Thirty years ago, the Palatine Park District served a growing community of 15,000 with a budget of $58,000; had 20 part-time employees and was just beginning to see the need for a full-time director. At the same time, the Village of Palatine's Public Works Department was relishing all of the space provided by its new public works building which boasted accommodations for 13 employees and enough storage space to see them well into the future.

By the late 1980s, Palatine Park District watched the number of its park district residents rise to more than 60,000, a population drawn from the communities of Palatine, Barrington, Arlington Heights, Schaumburg, Rolling Meadows and Hoffman Estates. A budget exceeding $8 million allowed more than 420 recreational programs of all types to be offered and the number of full-time employees swelled to 58, with 350 part-time employees during peak seasons. The Village of Palatine, too, had experienced unprecedented growth with 47,000 people to serve.

The public works building had become inadequate for the 80 employees required for smooth operations. It was apparent that the Park District and the Village each needed to look at ways to expand their facilities.

The Park District and Village gained first-hand knowledge of the benefits of working together due to an earlier intergovernmental cooperative effort entered into in the 1970s. They jointly purchased a facility vacated by Palatine High School when the school moved to a new, larger building. Since then, the building has served as Palatine's Village Hall, Police Station and Park District administrative offices and community center.

The solution reached by the Park District and Village to solve the growing pains has now been in development for nearly four years and is nearing completion. When Palatine's new Combined Services Facility goes into full swing, it will fulfill the requirements of both agencies.

It was in 1987 that the Village began the process of studying various alternatives to alleviate the space crunch that the public works department was facing. It was determined that to minimally renovate the existing facility would cost nearly $3 million and would only be a temporary solution.

During that time, the Park District had been investigating ways to increase recreational space at the community center but there was no room to be found. Park District offices were extremely over-crowded allowing no room for expansion.

"We are putting 10 pounds of potatoes in a 5-pound bag," said Palatine Park District Executive Director Fred Hall as he described the situation at the Park District offices.

"We knew the solution to our space problem," said Park District Board President Dennis Hanson. "We needed to build a new maintenance facility that would adequately house our parks and planning personnel and equipment. For years we had rejected stop-gap expenditures that would momentarily solve our problems because we knew that the proper solution was to build a new facility and we didn't want to expend monies that did not contribute to that goal. But, the problem remained of where would we get the funds needed to construct a new facility."

The Park District was approached by the Village about the possibility of constructing a shared facility—a facility which offered the potential of saving taxpayers nearly $300,000 annually in operating costs by sharing space, equipment, materials and personnel. For example, the public works staff could make use of the Park District's fully equipped carpentry shop, while the Park District staff could take advantage of the public work's vehicle maintenance, welding and electrical shops. According to Andrew Radetski, director of public works, a combined services facility offered the opportunity to mesh the skills of both work forces. The idea of combining Park District's and the Village's workforces was a good idea, but difficult issues had to be resolved.

A feasibility study performed by A. M. Kinney Associates evaluated various sites, identified public concerns, determined the space and design needs of both agencies, and estimated the cost of a 78,000 square foot facility at around $7 million. It was agreed that the Village would finance three-quarters of the new facility.

Criteria for selecting the site of such a facility included a central location within the service area, access to major streets, compatibility with surrounding uses of land, adequate size, and an acceptable land value. After evaluating 14 sites, the 5.5 acre site of the already existing Village Public Works facility was selected. The Village

Illinois Parks and Recreation 26 September/October 1991

already owned 3.5 acres at that site and the Park District was willing to purchase the additional land.

The next step was to place the concept of a combined services facility on an advisory referendum at which time voters were asked to approve financing of the facility by means of a park district $2 million bond issue which would increase tax rates by less than 3.5 cents per $100, and the issuance of $5 million in general obligation bonds by the Village which would have no effect on tax rates.

Prior to the referendum, an intense effort was made by Park District and Village personnel to let their community know how beneficial the combined service facility could be. Village Mayor Rita Mullins stressed the concept that the new facility could only improve the quality of life in Palatine, that an attractive and award-winning design was being sought to beautify the Village. Dozens of presentations to civic groups and leaders, mailings, a combined services facility newsletter and video, and extensive local media coverage all brought the facts of the facility to the public's attention. "We went anywhere that at least three or four people were gathered and would listen to us," said Mullins.

Palatine residents learned that their Park District and Village could save considerable money by sharing equipment and personnel and purchasing materials and fuel in bulk. They were informed that equipment worth millions of dollars was being stored outside and that existing facilities were in violation of environmental regulations, labor standards and building codes. Voters were assured that the combined service facility's low, campus-style buildings would be residential in nature, presenting a warm, red brick exterior and lush landscaping which would camouflage the building's nature.

Palatine Park District Board President Waldon Degner informed residents of the significant improvements in recreational opportunities, parking, traffic flow and appearances that could be made at the community center if the parks and planning department was moved to another location.

The referendum passed—one of the few that did pass in the northwest suburbs in 1989. An architectural firm was retained, and construction of the facility began in May 1990.

Carol Sente, marketing director for the firm of Sente & Rubel, Ltd., found that one of the greatest challenges her firm faced was dealing with two clients and trying to satisfy their sometimes differing interests. Both clients agreed that one of their highest priorities was to satisfy the residents living near the site and to protect property values. To achieve this, the Park District and the Village encouraged residents to participate in an advisory group which would monitor the design and construction process. "They knew what they were looking for and we accomplished it," said Ted Sente, principal of Sente & Rubel, Ltd.

The concerns and suggestions of the residents were each addressed at frequent meetings and as a result, such recommendations as erecting the surrounding brick wall early in the process to conceal construction, adding dormers to further underscore the residential feel, and planning a bike trail around the property were acted upon. The landscaping budget was increased to allow for bcrming and considerable plantings.

Today, the new combined services facility stands ready to receive its new tenants. Common areas shared by the Park District and Village make up about 15 percent of the total square footage; the remaining areas are clearly identified as to their purpose. The Park District is responsible for approximately 28 percent of the yearly operating costs.

Village of Palatine/Palatine Park District Combined Service Facility

There are five buildings making up the facility. The main building houses the administrative offices, maintenance areas and vehicle maintenance bays. Common areas shared by the Village and Park District include the welding shop, salt storage, parts storage and lunch room. Over 245 pieces of equipment with a value of over $3 million is now securely stored. The facility can accommodate 120 employees, but was designed in such a way that it can easily be expanded.

"The combined service facility is, indeed, an example of how governmental agencies, their elected officials and personnel can work together to increase their services to the community and its taxpayers byjoining forces and not being afraid to meet bureaucracy head on," said Hanson.

"Palatine is a pioneer in this area. The future is for governmental bodies to work together. It's an idea that is here to stay," concluded Ted Sente.

About the Author
Sarah Fortener is the Public Information Coordinator for Palatine Park District.

Illinois Parks and Recreation 27 September/October 1991