordinance__Code_Amendment__Adoption_of_2012_International_Property_Maintenance_Code_with_Amendments.doc
1 (14) 309.5 Occupant. Delete in its entirety.
2 (815) 402.2 Common halls and stairways. Modify by deleting "Every common hall and
3 stairway in residential occupancies, other than one- and two-family dwellings" and
4 replacing with "Every common hall and stairway in buildings containing multifamily
5 residences more than one dwelling unit, as defined in the Village of Skokie Zoning
6 Ordinance", shall be lighted at all times with…

7 (916) 404.4.1 Room area. Modify by adding the following as a second sentence:
8 In the event the bedroom is occupied by more than one occupant, then the bedroom
9 shall contain at least an additional 50 square feet of floor area for each additional
10 occupant thereof.

11 (17) 404.4.4 Prohibited occupancy. Replace text with the following:
12 Dining rooms, kitchens, living rooms, living/dining room combinations and
13 nonhabitable spaces shall not be used for sleeping purposes.

14 (18) 404.4.6 Dining and living room requirement. Add this section:
15 404.4.6 Dining and living room requirement. Dwelling units having one or more
16 bedrooms must have a separate dining room, living room or living/dining room
17 combination that complies with the room area requirements in Section 404.1,
18 Room area.

19 (19) 404.5 Overcrowding. Replace text with the following:
20 Dwelling units shall not be occupied by more occupants than permitted by the
21 maximum number of occupants allowed by the number and size of bedrooms.

22 (20) 404.5.1 Conversion of space to bedrooms. Replace section with the following:
23 404.5.1 Conversion of space to bedrooms. Kitchens, bathrooms dining rooms,
24 living rooms, combined living room and dining rooms, and family rooms and
25 other open common areas shall not be converted to bedrooms without
26 replacing the space with similar common open areas.

27 (21) 404.6 Efficiency unit. Replace with the following:
28 1. A unit occupied by one occupant shall have a minimum clear floor area of
29 120 square feet. A unit occupied by two occupants shall have a minimum
30 clear floor area of 220 square feet. These required areas shall be exclusive
31 of the areas required by Items 2 and 3.
32 …

33 4. The maximum number of occupants shall be two.

34 (1022) 602.2 Residential occupancies. Delete "Exception" in its entirety.

35 (1123) 602.3 Heat supply. Delete "during the period [DATE] to [DATE]" and Delete
36 "Exceptions" in its entirety.


 Page 4 of 5

 VOSDOCS-#448270-v1-
 Ordinance__Code_Amendment__Adoption_of_2012_International_Property_Maintenance_Code_with_Amendments.doc
1 (1224) 602.4 Occupiable work spaces. Delete "during the period [DATE] to [DATE]".

2 Section 2: That this Ordinance shall be in full force and effect from and after its
3 passage, approval and publication in pamphlet form as provided by law.

4
 ADOPTED this day of , 2014.

 Ayes:
 Nays: Village Clerk
 Absent:

 Attested and filed in my office Approved by me this day of
 this day of , 2014; , 2014.
 and published in pamphlet form
 according to law from
 , 2014 to , 2014.
 Mayor, Village of Skokie


 Village Clerk
5
6




 Page 5 of 5

 VOSDOCS-#448270-v1-
 Ordinance__Code_Amendment__Adoption_of_2012_International_Property_Maintenance_Code_with_Amendments.doc
Memorandum


TO: Honorable Mayor and Board of Trustees

FROM: Paul Luke, Chairman
 Skokie Plan Commission

DATE: April 7, 2014

SUBJECT: CASE 99-8P – A REQUEST BY NJB OPERATIONS, INC. THE
 OWNER OF THE TACO BELL LIMITED SERVICE RESTAURANT
 AT 8329 SKOKIE BOULEVARD FOR AN AMENDMENT TO
 SPECIAL USE PERMIT ORDINANCE 99-10-Z-2846 THROUGH THE
 MODIFIED REVIEW PROCEDURE TO CHANGE THE ALLOWED
 HOURS OF OPERATION.

The Community Development Department received a request from the owners of the Taco
Bell limited service restaurant, at 8329 Skokie Boulevard, to amend Special Use Permit
Ordinance 99-10-Z-2846 through the modified review procedure. The Petitioner is requesting
the amendment to extend the hours of operation starting at 6 AM to allow the serving of
breakfast. The Taco Bell Corporation started to serve breakfast in all of their restaurants in
mid-March of this year. The special use permit limits the hours of operation of the restaurant
and drive-thru facility to 9:30 AM to 12:00 AM. A site inspection revealed that although the
restaurant operation is in substantial compliance with the special use permit regulation, the
drive-thru and restaurant operations start at 9:00 AM and that on Fridays and Saturdays the
drive-thru is open to 1 AM. The operating hours were restricted due to neighborhood
concerns; however, there have not been complaints regarding the operating hours.

 The Corporation Counsel, Plan Commission Chairman, and Community Development
Director reviewed the request. It was their opinion that the change in operating hours was
acceptable and in substantial compliance with the intent of the original special use approval.
There have not been any problems with the existing hours of operation of the restaurant. The
restaurant and drive-thru facility are separated from the residential neighborhood to the east
by a wall and alley. Since Taco Bell was issued its special use permit in 1999 limited service
restaurants have become permitted uses in the B3 Business district and only the drive-thru
facility requires a special use permit.

The Appearance Commission review was not necessary as the Petitioner is not planning to
make any changes to the restaurant or site.

As the current special use permit was approved 15 years ago and some of the standard
conditions have been changed, it is respectfully recommended that Special Use Permit
Ordinance #99-10-Z-2846 be repealed and that the request be approved subject to the
attached revised conditions.



Attachments

448679
 1. Statement of the effect of the Proposed Use
 2. Aerial

cc: Michael M. Lorge, Corporation Counsel
 Peter W. Peyer, Community Development Director




448679
Recommended Conditions 99-8P: Special Use Permit
 Council Chambers, 8:00 PM, April 7, 2014

Site and Use
 1. The Petitioner maintained and operated the subject site in substantial conformance
 with the final Village approved Site Plan and Floor Plan dated August 27, 1999.
 2. The site shall be landscaped and maintained in conformance with a Landscape Plan
 approved by the Appearance Commission with revisions dated August 27, 1999.
 3. Prior to the approval of the special use permit ordinance the following maintenance
 issues at the site must be corrected
 a. Install the required stop sign at the exit Drive at Washington Street.
 b. Window signage must be reduced to 25 percent of window panes.
 c. Faded “parking for Taco Bell” signs shall be removed from the north wall of
 the adjacent building.
 d. Address labels shall be placed at all points of access to the building. Address
 labels must be no less than 4 inches in height and contrast with the surface to
 which they are applied.
 4. The restaurant shall have a maximum net floor area of 1,770 square feet and a
 minimum of 14 off-street parking spaces which shall include one handicapped space.
 5. The limited service restaurant and drive-thru shall operate only between the hours of
 6 AM and 12 AM Sunday through Thursday and 6:00 AM to 1:00 AM on Fridays and
 Saturdays.
 6. One bicycle rack shall be installed by the property owner in a Village approved
 location on the property and be placed and designed in compliance with Sections 118-
 221 and 118-222 of the Skokie Village Code.
 7. No deliveries shall be made between 12:00 AM and 7:00 AM.
 8. The petitioner shall submit to the Village of Skokie Community Development
 Department a Cook County Assessor's Office Petition to Consolidation of Property
 with associated fees to consolidate property identification numbers 10-22-306-002-
 0000, 10-22-306-003-0000, 10-22-306-004-0000, 10-22-306-005-0000, and 10-22-
 306-023-0000 into a single tax parcel or provide evidence that the petition was
 submitted to Cook County. (Standard)
 9. Music and loudspeaker systems shall not be allowed outside of any structure or be
 allowed to be heard from outside of any structure except for the communication
 speaker for the drive-thru facility.
 10. No coin operated amusement devices are allowed at the site.


Maintenance
 11. All fencing, walls, sidewalks, driveways, curbs, wheel stops, parking areas, signage,
 landscaping, structures, and any other facilities or infrastructure on the Subject

448679
 Property shall be maintained in a good state of repair, and when needed, be repaired
 or replaced in a timely manner. (Standard)
 12. All private and public sidewalks shall be maintained free of snow, ice, sleet, or other
 objects that may impede travel. (Standard)
 13. The trash enclosures for the restaurant and drive-thru facility shall have a grease
 resistant concrete pad pitched to an approved drain within the enclosure, and running
 water must be provided through an outside hose bib in the enclosure area. All trash
 shall be contained in the enclosure, except for waste receptacles referenced in
 Condition Number 14 below. (Standard)
 14. Waste receptacles shall be placed on the Subject Property for the use of customers,
 and that the Health Department shall determine the size, type, and location of these
 units.
 15. At least once during every 4 hours of operation and before opening and closing of the
 business, employees shall patrol the Subject Property and clear it of debris.
 16. All objects and landscaping within a 15-foot sight distance triangle shall not exceed
 30 inches in height, except traffic control devices listed in the Manual on Uniform
 Traffic Control Devices. (Standard)
 17. No recreational vehicles, trailers, or boats shall be stored on the subject site.
 18. Trucks and trailers in excess of 8,000 pounds or a license plate greater than an Illinois
 "B" license classification shall not be allowed upon the subject site at any time except
 for trucks making deliveries to the site which are parked in designated loading zones.


Parking
 19. All off-street parking spaces shall be legibly striped and maintained. (Standard)
 20. Any plan to modify parking lot striping must be approved by the Director of
 Engineering. (Standard)
 21. Stop signs and bars shall be provided at all exit drives (Standard)
 22. The handicapped parking spaces shall be installed and maintained in compliance with
 State of Illinois Accessibility Standards and the Skokie Village Code, including required
 signage. (Standard)
 23. Vehicles shall not be allowed to be parked in or otherwise block common driveways,
 sidewalks, aisles, or other points of access at any time, shall only be parked in
 designated parking spaces, and shall not overlap the striped lines of designated
 parking spaces. (Standard)
 24. The owner of the Subject Property shall ensure that employees park on the Subject
 Property. (Standard)
 25. Parking lot and exterior lighting shall meet Illuminating Engineering Society of North
 America (IES) standards, be full cut-off design, and be directed away from adjacent
 properties, subject to the approval of the Engineering Division. (Standard)




448679
Utilities
 26. All overhead utilities serving the site shall be located underground.
 27. The petitioner shall sign an "Agreement for Installation and Maintenance of
 Landscaping" to assure that the Subject Property and parkway landscaping is
 completed and maintained, including trimming, watering, and replacing of dead plant
 materials in a timely manner in accordance with the final approved landscape plan. A
 copy of said Agreement is attached hereto, marked Exhibit “A” and hereby made part
 of this Ordinance. This “Agreement for Installation and Maintenance of
 Landscaping" shall be recorded at the petitioner’s expense. (Standard)


Governance
 28. All new construction, alterations, and remodeling shall meet current International
 Building and NFPA Life Safety Codes as amended. (Standard)
 29. The Subject Property must continue to be in conformance with the Village's storm
 water control requirements as contained in the Skokie Village Code, including the
 disconnection of any downspouts. (Standard)
 30. All signage shall conform to the Skokie Village Code. Any sign on the Subject
 Property that is in violation of that Code must be removed or modified to conform to
 the Village Code.
 31. All modifications to building elevations, signage, and landscaping shall be subject to
 the review and approval of the Skokie Appearance Commission. (Standard)
 32. The petitioner shall submit to the Planning Division electronic files of the plat of
 survey, site plan, and landscape plan in their approved and finalized form. The files
 shall be scaled 2-dimensional drawing files on non-compressed, non-read only CD-
 ROM *.dwg AutoCAD format. (Standard)
 33. The petitioner shall provide the Planning Division of the Community Development
 Department the name, property address, email address, and telephone number of the
 company and contact person responsible for site maintenance in compliance with the
 special use permit. (Standard)
 34. The petitioner shall comply with all Federal and State statutes, laws, rules and
 regulations and all Village codes, ordinances, rules, and regulations. (Standard)
 35. Failure to abide by any and all terms of this Ordinance shall be cause for the Village
 to initiate hearings to determine whether the subject Ordinance, as well as any
 applicable business licenses, should be revised or revoked. The petitioner shall pay
 all costs related to any hearings conducted as a result of non-compliance with any of
 the provisions of the enabling ordinance. The costs shall include but not be limited to
 court reporter fees, attorney fees, and staff time required researching and conducting
 said hearing. (Standard)
 36. The Special Use Ordinance and any agreements related to this project shall be
 recorded at the Petitioners' expense with the Cook County Recorder of Deed's Office.




448679
PLAN COMMISSION REPORT 2013-40P: Alley Vacation
Plan Commission Council Chambers, 8:00 PM, April 7, 2014


To: Mayor and Board of Trustees
From: Paul Luke, Chairman
Case: 2013-40P: Alley Vacation

 The southern leg of the north-south alley in an area bounded by Carol
 Avenue on the north, Gross Point Road on the east, Crain Street on the
 south, and Lockwood Avenue on the west.

PLAN COMMISSION ANALYSIS
At its January 16, 2014 meeting, the Plan Commission heard a request from John and
Karen McElfresh to vacate the southern leg of the north-south alley in an area bounded
by Carol Avenue on the north, Gross Point Road on the east, Crain Street on the south,
and Lockwood Avenue on the west in an R2 Single-Family district. The alley is located
between 8706 Gross Point Road and 5242 Crain Street and contains a paved driveway,
brick retaining walls, and landscaping. The petitioners presently utilize the alley to
access a rear outdoor parking area behind their residence at 8706 Gross Point. A metal
fence runs along the north end of the alley, where there is a grade difference between
the subject site and the existing improved east-west alley.
On October 30, 2013, the Village sent a letter to the other adjacent property owner at
5242 Crain, informing them of the petitioners’ intent to vacate the alley. The Village did
not receive a response from the adjacent property within the required 30 days from the
date of the letter. The petitioners agreed to compensate the Village a total of $1,000
for notification, plat drafting, and recording costs associated with the vacation of the
alley. The property owner at 5242 Crain was also sent a second notice of this hearing.
A second buildable lot would not be created by the vacation of this alley in favor of the
petitioners.
There is a history of previous attempts to vacate this alley in the past. In 1951, a
vacation ordinance was adopted by the Village Board, but there is no evidence that
neither the ordinance nor the corresponding plat of vacation were recorded with the
Cook County Recorder of Deeds. In 1971, a new plat of vacation was drafted, but there
is no indication that the case was heard or approved by the Plan Commission or the
Village Board. A 1979 plat of survey for the 8706 Gross Point Road property includes
the east half of this alley, and a title document from 1981 includes the vacated alley in
the legal description for 8706 Gross Point. However, staff researched more recent title
and mortgage documents for the properties at 8706 Gross Point and 5242 Crain Street,
and the legal descriptions within those documents make no reference to the vacated
alley.
The Plan Commission concurred with Staff’s recommendation to vacate the alley.

#446440 Master Plan Commission Report – 2013-40P: Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain Street,
and Lockwood Avenue
 1 of 4
In response to a commissioner who asked if the alley had its own tax PIN, staff
responded that Cook County tax maps depict the alley as being a dedicated public right-
of-way.

INTERESTED PARTIES
Legal notice was properly posted, advertised, and delivered to property owners in the
area of the subject site as prescribed by the Zoning Chapter. No interested parties
spoke regarding the case.
Subsequent to the Plan Commission meeting, staff received documents from a title
search of the property indicating that the 1951 ordinance was recorded with the
Torrens Department in 1979, but never recorded with the Cook County Recorder of
Deeds. Additionally, Staff received a title commitment document that was prepared in
advance of the sale of this property in January which includes the east half of this alley
as being part of the legal description, but does not state that the alley has been
vacated. This was done by Order of a probate Judge in 1979 when the title of the
property was passed as a result of probate.
Upon review by the Corporation Counsel, it has been determined that although a
vacation ordinance was adopted by the Village Board in 1951, neither said ordinance
nor the corresponding plat of vacation was ever recorded with the Cook County
Recorder of Deeds as directed by the ordinance, in order for it to become effective.
Therefore, the alley in question has yet to be officially and effectively vacated.

PLAN COMMISSION RECOMMENDATIONS AND VOTING
The Plan Commission recommends by a vote of 5 ayes and 0 nays, with 4 members
absent, that the petitioners’ request to vacate the southern leg of the north-south alley
in an area bounded by Carol Avenue on the north, Gross Point Road on the east, Crain
Street on the south, and Lockwood Avenue on the west be APPROVED, subject to
recommended conditions.


ATTENDANCE AYES NAYS ABSENT
 Mitchell X
 Quane X
 Paradise X
 Berman (Moved) X
 Carandang X
 Laxpati X
 Burman X
 Marek (Second) X
 Luke X
ATTACHMENTS
1. Plan Commission Recommended Conditions for 2013-40P
#446440 Master Plan Commission Report – 2013-40P: Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain Street,
and Lockwood Avenue
 2 of 4
2. Site Photos
3. Staff Report for 2013-40P
4. Plan Commission Meeting Minutes for 2013-40P
5. Plat of Vacation, dated January 10, 2014
6. Land Use and Zoning Map




#446440 Master Plan Commission Report – 2013-40P: Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain Street,
and Lockwood Avenue
 3 of 4
PLAN COMMISSION
RECOMMENDED CONDITIONS 2013-40P: Alley Vacation
Plan Commission Council Chambers, 8:00 PM, April 7, 2014


1. The property shall be vacated pursuant to the Plat of Vacation dated January 10,
 2014 and as may be further revised with the approval of the Village Manager, or
 designee, and Corporation Counsel.
2. The vacation shall be effective upon the recording of a Plat of Vacation by the
 Village in the Office of the Recorder of Deeds of Cook County, Illinois.




#446440 Master Plan Commission Report – 2013-40P: Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain Street,
and Lockwood Avenue
 4 of 4
STAFF REPORT 2013-40P: Alley Vacation
Community Development Department Council Chambers, 7:30 PM, January 16, 2014


To: Paul Luke, Chairman, Skokie Plan Commission
From: Mike Voitik, Planning Technician
Re: Alley vacation bounded by Carol Avenue, Gross Point Road, Crain Street, and
 Lockwood Avenue

General Information
Location Unimproved alley, as follows:
 The southern leg of the north-south alley in an area
 bounded by Carol Avenue on the north, Gross Point
 Road on the east, Crain Street on the south, and
 Lockwood Avenue on the west.
Purpose To vacate an unimproved public alley.
Petitioner John and Karen McElfresh
Size of Site The alley totals 124.28 feet in length, 39.29 feet in width at the
 north end, and 16 feet in width at the south end. The total area
 of the alley is approximately 0.056 acres (2,475.03 S.F.).
Existing Zoning & R2 Single-Family – improved driveway used for accessing outdoor
Land Use parking area behind residence at 8706 Gross Point Road
Adjacent Zoning & North R2 Single-Family – detached residences
Land Use
 South R2 Single-Family – detached residences
 East R2 Single-Family – detached residences
 West R2 Single-Family – detached residences
Comprehensive Plan The alley is designated as single family detached residential.


STAFF ANALYSIS
The petitioners are requesting to vacate the southern leg of the north-south alley in an
area bounded by Carol Avenue on the north, Gross Point Road on the east, Crain Street
on the south, and Lockwood Avenue on the west in an R2 Single-Family district. The
alley, which is located between residences at 8706 Gross Point Road and 5242 Crain
Street, presently contains a paved driveway, brick retaining walls, and landscaping and
serves as access to a rear outdoor parking area at the petitioners’ residence. A metal
fence runs along the north end of the alley, where there is a grade difference between
the subject site and the existing improved east-west alley.
#443107 v1 Staff Report – 2013-40P: Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain Street, and Lockwood
Avenue
 1 of 3
On October 30, 2013, the Village sent a letter to the other adjacent property owner at
5242 Crain, informing them of the petitioners’ intent to vacate the alley. The Village did
not receive a response from the adjacent property within the required 30 days from the
date of the letter. The petitioners, who are in the process of selling their home, agreed
to compensate the Village a total of $1,000 for notification, plat drafting, and recording
costs associated with the vacation of the alley. The property owner at 5242 Crain was
also sent a second notice of this hearing.

Comments
Staff Comment and Review sheets were sent to all pertinent departments. Staff
comments on the subject case were received from the Engineering Division. All other
departments returned the sheets with no comments regarding the subject case.


 Engineering Division
 The Engineering Division approves the granting of the requested alley vacation.
 There are no overhead or underground utilities present within the subject site, thus
 no utility easement is requested.
 Planning Division
 The Planning Division staff supports the proposed alley vacation. There is a history
 of attempts to vacate this alley in the past. In 1951 the alley was approved to be
 vacated by the Village Board but there is no evidence that the plat was recorded. In
 1971, a new plat of vacation was drafted, but there is no indication that the case
 was heard or approved by the Plan Commission or the Village Board. A 1979 plat of
 survey for the 8706 Gross Point Road property includes the east half of this alley,
 and a title document from 1981 includes the vacated alley in the legal description for
 8706 Gross Point. However, staff researched more recent title and mortgage
 documents for the properties at 8706 Gross Point and 5242 Crain Street, and the
 legal descriptions within those documents make no reference to the vacated alley.
 The vacation of this alley will not restrict garbage pick-up for the residence at 8706
 Gross Point Road since the garbage is picked up from the east-west alley to the
 north.
 Chapter 5 of the Comprehensive Plan supports the vacation of this alley which
 represents group number 140 of the 141 alley groups identified for vacation in the
 Alley Plan. To date, 109 of the 141 alley groups identified have been vacated.


STAFF RECOMMENDATIONS
Staff recommends that the proposed alley vacation be GRANTED subject to the
following conditions:

#443107 v1 Staff Report – 2013-40P: Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain Street, and Lockwood
Avenue
 2 of 3
1. The property shall be vacated pursuant to the Plat of Vacation dated January 10,
 2014 and as may be further revised with the approval of the Village Manager, or
 designee, and Corporation Counsel.
2. The vacation shall be effective upon the recording of a Plat of Vacation by the
 Village in the Office of the Recorder of Deeds of Cook County, Illinois.




ATTACHMENTS
1. Site Photos
2. Memorandum from the Engineering Division, dated January 10, 2014
3. Plat of Vacation, dated January 10, 2014
4. Land Use and Zoning Map




#443107 v1 Staff Report – 2013-40P: Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain Street, and Lockwood
Avenue
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 Plan Commission Meeting Minutes
 Date: January 16, 2014

A motion was made by Commissioner Berman to accept the minutes of the December 19,
2013 meeting. All voted aye.


Case Description

2013-40P – Alley Vacation Bounded by Carol Avenue, Gross Point Road, Crain
 Street, and Lockwood Avenue
John and Karen McElfresh request to vacate the southern leg of the north-south alley in
an area bounded by Carol Avenue on the north, Gross Point Road on the east, Crain
Street on the south, and Lockwood Avenue on the west.

Discussion and Interested Parties

Legal notice was properly posted, advertised, and delivered to all property owners in the
area of the subject site as prescribed by the Zoning Chapter. Notice was reviewed and
ruled to be proper and correct.

The petitioners, John and Karen McElfresh purchased their home in 1979. They have a
plat of survey showing that this alley portion is included in their property. They have
been maintaining it and using it as a driveway to their garage. They have installed a
French drain and a retaining wall due to the grade difference of the subject site and the
existing improved east-west alley. Utilities are not affected and garbage pick-up is not
restricted as it is collected from the east-west alley. To prevent traffic from going into
the alley they have put up a gate.

The Planning Technician provided some history of this site. There have been several
attempts to vacate this alley in the past. Research shows that approval for the alley
vacation from the Village Board was granted in 1951 but no evidence of recording exists.
In checking later title and mortgage documents, he has found no reference to the vacated
alley at all. The petitioners are in the process of selling their home and compensated the
Village to clear up this technicality. The annexed land does not add enough for another
buildable lot.

Letters have been sent out to the other adjacent property owner informing them of the
petitioner’s interest in acquiring the alley. No response was received back to the
petitioner or the Village. Staff supports the alley vacation directing the full 16 feet to the
petitioners.

A commissioner noted that the site already looks like a closed driveway.



#444206 Case 2013-40P
Recommendation and Voting

The Plan Commission concurred with staff recommendations and made a motion to grant
approval.


Motion: S. Berman Second: Marek Absent: J. Burman, Laxpati,
 Mitchell and Paradise

Ayes: 5
Nays: 0




#444206 Case 2013-40P

12805
MINUTES of a regular meeting of the Mayor and the Board of Trustees of the Village of
Skokie, Cook County, Illinois held in the Council Chambers at 5127 Oakton Street at 8
p.m. on Monday, April 7, 2014

Pledge of Allegiance led by Cub Scout Pack #85 from Middleton School.

The Mayor called the meeting to order.
The Clerk called the Roll. Those present were Trustees Roberts, Sutker, Ulrich, Bromberg,
Klein, Gray-Keeler and Mayor Van Dusen.

Motion to approve the Consent Agenda with the exception of Item D on the Manager’s Report.
Moved: Trustee Gray-Keeler Seconded: Trustee Ulrich
Ayes: Roberts, Sutker, Ulrich, Bromberg, Klein, Gray-Keeler and Mayor Van Dusen
Nays: None.
Absent: None.
MOTION CARRIED

*Approve, as submitted, minutes of regular meeting held Monday March 17, 2014.
Omnibus vote.

* Approve Voucher List #22-FY14 of April 7, 2014.
Omnibus vote.

*Proclamations and Resolutions.
A. Proclamations:
Arbor Day – April 25, 2014
Breathe Deep North Shore Day – April 27, 2014
Omnibus vote.

Recognition, Awards and Honorary Presentations.
A. Presentations:
Beautification and Improvement Commission Awards
Mitchell Sandler presented awards to the following residents who received certificates of
appreciation for maintaining their property in an exceptional manner during 2013- 8027
East Prairie, 7727 Kolmar, 8606 East Prairie, 4024 Elm, 9720 Kedvale, 9351 Tripp, 9040
Frontage, 9406 Lorel, 5350 Washington, 4045 Howard, 4007 Dempster, 7511 Kildare,
8301 Harding, 3727 Dempster, 9442 Hamlin, 3809 Birchwood, 3352 Wilder, 8401
Kostner, 5234 Brown, 3639 Crain, 8327 Kedvale, 9351 Drake, 3303 Emerson, 8206
Central Park, 9040 Kildare, 8349 Trumbull, 8701 Lockwood, 9540 Avers, 8939 Knox,
8228 Ridgeway, 8547 St. Louis, 7240 Niles Center, 9426 Avers.

Appointments, Reappointments and Resignations.
A. Swearing in of the following personnel by the Board of Fire and Police Commissioner Beryl
Rabinowitz:
 Name Old Position New Position
 Jessica Sexton New Hire Police Officer
 Shane Long New Hire Police Officer
 Joseph Kurpiel New Hire Police Officer
Mayor Van Dusen congratulated the new Police Officers who introduced their families and
friends.

* B. Reappointments:
 Fine Arts Commission: Sylvia Callistein (Member Term Expires 4/1/15), Andrea
 Siegel (Chair Term Expires 4/1/15, Member Term Expires 4/1/16)
 Public Safety Commission: Carol R. Arkin (Member Term Expires 3/1/15)
Omnibus vote.

* C. Resignations:
 Board of Health: Lloyd Gordon
 Economic Development Commission: Robert Koys
Omnibus vote.
12806
Meeting of the Mayor and Board of Trustees
Monday, April 7, 2014 Page Two
Report of the Village Manager.
A. Police Study.
Barney Melekian, Senior Associate with ICMA presented a Police Study called the
Operations Analysis Report for the Skokie Police Department. The Study was completed
by the International City/County Management Association (ICMA). The study includes an
operational review, data analysis and site visits. The Village initiated the study to provide
an analytical overview to help provide a foundation for decisions concerning police
staffing. He answered questions from the Board and residents.
Mayor Van Dusen thanked ICMA for the report.
Marta Dunsky, 9533 Laramie, Jeff Berman, 4907 Lunt, Paul Pitalis, 4747 Howard, George
Sweet, 8249 Keating, Joel Reyes, 7906 Keeler and Brian Hickey commented on the Police
Study.

*B. Village of Skokie Green Alley Program – Design and Construction Engineering
Services – Baxter Woodman Inc., Crystal Lake, IL - $111,898.24.
Motion to award a contract to Baxter Woodman, Inc., Crystal Lake, IL in the amount of
$111,88.24 for the Village of Skokie Green Alley Program.
Omnibus vote.

*C. Bid Report – 2014 High Priority Street Patching Program – J.A. Johnson Paving,
Arlington Heights, IL, - $116,900.
Motion to award a contract to J.A. Johnson Paving, Arlington Heights, IL in the amount of
$116,900 for 2014 High Priority Street Patching Program.
Omnibus vote.

D. Bid Report – 2014 Non-Arterial Street Resurfacing Program I – A Lamp Concrete
Contractors, Schaumburg, IL - $1,066,997.
Motion to award a contract to A Lamp Concrete Contractors, Schaumburg, IL in the
amount of $1,066,997 for 2014 Non-Arterial Street Resurfacing Program. Senior Civil
Engineer Erik Cook, answered questions from the Board.
Moved: Trustee Klein Seconded: Trustee Roberts
Ayes: Roberts, Sutker, Ulrich, Bromberg, Klein, Gray-Keeler and Mayor Van Dusen
Nays: None.
Absent: None.
MOTION CARRIED

*E. Bid Report - 2014 Water Main Improvement Project – Lenny Hoffman Excavating,
Wilmette, IL - $1,314,937.
Motion to award a contract to Lenny Hoffman Excavating, Wilmette, IL in the amount of
$1,314,937 for 2014 Water Main Improvement Project.
Omnibus vote.

*F. Request to Sell Surplus Vehicles and Equipment.
Motion to approve a request to sell surplus vehicles and equipment.
Omnibus vote.

*G. Fire Department Turnout Gear – Air One Equipment, Inc., South Elgin, IL -
$36,080.
Motion to award a contract to Air One Equipment, Inc., South Elgin, IL in the amount of
$36,080
Omnibus vote.

Report of the Corporation Counsel.
 CONSENT:
*A. Ordinance 14-4-Z-4044
Motion to adopt an ordinance providing for the repeal of certain ordinances granting special use
permits and site plan approvals at multiple locations within the Village of Skokie. This item is
on the consent agenda for second reading and adoption.
Omnibus vote.
12807
Meeting of the Mayor and Board of Trustees
Monday, April 7, 2014 Page Three

*B. Ordinance 14-4-Z-4045
Motion to adopt an ordinance approving a special use permit to allow outdoor displays of
vehicles at Westfield Old Orchard Shopping Center, 4801-4999 Old Orchard Center, Skokie,
Illinois in a B4 Regional Shopping district, an R1 Single-Family district and a B1 Service
Commercial district and repealing Village Ordinance Number 12-1-Z-3871 (2011-21(A)P). This
item is on the consent agenda for second reading and adoption.
Omnibus vote.

*C . Ordinance 14-4-Z-4046
Motion to adopt an ordinance approving modifications to the previously approved site plan for
 the residential planned development at 8126-8160 Floral Avenue, 8063-8115 Floral Avenue and
5135-5145 Cleveland Street, Skokie, Illinois in R3 Combined Housing and CX Core Mixed-Use
districts (2013-32P). This item is on the consent agenda for second reading and adoption.
Omnibus vote.

*D. Ordinance 14-4-Z-4047
Motion to adopt an ordinance granting a special use permit to establish and operate a limited
service restaurant with a drive-through at 3654 Touhy Avenue, Skokie, Illinois in a B2
Commercial district and relief from Sections 82-26(b)(1)a and 118-212(i)(1) of the Skokie
Village Code (2013-42P). This item is on the consent agenda for second reading and adoption.
Omnibus vote.

* E. Ordinance 14-4-Z-4048
Motion to adopt an ordinance granting a special use permit to allow outdoor dining at 3654
Touhy Avenue, Skokie, Illinois in a B2 Commercial district (2013-43P). This item is on the
consent agenda for second reading and adoption.
Omnibus vote.

*F Ordinance 14-4-Z-4049
Motion to adopt an ordinance vacating the north-south and east-west alleys within an area
bounded by Louise Avenue, Lincoln Junior High School and Babb Avenue, in CX Core Mixed-
Use and TX Transit Mixed-Use districts (2013-44P). This item is on the consent agenda for
second reading and adoption.
Omnibus vote.

* G. Ordinance 14-4-Z-4050
Motion to adopt an ordinance amending the zoning map with regard to a portion of the vacated
east-west and north-south alleys adjacent to 7839 Lincoln Avenue, Skokie, Illinois from a CX
Core Mixed-Use district to a TX Transit Mixed-Use district (2013-45P). This item is on the
consent agenda for second reading and adoption.
Omnibus vote.

*H. Ordinance 14-4-C-4051
Motion to adopt an ordinance amending Chapter 22, Article VII, Sections 22-181 and 22-183 of
the Skokie Village Code pertaining to the International Property Maintenance Code. This item is
on the consent agenda for second reading and adoption.
Omnibus vote.

I. Executive Session
Motion to approve a request for an executive session in accordance with paragraph 2(c)(11) of
the Illinois Open Meetings Act pertaining to the review and discussion of pending litigation.
Moved: Trustee Sutker Seconded: Trustee Ulrich
Ayes: Roberts, Sutker, Ulrich, Bromberg, Klein, Gray-Keeler and Mayor Van Dusen
Nays: None.
Absent: None.
MOTION CARRIED
12808
Meeting of the Mayor and Board of Trustees
Monday, April 7, 2014 Page Four

New Business.
Chairman Paul Luke presented the New Business.
A. Case 99-8P – A request by the owner of the Taco Bell limited service restaurant at
8329 Skokie Boulevard for an amendment to special use permit ordinance 99-10-Z-2846
through the modified review procedure to change the allowed hours of operation.
Motion to approve the request by the owner of the Taco Bell limited service restaurant at
8329 Skokie Boulevard for an amendment to special use permit ordinance 99-10-Z-2846
through the modified review procedure to change the allowed hours of operation.
Moved: Trustee Klein Seconded: Trustee Bromberg
Ayes: Roberts, Sutker, Ulrich, Bromberg, Klein, Gray-Keeler and Mayor Van Dusen
Nays: None.
Absent: None.
MOTION CARRIED

Plan Commission.
Chairman Paul Luke presented the Plan Commission Case.
A. Plan Commission Case 2013-40P – Alley Vacations bounded by Carol Avenue,
Gross Point Road, Crain Street, and Lockwood Avenue
Motion to concur with the Plan Commission that the petitioners’ request to vacate the
southern leg of the north-south alley in an area bounded by Carol Avenue on the north,
Gross Point Road on the east, Crain Street on the south, and Lockwood Avenue on the
west be approved subject to all conditions.
Moved: Trustee Gray-Keeler Seconded: Trustee Bromberg
Ayes: Roberts, Sutker, Ulrich, Bromberg, Klein, Gray-Keeler and Mayor Van Dusen
Nays: None.
Absent: None.
MOTION CARRIED

Citizen Comments. None

Adjournment
Motion to adjourn at 9:47 p.m.
Moved: Trustee Bromberg Seconded: Trustee Roberts
Ayes: Roberts, Sutker, Ulrich, Bromberg, Klein, Gray-Keeler and Mayor Van Dusen
Nays: None.
Absent: None
MOTION CARRIED




 __________________________

 Pramod C. Shah, Village Clerk




Approved:

______________________
George Van Dusen, Mayor


A Closed Session was held in the main floor conference room at 9:55 p.m. Those present
were Mayor Van Dusen, Clerk Shah, Trustees Roberts, Sutker, Ulrich, Bromberg, Klein
and Gray-Keeler. Also present were Manager Lockerby and Corporation Counsel Lorge.
The meeting ended at 10:05 p.m.