Parks & Environment Committee

Parks & Environment Committee - Jun 08 2026 Agenda Second Monday at 5:30 PM Council Chambers, 255 South Lincoln Ave. Page 1. Opening 1.1 ROLL CALL 1.2 APPROVAL OF MINUTES - May 11, 2026 3 260511PEMinutes.pdf Motion to approve the minutes of May 11, 2026 2. Items Requiring Council Action 3. Other Business 3.1 OTHS Student Parking in Community Park Staff has identified ongoing parking challenges related to O’Fallon Township High School students utilizing Community Park parking lots. Currently, approximately 160 students park in the park, reducing parking availability for park visitors and recreation programming while creating operational concerns. Students are using the lots due to a lack of space on OTHS lots or to avoid school parking fees, and the growing perception that free parking is available at the park is expected to increase demand in future years. In addition, facility rental activities and special events often require temporary lot closures, creating conflicts when students are parked on-site. To address these issues, staff is proposing a permit parking program that would allow up to 100 student parking permits in designated areas near the Katy Cavins Community Center and Aquatic Center lots. Permit holders would be required to follow school parking guidelines and pay a fee equivalent to the school parking permit. The program would provide a controlled parking solution, help alleviate parking pressure at the high school, improve communication and enforcement regarding parking regulations, and allow staff to better identify vehicles and drivers using park facilities. Information 3.2 Memorial Corner Design Services Proposal 10 Page 1 of 18  The objective of the Professional Services to be provided by Planning Design Studio LLC to the City of O'Fallon, IL, will be the completion of professional design and construction phase services for the Downtown O'Fallon monument sign, integrated fountain feature, and associated site improvements. PDS PROPOSAL - Memorial Corner Sign.pdf Memorial Corner STD-COND PDS Prime Rev 22-0511.pdf Information 3.3 Recreation and Maintenance Staff reports for May 2026 18 May Maintenance 2026.pdf 4. Public Comments 5. Adjournment Website: www.ofallon.org Page 2 of 18  CITY OF O’FALLON Park & Environment Committee - DRAFT May 11, 2026 5:30 PM O’Fallon City Hall Minutes of a regular meeting of the Parks & Environment Committee of the City of O’Fallon, held in the O’Fallon Council Chambers, 255 S. Lincoln, O’Fallon, Illinois May 11th, 2026. 1. Call to Order: 1.2 Roll Call: Members: X Vorce, Chair X Carney, Vice Chair X Fohne X Hudson X Newcomb X Stoffel Council: Campbell, Ford, Lotz, Muyleart, Parchman, T. Roach, Rosenberg, Van Hook. Guests: Albrecht, Barr (Ballard King), C. Malare, V. Malare, Schaefer. Staff: Brueggeman, Christensen, Cline, Costello, Dallner, Evans, Litteken, Maddry. Meeting called to order at 5:30PM. 1.3 Minutes: March 9th, 2026. Motion: Carney Second: Hudson Discussion: N/A Approved: All 2. Items Requiring Council Approval 3. Other Business 3.1 Field House Feasibility Study The City’s Strategic Plan, in coordination with the Capital Improvement Plan, identifies the development of a field house as a priority initiative. The primary goal of this facility is to expand Page 3 of 18  tourism—particularly sports tourism—during times when outdoor amenities are limited due to seasonal conditions. The attached feasibility study conducted by Ballard *King and associates evaluated the appropriate size and scope of the facility and identifies the types of sports, tournaments, and events that could be accommodated within the venue. Additionally, the study explores the southwest corner of the sports park to assess other potential uses and development opportunities for that area. 3.2 Paint Care Illinois Program December 1, 2025, Illinois launched a statewide Paint Care program to recycle leftover paint, stains, and varnishes. Funded by a small fee on new paint sales, consumers can drop off house paint and coatings at over 250+ participating, mostly retail, locations for free. It supports environmental sustainability by recycling or repurposing unused items. 3.3 Staff Recreation and Maintenance Reports for April 2026 Staff Recreation and Maintenance reports for April 2026. 4: Public Comments Feasibility Study: Carney – Are we talking about bonds? We have other projects in the community that may also be seeking bond support, so what kind of cost are we discussing? Dallner – We can provide that information to the Finance Department and have them prepare some preliminary figures. At this stage, we estimate the project would exceed $20 million, though we have not completed a full cost analysis yet. If the Council is interested in moving forward, the next step would be to begin by outlining the project scope, determining the approximate size, and then engaging consultants to help develop more accurate estimates. Construction costs can vary significantly, ranging anywhere from approximately $300–$325 per square foot up to $600–$700 per square foot depending on the type of facility. For example, when the Katy Cavins Community Center was constructed, the cost was around $550 per square foot. However, that facility included brick construction, large windows, and other higher-end features. A field house could potentially be built more economically using a tilt-up building design and fewer architectural features. If Council would like us to continue exploring the concept, we can certainly begin working with consultants and the Finance Department to develop more detailed cost projections and funding considerations. Carney – Regarding the infrastructure at the Sports Park, if a facility like this were added, would the area be able to handle the additional traffic, parking, and related impacts? Litteken – That is one of the primary considerations we are evaluating. The purpose of the report was to determine whether a facility of this type could work in that location. Issues such as traffic circulation and parking would all need to be studied further as part of the process. Our staff discusses these concerns Page 4 of 18 regularly, as the Sports Park is already a very active area. With Park Place coming online, and with Pure Property Group planning additional infrastructure improvements, there are already projects underway that will impact circulation and access. The bridge also remains an important consideration in overall traffic flow. As Andrew mentioned, while the scenarios evaluated focused on the demographic area surrounding the Sports Park, we are not committed to that location at this time. There may be other locations within the community where traffic circulation and infrastructure could function more effectively. Stoffel – At this point, are you looking for direction from Council on whether you should continue pursuing this project and move to the next step? Is that where the discussion currently stands? Dallner – Yes, I believe that is what we are looking for. If Council would like us to continue researching the project and move forward to the next phase, we would need some form of direction or approval from the Council. This type of project requires a significant amount of time and effort, so it is not something we should pursue casually. We are certainly willing to continue the work, but if Council is serious about exploring the concept further, we would be happy to proceed. Stoffel – What specifically are you needing from Council? Dallner – I think we need general direction from the Council on whether you would like us to continue moving forward with the project. Stoffel – I would like staff to continue looking into this project. I think it is a worthwhile pursuit. Having children who have participated in indoor sports, I have personally seen the impact facilities like this can have on communities throughout the Midwest. You mentioned the Beal Center in Chesterfield, and we have been to that facility many times. As an example, they host a large volleyball tournament connected with events at the Dome, involving hundreds of teams. Part of that tournament utilizes the Beal Center. O’Fallon is closer than Chesterfield, so I would love to see those events and tournaments being hosted here instead, supporting our local community and economy. I think this is a worthwhile venture, and I would support pursuing the next steps. Litteken – The intention is to provide this report to the Council, allow time for discussion and feedback, and begin considering what a facility like this could realistically look like in O’Fallon. At this stage, we have a very preliminary outline of how such a building could potentially operate. Obviously, Council has several major funding priorities to consider. For example, the library is currently working through the Together O’Fallon initiative, and their planning efforts may ultimately lead to discussions regarding bond funding for a library project. Most infrastructure-related projects, such as roads and public works improvements led by Jeff Taylor and Public Works, have separate funding sources. Those projects generally do not draw from the same funding pool that would be needed for a field house, library, or major Sports Park improvements. Over the summer months, staff will bring back different funding scenarios for Council to review and consider. That will help guide decisions on how best to move forward with the strategic plan, particularly regarding larger capital projects. Stoffel – You mentioned library bonding, but technically that recommendation would come from the Library Board, even though the Council would ultimately need to approve it. That initial decision would originate from the Library Board. Litteken – Ultimately, the City Council would be the body voting to issue the bonds, so the final decision would rest with the Council. Page 5 of 18 Stoffel – That is interesting, considering the library has its own governing board and we approve their levy. It is a somewhat unusual structure. Newcomb – We have talked primarily about sports space for local teams, traveling teams, and hosting tournaments, but what other benefits would residents of O’Fallon receive from a facility like this? Would residents also be able to use the facility when tournaments are not taking place? I noticed concepts such as training space, indoor turf, and a walking or jogging track. Would those amenities be available for residents, or would the facility primarily be focused on outside tournament teams? Dallner – Yes, a lot would depend on how the facility is ultimately designed and built. The recommendation from the feasibility study is to incorporate a variety of uses and amenities. Some of the higher-level concepts discussed include meeting rooms, functional training areas, and approximately a 100-foot by 100-foot indoor turf space that could be used for baseball, soccer, and other athletic training activities. The study also includes a fitness component, which could involve membership-based fitness center and gym. The overall recommendation is to include a mix of these features; however, as we have discussed, the larger the facility and the more amenities included, the larger the footprint and the greater the overall cost. One advantage of incorporating a fitness membership model is that it creates a more consistent monthly revenue stream. Memberships provide recurring income and steady usage throughout the year, although there are, of course, operational expenses associated with managing that type of facility. Rosenberg – I have been very focused on traffic concerns for quite some time and fully intend to continue paying close attention to them. However, one important point is that the Sports Park is already busiest during the spring, summer, and early fall months. The purpose of a facility like this would be to help fill in activity during the off-season months. In many ways, it would extend the overall activity timeline rather than simply compounding additional traffic on top of the park’s existing busiest periods. Dallner – Our consultant, Darren Barr, is online. Barr – I wanted to go back to Curtis Newcomb’s question. When we mapped this out, there were two options. One was a more basic option focused on the courts and the minimum needed for that type of facility. The second option expanded the facility to include additional public-use components, as Andrew explained. I would also agree that locating a facility like this at the Sports Park would extend activity and traffic to the full 12 months of the year. The location also impacts which components would make the most sense to include. For example, if the facility were not located at the Sports Park, the inclusion of indoor turf may need to be reconsidered, as it may not be as strong of an investment in another location. There are several “if- then” considerations that would need to be evaluated. Stoffel – Andrew, I know this would depend on the final design, but could you provide a general estimate regarding the size, square footage, and acreage needed for a facility with eight courts and related support space? Dallner – Yes. Based on the preliminary modeling we completed with FGM, we looked at a facility of approximately 106,000 square feet. After factoring in the amount of parking needed when the facility is at maximum capacity, we estimated that approximately 10 acres would be needed. That would include both the building footprint and the required parking. Litteken – If people ask why the city is exploring a field house, it is important to understand that the Sports Park was originally developed around the concept of recreational tourism. The City has utilized the Page 6 of 18 hotel/motel tax, which is currently 9%, to help fund economic development and tourism-related projects such as the O’Fallon Station, Sports Park capital improvements, and similar initiatives. The overall strategy has been to attract visitors to O’Fallon, encourage them to spend money locally on hotels, food, beverages, and retail, and then use the resulting sales tax revenues to support City services such as streets, police, and other municipal operations. That has essentially been the City’s model for the past 20 years—bringing visitors into the community and using outside spending to help fund local services. Stoffel – I will add, as someone who has traveled extensively for youth sports and tournaments, that it is very important to have the supporting infrastructure in place, especially hotels. There are neighboring communities investing in recreational facilities, but they do not necessarily have the hotel capacity to support them. Litteken – We currently have 15 hotels, with two more under construction. Stoffel – I think that level of hotel availability is a major convenience factor for teams and families when deciding which tournament facilities to attend. Litteken – In addition, O’Fallon already has the restaurants and amenities that visitors are looking for, and it is important that we continue to create a welcoming experience. In fact, this week we are hosting a hotel roundtable with our tourism partners, Discover Downstate Illinois, and local hotel representatives to discuss ways we can continue improving the visitor experience within the community. Barr –One additional point I would make, beyond the economic impact and the use of hotel/motel tax revenues, is that the Parks and Recreation Department is currently at capacity when it comes to court programming opportunities. At present, the department relies heavily on school district facilities for many programs. The school district has indicated that they continue to receive increasing requests for facility usage and that their buildings are becoming extremely busy outside of normal school operating hours as they work to meet their own programming needs. This is not unique to O’Fallon; it is a national trend, and it is certainly not intended as criticism of the O’Fallon School District. In fact, the district has been an excellent partner to the Parks Department. However, if the Parks and Recreation Department wants to continue responding to growing community programming demands, a facility like this would provide the ability to do so. The proposal is intended to create not only an economic engine and a programming engine, but also a true community asset that could serve multiple generations of residents and visitors. Carney – I agree with Martha Stoffel that this would be beneficial for the city. What would it cost to move this to the next step, and how much are we willing to invest in continuing the process? Dallner – We may need to engage FGM for additional work, but at this stage the cost would likely be minimal—probably within the $5,000 to $7,000 range. That would allow them to study a few additional concepts and provide some higher-level layouts, including what the facility could look like and how it might be configured. They have already completed some pro bono work for us, so the next step would not be overly expensive. Stoffel – I appreciate Darren pointing out the community programming aspect and the fact that Parks and Recreation is essentially at capacity right now. While I have spoken about my own children participating in travel sports, there are also many younger children who greatly benefit from the community programming Page 7 of 18 offered through Parks and Recreation. Expanding facilities and providing additional opportunities for more children to participate would be very beneficial. Dallner – We currently have approximately 500 participants in our basketball program throughout the season, so there is already tremendous demand. I was asked earlier about our summer camp programming, and we are at the point where the Katy Cavins Community Center is already at maximum capacity for summer camp operations. Having another indoor facility could potentially allow us to expand into a satellite camp model because right now we are essentially bursting at the seams. Some weeks we have 50 to 60 children on the waitlist. Additional space would provide more opportunities for those children during the day. To Roy’s point regarding community use, this is another example demonstrating that there would certainly be no shortage of demand for the facility. Roach – Looking at Edwardsville, which is considering a similar concept, is there a reason we stopped at eight courts, or was there not enough benefit to justify going larger? Also, if Edwardsville moves forward with their project, would that impact on our ability to attract tournaments and generate enough revenue to support the ongoing operational costs of a facility like this? Barr – There are several factors that went into determining the recommended number of courts. When evaluating a facility like this, you are really balancing two different levels of need. First, there is the community aspect—what Parks and Recreation needs to support local programming and community use. Second, there is the tournament and tourism aspect—what size facility is needed to attract regional events that generate hotel stays, restaurant traffic, and overall community spending. If the goal were strictly to support local programming and community recreation needs, the facility could be smaller. However, once you begin targeting larger tournaments and sports tourism opportunities, the size of the facility naturally increases. That larger footprint also creates additional opportunities for Parks and Recreation programming. Could the City build a larger facility with 10 or 12 courts? Certainly. However, at that point, competition from nearby facilities—such as a potential Edwardsville facility—would have a much greater impact on the operational structure and financial sustainability of the building. An eight-court facility, which could support up to 16 volleyball courts, places O’Fallon in what we would consider the “regional to small national tournament” category. From our analysis, that is the current sweet spot in terms of balancing tournament attraction, programming flexibility, and financial sustainability. Interestingly, as tournaments become larger, facilities do not necessarily make significantly more money directly from rentals. The larger financial benefit often comes from the surrounding economic impact to the community through hotels, restaurants, and retail spending. The recommendation was really based on blending all those factors together. It is like adding fields to the outdoor sports complex—there eventually comes a point of diminishing returns. When we evaluated the eight-court concept, it appeared to be a size that could reasonably be supported by the community, Parks and Recreation programming, and tournament activity, while also remaining resilient if another competing facility entered the market. Indoor sports complexes and field houses are one of the most common feasibility studies we are seeing nationally right now, largely because of the economic impact they can generate. Communities that are not currently exploring these types of facilities either already have one or likely will in the future. Page 8 of 18  Ultimately, our analysis focused on three key areas: how the community would use the facility, how Parks and Recreation would use it, and whether it could successfully attract tournaments that generate positive economic impact for the city. Stoffel – I would also note that, in the packet on page 44, it outlines what Edwardsville is proposing, and their concept includes five courts. Barr – If I remember correctly, the Edwardsville facility was designed somewhat differently. It could accommodate both basketball and volleyball, but based on the layout and overall design, it appeared to function more as a basketball academy-style facility, including features such as shooting stations and similar training-focused elements. Because of that design approach, it seemed more geared toward in- house programming and training rather than focusing heavily on attracting outside tournaments and large- scale events. Campbell – One thing I have not heard mentioned is pickleball courts. How many pickleball courts could the facility accommodate? Dallner – The facility concept includes space for up to 16 volleyball courts, and the court sizes are relatively similar. Based on that layout, the facility could likely accommodate at least 16 pickleball courts at one time, so there would certainly be significant space available for pickleball activities and programming. Barr – Another point regarding pickleball, from an anecdotal perspective, is that it can be a very good use of the building during lower-demand times. However, in a geographic area like ours, once the weather improves and outdoor courts become available, many pickleball players tend to move back outside. Albrecht – Every once in a while, you have the opportunity to really do something meaningful. Listening to this discussion reminds me very much of the conversations we had 15 years ago when we were planning the Sports Park. At some point, you must decide whether you want to build something the community will truly be proud of, or whether you take the cheaper route and later regret not making it larger or more functional. With the Sports Park, we made the decision to do it right. We built something people are proud of and something that attracts visitors. Over at Community Park, however, we had an opportunity to do the same thing and did not fully capitalize on it. The facility ended up too small, and once something is built undersized, it is very difficult and expensive to correct later. My advice would be to think about what the community will need 20 years from now, rather than focusing only on what was needed 15 years ago. 5. Adjournment: 6:06 PM Motion: Carney Second: Fohne Approved: All PREPARED BY: P. Bates Next Possible Meeting: June 8th, 2026 Minute Sign off ____________________________________ Page 9 of 18  2816 Sutton Blvd., Suite 1 Saint Louis, Missouri 63143 Phone: 314.241.3600 planningdesignstudio.com DESIGN SERVICES PROPOSAL Project: O’Fallon Downtown Sign Client: City of O’Fallon Andrew Dallner, Director of Parks & Recreation 411 E. Fifth Street O’Fallon, IL 62269 Prime Consultant: Planning Design Studio LLC (PDS) 2816 Sutton Blvd, Suite 1 St. Louis, MO 63143 Scott Emmelkamp, Principal scotte@planningdesignstudio.com (O) 314-241-3600 (D) 314-328-5239 1.0 OBJECTIVE: The objective of the professional services to be provided by Planning Design Studio LLC to the City of O’Fallon, IL, will be the completion of professional design and construction phase services for the Downtown O’Fallon monument sign, integrated fountain feature, and associated site improvements, as shown in previously completed concept design. This scope of services and associated fees are based on the City’s stated design and construction budget of $250,000. for the overall monument sign project, which is comprised of the following: • PDS designed items including the sign with lighting, water feature with pebble basin, columns, plaza concrete paving, landscape plantings and required demolition. • Millennia Professional Services (Millennia) designed items including the roadway/curb improvements and water service (Design to be completed under separate agreement between City and Millennia). PDS will coordinate with Millenia regarding the site utilities (water service & electric) needs for the site that will need to be included in their separate bid package. • Supplemental Site Features include the donated benches, Woman’s Club electronic message sign and relocation of the flagpole. These will be specified for construction under delegated design where PDS will locate them on the drawings and provide performance type specifications that require design shop drawings by the contractor and/or manufacturer 2.0 SCOPE OF SERVICES: To achieve the above stated objectives, PDS will provide the following design services: Page 10 of 18 Landscape Architecture | Planning | Urban Design PROFESSIONAL DESIGN SERVICES PROPOSAL for the Downtown Sign, O’Fallon, Illinois Page 2 of 8 A. Project Management & Coordination During the duration of the project, PDS will provide the following services: 1. General Project Management a. Serve as lead design consultant for the signage package b. Develop and maintain project schedule c. Coordination with City staff 2. Consultant Coordination a. Coordinate with the City’s engineer (Millennia) regarding engineering for roadway improvements, water service and related site utility improvements b. Coordinate water feature integration requirements including utility, drainage, and equipment coordination associated with the monument sign. c. Coordinate with a structural engineer to provide input on the footing size requirements and details for the sign and column. 3. Utility Coordination a. Coordinate with Millennia regarding utility connections and site integration b. Assist the City by providing final construction documents and supporting information/documentation reasonably required for permit applications associated with the project improvements B. Concept Refinement, Budget Validation & Value Engineering The design team will evaluate the previously completed conceptual design against the City’s overall anticipated project budget, including both the monument sign/fountain feature and associated roadway improvements. 1. Concept Refinement a. PDS will refine the monument sign and site development concept to incorporate information obtained from site visits, client input and Millennia Engineering. 2. Budget Cost Estimate a. Based on refinement of previously prepared concept design b. Obtain cost information from Millennia associated with roadway improvements c. Obtain preliminary pricing and equipment information associated with the proposed water feature improvements d. Prepare an opinion of probable construction cost including contingency for the overall project 3. Supplemental Site Feature Evaluation a. Coordinate proposed locations for donated benches identified by the City b. Assist the City in identifying an appropriate mounting location for the O’Fallon Woman’s Club electronic message sign integrated into the monument sign design c. Coordinate electrical service requirements and mounting provisions associated with the electronic message sign d. Evaluate relocation or replacement options for the existing flagpole and associated uplighting improvements e. Coordinate prioritization of supplemental site improvements with the City if budget adjustments are required. f. Prepare rough order of magnitude cost that would be incurred by the City for each Landscape Architecture | Planning | Urban Design Page 11 of 18 PROFESSIONAL DESIGN SERVICES PROPOSAL for the Downtown Sign, O’Fallon, Illinois Page 3 of 8 of the Supplemental Site Features. These will be included in the overall project budget evaluation. 4. Value Engineering (If Required) If the estimated project cost exceeds the City's stated design and construction budget of $250,000, the design team will: a. Identify potential scope modifications including evaluation of potential alternative materials, detailing, or fountain components b. Revise the design as necessary to align the project within the established $250,000 design and construction budget. 5. Deliverables a. Preliminary opinion of probable construction cost b. Value engineering recommendations (if required) c. Updated concept drawings of the refined project (as necessary) C. Construction Documents Upon confirmation of the project budget alignment, PDS and the consultant team will prepare final construction drawings and specifications suitable for public bidding and construction. The intent of the construction documents is to communicate design intent, material requirements, coordination requirements, and construction information necessary for competitive bidding and implementation. 1. Construction Drawings a. Dimensioned site plan b. Grading/elevation plan and other site integration information as required c. Wall with monument sign - plans, elevations, sections including footing, lighting and other details d. Integrated fountain layout and coordination details e. Misc. site detail sheet including pavement details and site amenities, etc. f. Planting plan and planting details (if aligned with budget) g. Abbreviated project specifications and technical requirements incorporated into the construction drawings and bid documents. h. Layout and coordination for the supplemental site features (O’Fallon Woman’s Club electronic message sign, donated benches and flagpole relocation) 2. Coordination a. Coordination with Millennia regarding: i. Their adjacent roadway improvements and utility interfaces 3. Quality Assurance / Quality Control PDS will implement internal QA/QC reviews to ensure: a. Coordination between disciplines b. Technical accuracy c. Constructability d. Consistency between drawings and specifications 4. Client Review a. The scope of services includes one (1) construction document submittal and review by the City prior to completion of the final bid package. 5. Deliverables a. Final construction drawings, drawing-based technical requirements, and a Job Landscape Architecture | Planning | Urban Design Page 12 of 18 PROFESSIONAL DESIGN SERVICES PROPOSAL for the Downtown Sign, O’Fallon, Illinois Page 4 of 8 Specific Project Manual (JSP) in PDF format b. Final opinion of probable construction cost D. Bidding Phase Services PDS will provide limited bidding support services during the public bidding process. Services Include a. Respond to contractor questions and Requests for Information (RFIs) b. Prepare addenda as required c. Assist the City with clarification of design intent during bidding d. Attend one (1) pre-bid meeting E. Construction Period Services PDS will provide limited construction period services during implementation of the project. Construction period services are limited to general observation of the work for conformance with the design intent and do not include continuous site observation, construction means and methods, or contractor supervision. Services Include: a. Review contractor submittals and shop drawings for general conformance with design intent b. Respond to Requests for Information (RFIs) c. Conduct periodic site observations during construction including the following: • Pre-construction meeting/site visit • Construction progress observation (1 visit) • Punch list review at substantial completion Deliverables: a. Submittal/shop drawing review comments b. Field observation summaries as appropriate c. Punch list documentation F. Scope of Services Assumptions 1. The City has and/or will provide any site surveys (showing existing conditions and utilities) as required for the design of this project. 2. The client shall coordinate with City departments and other applicable utility providers regarding water service and/or electrical service requirements and permitting. 3. The project concept design previously developed by PDS prior to this agreement is the preferred concept to use as the basis of design for services contained in this proposal. 4. The scope of services includes one (1) construction document review cycle with the City. Additional review cycles or significant redesign requested after completion of the construction document submittal may require additional services. 5. If the design and construction budget is increased during Value Engineering, the City and PDS will negotiate a contract amendment to increase the design fee. 6. All deliverables will be provided electronically in PDF format. 7. Any required site survey, geotechnical engineering, and permit application fees and agency review fees are excluded from this proposal. 8. Millennia will prepare roadway improvement and water service drawings under separate agreement with the City. Landscape Architecture | Planning | Urban Design Page 13 of 18 PROFESSIONAL DESIGN SERVICES PROPOSAL for the Downtown Sign, O’Fallon, Illinois Page 5 of 8 9. Water feature equipment fabrication engineering and specialty system design shall be provided by the contractor and/or equipment supplier during construction unless otherwise noted. 10. The electronic message sign display unit, associated software, and procurement are excluded from this scope of services. PDS services are limited to assisting the City with identifying an appropriate mounting location, utility coordination requirements, and integration into the monument sign design. 11. Benches identified by the City as donated elements are assumed to be owner-furnished items. 12. Replacement of the existing flagpole will be dependent upon the condition of the existing flagpole and available project budget. 13. The scope of services assumes one (1) public bidding period and one (1) construction contract. 3.0 SCHEDULE: PDS will coordinate with the City and consultant team to establish a mutually agreeable project schedule. It is anticipated that the work will generally proceed in accordance with the following framework: • Concept Refinement & Budget Validation ....................................................... 2 weeks • Value Engineering & Budget Re-Alignment (if required)................................. 1 week • Construction Documents ................................................................................... 4 weeks • City Review, Final Coordination & Permitting ................................................. 2 weeks • Bid Package Preparation ...................................................................................... 1 week Total anticipated design and documentation duration is approximately ten (10) weeks, exclusive of client review periods, permitting durations, and contractor bidding periods. 4.0 COMPENSATION: A. The City of O’Fallon, IL will compensate PDS for the provision of the professional services described in the Scope of Services above on a Lump Sum basis in the amount of twenty four thousand nine hundred and fifty dollars ($24,950.00): The above fee represents labor, overhead, and profit. B. Reimbursable Costs: Other direct costs that are attributable to performing the scope of services (including common items such as printing, plotting and mileage) shall be reimbursed to PDS in addition to the above lump sum fee. The Reimbursable Cost shall not exceed $250.00 without additional authorization. C. Additional Services: Additional Services, if required, will be negotiated on an as needed basis for new scope with the fee and compensation generally based on an hourly basis at the following rates: Planning Design Studio • Principal / Sr Professional .......................................................................... $160.00 • Professional .................................................................................................. $ 135.00 Landscape Architecture | Planning | Urban Design Page 14 of 18 PROFESSIONAL DESIGN SERVICES PROPOSAL for the Downtown Sign, O’Fallon, Illinois Page 6 of 8 • Jr. Professional............................................................................................... $ 85.00 D. Payment shall be made monthly upon submission of a proper invoice in an amount equal to the percentage of services completed in the preceding month. All invoices shall be due and payable within thirty (30) calendar days. 5.0 TERMS AND CONDITIONS A. See Attachment “A” 6.0 ACCEPTANCE The following authorized representatives of the City of O’Fallon, IL and Planning Design Studio hereby execute this Professional Services Agreement and accept the terms and conditions herein. Planning Design Studio LLC City of O’Fallon, Illinois Signature Signature Scott V. Emmelkamp, PLA, FASLA Typed Name Typed Name Principal Title Title June 1, 2026 Date Date Landscape Architecture | Planning | Urban Design Page 15 of 18  Attachment A - Standard Terms & Conditions Downtown Sign 1. INTERPRETATION 7. TERMINATION. This AGREEMENT, consisting of these standard terms and conditions and the A. The CLIENT may terminate this AGREEMENT in the whole or in part at any terms/instructions typed on the face of this AGREEMENT together with the time by written notice to PDS. Such termination shall be effective in the manner Exhibits attached hereto, and all documents, drawings, specifications and specified in the said notice, shall be without prejudice to any claims which the instructions specifically referred to herein and made a part hereof shall CLIENT may have against PDS and shall be subject to the other provisions of constitute the entire AGREEMENT between the parties, and no other this AGREEMENT. On receipt of such notice PDS shall, except as and to the proposals, conversations, bids, memoranda, or other matter shall vary, alter or extent directed, immediately discontinue the services and the placing of interpret the terms hereof. subcontractor orders for materials, facilities and supplies in connection with the performance of the services, and shall, if requested, make every reasonable Failure of either party to exercise any option, right or privilege under this effort to procure termination of existing subcontracts upon terms satisfactory to AGREEMENT or to demand compliance as to any obligation or covenant of the the CLIENT. Thereafter, PDS shall do only such work as may be necessary to other party shall not constitute a waiver of any such right, privilege or option, or preserve and protect the services already in progress and to dispose of any the performance thereof, unless waiver is expressly required in such event or is property as requested by the CLIENT. evidenced by a properly executed instrument. B. A complete settlement of all claims of PDS upon termination of the AGREEMENT, as provided in the preceding paragraph, shall be made as 2. SEVERABILITY follows: (A) the CLIENT shall assume and become liable for all obligations and It is understood and agreed by the parties hereto that if any part, term, or commitments that PDS may have in good faith undertaken or incurred in provision with this AGREEMENT is held illegal or in conflict with any law having connection with the services which have not been included in prior payments; (B) jurisdiction over any of the parties hereto, the validity of the remaining portions the CLIENT shall compensate PDS for the reasonable cost of terminating or provisions shall not be affected, and the rights and obligations of the parties existing subcontracts and preserving, protecting or disposing of the CLIENT's shall be construed and enforced as if the AGREEMENT did not contain the property and performing any other necessary services after the notice of particular part, term, or provisions held to be invalid, unless the effect thereof termination has been received; and (C) the CLIENT shall pay PDS for all would materially change the economic burden of or benefit to either party. Services performed, prior to the date of termination, in accordance with this AGREEMENT. Prior to final settlement, PDS shall deliver to the CLIENT all 3. GOVERNING LAW Documents and all other required information and data prepared by PDS under This AGREEMENT and the Attachments hereto shall be governed by and this AGREEMENT and execute and deliver all documents, and take such other construed in accordance with the laws governing the location where the work is steps as are necessary, to vest fully in the CLIENT the rights and benefits of PDS performed. arising from subcontracts issued in connection with this AGREEMENT, unless otherwise requested by the CLIENT in writing. 4. INDEPENDENT CONTRACTOR In the performance of the services under this AGREEMENT, PLANNING 8. STANDARD OF CARE DESIGN STUDIO (PDS) shall be an independent contractor, maintaining PDS and its employees, independent professional associates, subconsultants, complete control of PDS’s personnel and operations. As such, PDS shall pay and subcontractors will exercise that degree of care and skill ordinarily practiced all salaries, wages, expenses, social security taxes, unemployment taxes and under similar circumstances by design professionals providing similar services. any similar taxes relating to the performance of this AGREEMENT. PDS, its CLIENT agrees that services provided by PDS will be rendered without any employees and agents shall in no way be regarded nor shall they act as agents expressed or implied warranty and that this agreement does not create or imply a or employees of the CLIENT. fiduciary relationship between PDS and the CLIENT. PDS shall exercise usual and customary professional care in its efforts to comply with applicable codes, 5. CHANGES regulations, laws rules, ordinances, and such other requirements in effect as of The CLIENT, through its authorized representative, without invalidating this the date of execution of this AGREEMENT. AGREEMENT, may order changes within the general scope of the services required by this AGREEMENT by altering, adding to and/or deducting from the 9. INDEMNITY services to be performed. If any changes under this clause cause an increase PDS shall indemnify and hold the CLIENT harmless from and against claims, or decrease in PDS's cost of, or the time required for, the performance of any liabilities, suits, loss, cost, expense and damages arising from any negligent act part of the work under this AGREEMENT, an equitable adjustment shall be or omission of PDS in the performance of work and service pursuant to this made by mutual AGREEMENT and the AGREEMENT modified in writing AGREEMENT. PDS's liability for all of the aforesaid matters shall not exceed the accordingly. All such changes in the Services shall be in writing and shall be total compensation received by PDS under this agreement. performed subject to the provisions of this AGREEMENT. To the fullest extent permitted by law, CLIENT shall defend, indemnify and hold 6. STOP WORK ORDER harmless PDS and its subcontractors from and against claims, liabilities, suits, CLIENT may at any time, by written notice to PDS, require PDS to stop all or loss, cost, expense and damages arising from any negligent act or omission of any part of the work called for by this order for a period of up to ninety (90) days CLIENT (and/or its subcontractors) in the performance of CLIENT’S work and after the notice is delivered to PDS ("Stop Work Order"). Upon receipt of the service pursuant to this AGREEMENT. Stop Work Order, PDS shall forthwith comply with its terms and take all reasonable steps to minimize the incurrence of costs allocable to the work 10. FORCE MAJEURE covered by the order during the period of work stoppage. Within a period of The respective duties and obligations of the parties hereunder (except the ninety (90) days after a Stop Work Order is delivered to PDS, or within any CLIENT's obligation to pay PDS such sums as may become due from time to extension of that period to which the parties have agreed, CLIENT shall either time for services rendered by it) shall be suspended while and so long as cancel the Stop Work Order, or terminate the work covered by this order as performance thereto is prevented or impeded by strikes, disturbances, riots, fire provided in the "Termination" paragraphs of this AGREEMENT. PDS shall severe weather, government action, war acts, pandemics, acts of God, acts of resume work upon cancellation or expiration of any Stop Work Order. An the CLIENT, or any other cause similar or dissimilar to the foregoing which are equitable adjustment shall be made in the delivery schedule or prices beyond the reasonable control of the part from whom the affected performance hereunder, or both, and this AGREEMENT shall be modified in writing was due. accordingly. If the Stop Work order results in an increase in the time required for the performance of this order or in PDS’s costs properly allocable thereto, 11. ASSIGNMENTS PDS may stop work, at its sole option, if CLIENT fails to make payment of PDS All obligations and covenants herein contained shall be intended to be binding invoices within 30 days of receipt as required by Article 17 below. upon the successors and assigns of PDS and the CLIENT. PDS shall not assign Agreement between the City of O’Fallon, IL & Planning Design Studio Page1 of 162of 18  Attachment A - Standard Terms & Conditions Downtown Sign this AGREEMENT without the prior written consent of the CLIENT, which attorney's fees and legal costs associated therewith. consent shall not be unreasonably withheld. In addition, PDS may, after giving seven days written notice to CLIENT, suspend services under this AGREEMENT until PDS has been paid in full all 12. CONSEQUENTIAL DAMAGES amounts due for services, expenses and charges. The contract value shall be Neither the Client nor PDS shall be liable to the other or shall make any claim increased accordingly by the amount of PDS's reasonable costs of shut down, for any incidental, indirect or consequential damages arising out of, or delay and start up, which shall be effected by Change Order in accordance with connected in any way to the project or this agreement. This mutual waiver Article 5, above. includes, but is not limited to, damages related to loss of use, loss of profits, If CLIENT disputes any portions of a request for payment, CLIENT shall pay the loss of income, loss of reputation, unrealized savings, or diminution of property undisputed portion of such request as provided herein and shall promptly notify value and shall apply to any cause of action including negligence, strict liability, PDS of the amount in dispute and the reason therefore. Any portion of the breach of contract and breach of warranty. disputed amount, which is ultimately agreed upon by CLIENT and PDS, to be owed to PDS, shall accrue interest at the rate and commencing upon the date 13. INSURANCE stipulated in this Article. PDS shall maintain the following insurance and at the CLIENT's request, PDS Unless otherwise specified on the face page of this AGREEMENT, invoices will shall deliver to CLIENT certificates of insurance coverage. not require support documentation. A. Workers' Compensation and Employer's Liability insurance:  Workers' Compensation in compliance with the applicable laws. 18. EQUAL EMPLOYMENT OPPORTUNITY  Employer's Liability. Limit $1,000,000 The Non-Discrimination clause contained in Section 202, Executive Order B. Comprehensive General Liability Insurance including Blanket Contractual, 11246, as amended, relating to Equal Employment Opportunity for all persons Broad Form Property Damage, Complicated Operations and Independent without regard to race, color, religion, sex, or national origin and the Contractor's Liability all applicable to Personal Injury, Bodily Injury and Property implementing rules and regulations prescribed by the Secretary of Labor (41 Damage to a combined single limit of $1,000,000 each occurrence subject to CFR, Chapter 60, 41 CFR 60-250 and 41 CFR 60-741 are incorporated herein. $2,000,000 annual aggregate for Completed Operations and Personal Injury other than Bodily Injury. 19. ORDER OF PRECEDENCE C. Comprehensive Automobile Liability Insurance including owned, hired and Any inconsistency or conflict between the standard terms and conditions set non-owned automobiles, Bodily Injury and Property Damage to a combined forth therein and those typed on the face of this AGREEMENT or any attachment single limit of $1,000,000 each occurrence. thereof shall be resolved by giving precedence in the following order: First, typed D. Architects & Engineers Professional Liability Insurance affording, instructions and/or conditions on the face of this AGREEMENT; Second, the professional liability, if any, to a combined single limit of $3,000,000 each Standard Terms and Conditions; and Third, the attachment(s) (if any) attached occurrence/claim, subject to $3,000,000 annual aggregate. hereto. 14. ACCEPTANCE BY CLIENT 20. DISPUTE RESOLUTION The WORK shall be deemed accepted by CLIENT unless, within fifteen (15) Prior to the initiation of any legal proceedings, the CLIENT and PDS agree to days after receipt of PDS's written notification of final completion, CLIENT will submit all claims and disputes arising out of this AGREEMENT to non-binding have given PDS written notice specifying in detail wherein the WORK is mediation. Mediation shall be conducted under the auspices of mediation upon deficient, whereupon PDS will promptly proceed to make necessary corrections which the parties agree. The party seeking to initiate mediation shall do so by and, upon completion, the Work shall be deemed accepted by CLIENT. submitting a formal written request to the other party to this AGREEMENT. This provision shall survive completion or termination of this AGREEMENT; however, 15. CLIENT FURNISHED DATA, DRAWINGS AND neither party shall seek mediation of any claim or dispute arising out of this SPECIFICATIONS AGREEMENT beyond the period of time that would bar the initiation of legal PDS shall have no liability for defects in the work attributable to PDS's reliance proceedings to litigate such claim or dispute under the applicable law. upon or use of data, design criteria, drawings, specifications or other information furnished by CLIENT and CLIENT agrees to indemnity and hold 21. HAZARDOUS MATERIAL PDS harmless from any and all claims and judgments, and all losses, costs and The scope of PDS’s services for this agreement does not include any expenses arising there from. PDS shall disclose to CLIENT prior to use thereof, responsibility for detection, remediation, accidental release, or services relating defects or omissions in the data, design criteria, drawings, specifications or to waste, oil, asbestos, lead, or other hazardous materials, as defined by other information furnished by CLIENT to PDS that PDS may reasonably Federal, State, and local laws or regulations. discover in its review and inspection thereof. 16. OWNERSHIP & REUSE OF DOCUMENTS All documents including plans, reports, drawings and specifications prepared by PDS pursuant to this AGREEMENT are instruments of its services in respect of the PROJECT, and become the property of the Client upon meeting the AGREEMENT terms. The documents are not intended or represented to be suitable for reuse by CLIENT or others on extension of the PROJECT or on any other project. Any reuse without specific written verification or adaptation by PDS will be at CLIENT's sole risk and without liability or legal exposure to PDS, and CLIENT shall indemnify and hold harmless PDS from all claims, damages, losses and expenses including attorney's fees arising out of or resulting there from. Any such verification or adaptation will entitle PDS to further compensation at rates to be agreed upon by CLIENT and PDS. 17. INVOICING & PAYMENTS. Invoices are due and payable within 30 days after receipt. Interest at the rate of 1½% per month is due on all payments not paid on or before the 45th day after the invoice date. Interest shall be computed from the date of the invoice. In the event legal proceedings are necessary to collect payments not paid when due, CLIENT shall pay, in addition to such payments, PDS's reasonable Agreement between the City of O’Fallon, IL & Planning Design Studio Page2 of 172of 18  May 2026 Pg. 1/1 Park Maintenance PERFORMANCE SUMMARY MUNICIPAL GROUNDS & CITY FORESTRY • Complete Grounds Maintenance (Turf & Landscaping): Park Maintenance Facility, City Hall, Fire House #2, 3 and 4, Public Safety Facility, Library, Veteran’s Monument, I64 Exit 14 and US 50 frontage, and Downtown O’Fallon. • Turf Maintenance: Community Garden, Public Safety Fields, Behrens Street Fields,, Illini Bike Trail, Porter Simmons Round-A-Bout), Seven Hills Round-A-Bout, First Street Common Area , Oak St and Cherry Common Area, Parking Lot at State and Lincoln , State Street Round-A-Bout, West State Street Common Area,, West Carl St Railroad ROW, Karl Dr. to Oak St Common Area, State and Seven Hills Round-A-Bout , and Exit 14, 16 and Green Mount Median • Contractual Mowing – 54 sites, Munie Outdoor • Leave pickup and collection at all sites. • Weekly mowing (and litter) cycle maintenance at all Complete Grounds and Turf Maintenance Sites • Weekly landscape maintenance cycle maintained at all landscape maintenance sites. • Greenmount Boulevard weed spraying • 9 Row trees pruned/removed CEMETERY • (3) burial/ grave opening • Grounds maintenance performed, reseeding gravesites, columbarium backfilling • Raised headstones around new sidewalk to columbarium PARK MAINTENANCE Community Park, Hesse Park, Savannah Hills Park, Thoman Park, Ogles Creek Park, Rock Springs Park and O’Fallon Family Sports Park FACILITY MAINTENANCE • Ongoing maintenance and organization. • SP Field grooming soccer and baseball • Irrigation and Scoreboard maintenance. • North SP pond stabilization • Community Park seeding/dirtwork • Three new synthetic fields SP POOL AND SPLASH PAD • Pool opened May 30 • Splash Pad opened May 30 GROUNDS MAINTENANCE • Fertilization applied to both quads at sports Park, boulevards, City Hall, firehouses, PSB and KCCC. • The weekly custodial cycle in parks was continued. Litter, trash receptacles and bathrooms checked daily. HORTICUTLURAL / ARBORICULTURAL • Litter and limbs cleanup • 80 Yards mulch applied to beds • Daily watering, 66 Planters, 15 Annual beds • 3 Park tree removals SPORTS FIELD • Maintain fields for seasonal use as scheduled– 20 fields at Sports Park, 5 ball fields at Community Park, 4 ball fields at Hesse Park, 5 fields at Beherns and PSB, and 5 ball fields at Shiloh. Prepared By: City of O’Fallon Parks and Recreation Department Ryan L. Heimann Park Maintenance Superintendent 308 E 5th St City of O’Fallon Parks and Recreation Department O’Fallon, IL 62269 rheimann@ofallon.org 618-624-0139 www.ofallon.org Page 18 of 18