The URL can be used to link to this page

2015-03-02 - Village Board Committee of the Whole - Agenda Packet Meeting of the Village of Buffalo Grove Fifty Raupp Blvd Buffalo Grove, I L 60089-2100 Board of Trustees Phone:847-459-2500 Committee of the Whole March 2, 2015 at 6:00 PM 1. Welcome 2. Discussion A. Police and Firefighters' Pension Funding Policy Discussion [GO TO] B. Discussion Regarding Changes to the Communications Policy [GO TO] C. Update to the Strategic Plan [GO TO] D. Economic Development Discussion [GO TO] E. Pavement Life Cycle Discussion [GO TO] F. Questions from the Audience [GO TO] 3. Executive Session 4. Adjournment The Village of Buffalo Grove,in compliance with the Americans with Disabilities Act,requests that persons with disabilities, who require certain accommodations to allow them to observe and/or participate in this meeting or have questions about the accessibility of the meeting or facilities, contact the ADA Coordinator at 459-2525 to allow the Village to make reasonable accommodations for those persons. Police and Firefighters' Pension Funding Policy Discussion 2-A Overview In response to the accounting changes and potential confusion surrounding reporting requirements for financial statements, it is in the best interest of the Village to adopt pension funding policies. The policies explain the purpose and methodology behind the annual required contribution. The major tenets of the policy address: 1. How the contribution is determined. 2. Funding discipline and the need to ensure sufficient assets are available for all current and future retirees. 3. Intergenerational equity and the desire to match current employees' costs with the generation that receives the benefit. 4. Contribution as a stable percentage of payroll to promote consistency in funding. 5. Accountability and transparency to allow clear reporting of the status of pension funding. The purpose of the policy is to set a course for funding that is meaningful and not subject to annual economic or non-economic fluctuations that could place pressure on either the upward or downward revision of actuarial assumptions. This policy will be reviewed on a five year cycle. Attached is the pension funding policy that is proposed for both the Police and Firefighters' Pension Funds. Attachments Trustee Liaison Staff Contact Trustee Ottenheimer Scott D Anderson, ....M.on.da............M�arch...2......> 2.0.1.5........................................................................................................................D.�scuss.�.o.n...._...Ite.m....�....�._�....................................................................................................................................................... Y> TO: DANE C. BRAGG FROM: SCOTT D. ANDERSON SUBJECT: PENSION FUNDING POLICIES DATE: 2/24/2015 The Governmental Accounting Standards Board (GASB) has issued new standards (GASB 67/68) that have become effective as of June 2014.These new standards will cause some confusion over pension calculations.The confusion will center over how the calculations will be used. From a budget standpoint, the calculation determines the appropriate annual contribution to the pension fund. This would include the employee and employer contributions, interest income, annuitant payments and professional service expenses. This calculation would include the actuarial determined property tax levy amount. From the perspective of the comprehensive annual audit, a calculation of unfunded liability will now be on the balance sheet. In the past, the annual required contribution (ARC) was calculated and was only reported in the notes to the financial statements. There was nothing reported on the balance sheet unless the ARC was negative. A negative ARC is the result of under-funding the actuarial recommendation. The ARC was a cumulative amount that reported entities over, or under-funding, of an actuarially determined contribution amount. Now the unfunded liability will be reported in the Governmental Wide Financial Statements. From the perspective of bond ratings, the ratings agencies use their own calculations to determine the pension obligations to determine a government's credit worthiness. The bond rating calculations of the unfunded pension obligations will be typically much higher than an actuary's determination. In response to the accounting changes and the likely ensuing confusion over what will be reported in financial statements, it is in the best interest of the Village to adopt pension funding policies. The policies explain the purpose and methodologies behind the annual required contribution. The major tenets of the policy address: 1. How the contribution is determined. Page 1 of 2 2. Funding discipline and the need to ensure sufficient assets are available for all current and future retirees. 3. Intergenerational equity and the desire to match current employees' costs with the generation that receives the benefit. 4. Contribution as a stable percentage of payroll to promote consistency in funding. 5. Accountability and transparency to allow clear reporting of the status of pension funding. The purpose of the policy is to set a course for funding that is meaningful and not subject to annual economic or non-economic fluctuations that could place pressure on either the upward or downward revision of actuarial assumptions.These polices will be reviewed at least on a five year cycle. Attached is the pension funding policy that will apply to both the Police and Firefighters' Pension Funds. Page 2 of 2 V Il,,AGE OF mi o w IlG I Ill'„ AIIP40 III lREF]IGIii,rERS Ill) 1NS�,GN IFUP IMPIIYG POLICY 1.0 Applicability This policy applies to the calculation of the Village of Buffalo Grove's annual required contribution (ARC)to the Buffalo Grove Police and Firefighters' Pension Funds, a police and fire pension trust fund organized under Article III and Article IV of the Illinois Pension Code. 2.0 Background The financial objective of a defined benefit pension plan is to fund the long-term cost of benefits provided to plan participants. In order to assure that the plan is financially sustainable, the plan should accumulate adequate resources in a systematic and disciplined manner over the active service life of benefitting employees.This funding policy outlines the method the Village will utilize to determine it's actuarially determined contribution to the Buffalo Grove Police and Firefighters' Pension Funds to fund the long-term costs of benefits to the plan participants and annuitants. The Village believes that this funding policy meets the guidelines for state and local governments set by the Pension Funding Task Force convened by the Center for State and Local Government Excellence.The guidelines set by this task force outline the following objectives for pension funding policy: • Actuarially Determined Contributions. A pension funding plan should be based upon an actuarially determined annual required contribution (ARC) that incorporates both the cost of benefits in the current year and the amortization of the plan's unfunded actuarial accrued liability. • Funding Discipline. A commitment to make timely, actuarially determined contributions to the retirement system is needed to ensure that sufficient assets are available for all current and future retirees. • Intergenerational equity.Annual contributions should be reasonably related to the expected and actual cost of each year of service so that the cost of employee benefits is paid by the generation of taxpayers who receives services from those employees. • Contributions as a stable percentage of payroll. Contributions should be managed so that employer costs remain consistent as a percentage of payroll over time. • Accountability and transparency. Clear reporting of pension funding should include an assessment of whether, how, and when the plan sponsor will ensure sufficient assets are available for all current and future retirees. 3.0 Policy 3.1 Village Annual Required Contribution (ARC) The Village will determine its ARC to the Buffalo Grove Police and Firefighters' Pension Funds using the following principles: a) The ARC will be calculated by an enrolled actuary. b) The ARC will include the normal cost for current service and amortization to collect or refund any under-or over-funded amount. c) The normal cost will be calculated using the entry age normal level of percentage of payroll actuarial cost method using the following assumptions: i. The investment rate of return will be 7.00% per year. ii. The salary increase assumption will be 5.00% per year. iii. Non-economic assumptions, such as rates of separation, disability, retirement, mortality, etc., shall be determined by Village management in consultation with the actuary to reflect current experience. d) The difference between the accrued liability and actuarial value of assets will be amortized to achieve 100% funding in the year 2040 (a 30 year closed period that began in 2011) based on a level percentage of payroll. e) Actuarial assets will be determined using market valuation. The Village will make its actuarially determined contribution to the Buffalo Grove Police and Firefighters' Pension Funds as property tax distributions are received from Cook and Lake Counties. The majority of those contributions will be in March and July for Cook County and June and September for Lake County. 3.2 Transparency and Reporting Funding of the Buffalo Grove Police and Firefighters' Pension Fund should be transparent to vested parties including plan participants, annuitants, the Buffalo Grove Police and Firefighters' Pension Board of Trustees, the Village Board, and Buffalo Grove residents. In order to achieve this transparency,the following information shall be distributed: a) A copy of the annual actuarial valuation for the Buffalo Grove Police and Firefighters' Pension Funds shall be made available to the Village Board and the Buffalo Grove Police and Firefighters' Pension Fund Board of Trustees. b) The Village's Comprehensive Annual Financial Report shall be published on its website. c) Each year, the Village Board shall approve the Village's annual contribution to the Buffalo Grove Police and Firefighters' Pension Funds. d) The Village's annual operating budget shall include the Village's contribution to the Buffalo Grove Police and Firefighters' Pension Funds as well as a budget for the Buffalo Grove Police and Firefighters' Pension Funds. The budget for the Buffalo Grove Police and Firefighters' Pension Funds are controlled by the Buffalo Grove Police and Firefighters' Pension Board of Trustees, in accordance with state law. The budget document shall be published on the Village website. 3.3 Review of Funding Policy Funding a defined pension plan requires a long-term horizon. Assumptions and inputs into the policy should focus on long-term trends, not year-to-year shifts in the economic or non- economic environments. Generally, assumptions or inputs should be evaluated and changed if long-term economic or non-economic inputs have fundamentally changed or are no longer reasonable.As such,the Village will review this policy at least every five years to determine if the changes to this policy are needed to ensure adequate resources are being accumulated in the Buffalo Grove Police and Firefighters' Pension Funds. The Village reserves the right to make changes to this policy any time if it is deemed appropriate. Discussion Regarding Changes to the Communications 2-B Policy Overview In December of 2013,the Village Board approved a formal communications policy. Staff has been working with the policy for the last year and has developed recommended changes based on practical application. The attached document is a marked up version of the proposed changes. The changes will be reviewed with the Village Board at the meeting. Attachments Trustee Liaison Staff Contact Trustee Terson Jennifer I Maltas, Monday, Ond aY>............March ...2......> 2015. . . ........................................................................................................................D.'s c u s s.'.o.n...._...Item. ........2._B........................................................................................................................................................ AIMMAULD 8 > 1Ms 6 Village of Buffalo Grove Communication Policy ne-er"be" '?Q I Q. Village of Buffalo Grove Communication Policy I. INTRODUCTION Ilu �u�°od�.: �ilou Communication Modalities ..00000000000000000000000000000000000000000000000)000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000. The Village of Buffalo Grove is committed to delivering information to the public that is clear, timely, and that promotes two-way communication between Village officials, residents, business owners and stakeholder groups. The fundamental purpose of the Village's print and electronic publications, including the village newsletter, web site, electronic newsletter, cable access channel, news releases, signage, bill inserts, and others, is to communicate public information pertaining to municipal services, policies, and activities, and to enhance engagement between the Village and the community's stakeholders. The Village of Buffalo Grove has an overriding interest in and expectation to determine the Village's message as distributed in the various communication outlets at its disposal. These include: Village Website: y vwvw„ybg.org Electronic Constant S0MM ocial/Networki.n:....................................................................................................................................................................................................................................................................................................................................................................................................................................... g Presence Electronic Constant .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Village E-News Service Electronic Weekly/As Needed .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Village Mobile Application Electronic Constant ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Village Newsletter Paper Bi-monthly .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Buffalo Grove Television: Broadcast Constant Channel 6 (Comcast), Channel 99 (ATFtT) It is the policy of the Village to ensure that certain standards are met when disseminating information through these communication modalities. The administration guidelines outlined below apply to content that is created for all communication channels. The purpose of this Communication Policy is to provide the Village of Buffalo Grove staff with guidelines and directions for dissemination of information, through various outlets, to the residents and public at large. This Policy is designed to be a fluid document and will be modified from time to time to conform to changes in law, technology and actual practice. The Village Manager, or designee, shall be the final authority with regards to enforcement of any of the provisions of this Policy. Failure to follow the procedures outlined in this Policy may lead to disciplinary action in accordance with the provisions of the Village of Buffalo Grove Employee Manual. Village of Buffalo Grove Communication Policy This Policy is not intended to provide third parties with any specific rights when communicating with or receiving communications from the Village of Buffalo Grove. All policies and procedures provided are subject to modification by the appropriate Village employees and, therefore, third parties shall not be entitled to rely on the contents of this Policy. II.ADMINISTRATION use II'�oli1G Communication Modalities ..00000000000000000000000000000000000100000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000, A. Objectives 1. Through balanced informative content, communication modalities will be used to help residents learn more about Village programs, services, and about important issues facing the Buffalo Grove area. 2. To serve as an information center (but not an emergency notification medium) ; wE'eathe'F,fF}Fe, and GFiimer Relating to weather, utility and police/fire Formatted:Font:Trebuchet MS,12 pt related incidents. Provide access to this information through a variety of mediums, including the Village website, Sacial Media updates and -dews. Additionally, residents will be directed to alternative agencies such as the National Weather Service for real-time weather information, utility providers such as ComEd, Nicor and others to receive real-time updates on news and information deemed important for the safety and welfare of Buffalo Grove residents. 3. Access to village communication modalities is limited to local, regional, state and federal taxing bodies only, except as provided for specific outside groups. B. Content Posting Policy 1. The Village Manager or designee has the right to review all messages, proposed and/or completed, to determine compliance with this Policy. Any message under consideration may be accepted as presented, denied, or given conditional approval. The Village Manager or his designee reserves the right to edit, modify, condense, prioritize or clarify for content. 2. Content should be timely, of general interest to the public and reflect the Village's programs, services, initiatives or areas of responsibility. 3. Content will be approved by the Village Manager's office prior to posting. 2 Village of Buffalo Grove Communication Policy 4. Content should be a resource to the public on information about the community and provide useful information to residents, businesses, visitors, and potential businesses and residents. 5. Village departments will be responsible for ensuring the accuracy and timeliness of all content provided for posting. 6. All content will comply with all American with Disabilities Act (ADA) requirements. C. Inappropriate content includes: 1. That which directly or indirectly endorses any person or organization not directly associated with the Village of Village of Buffalo Grove. 2. Commentary or personal opinions. 3. Language or material that is profane, offensive or obscene in context depicts or describes, in terms patently offensive, sexual or excretory organs or activities. 4. Photographs, music, video or graphics not having the written permission of the copyright holder or proof of being royalty-free. 5. Content in support of or opposition to political campaigns or ballot measures. 6. Content that promotes, fosters, or perpetuates discrimination on the basis of race, creed, color, age, religion, gender, marital status, status with regard to public assistance, national origin, physical or mental disability or sexual orientation. 7. Information that may tend to compromise the safety or security of the public or public systems. 8. Content that violates a legal ownership interest of any other party. D. Consistency 1. To allow viewers to navigate easily through content on any Village communication modality -- authors must follow the established page layouts, navigation link placement, use of graphics, font styles, etc., as may be prescribed by the Village Manager or designee from time to time. 2. Employees granted permission to use Village communication modalities are responsible for complying with applicable federal, state, county and Village laws, ordinances, regulations, and policies. This includes adherence to 3 Village of Buffalo Grove Communication Policy established laws and policies regarding copyright or plagiarism, records retention, the Illinois Freedom of Information Act, the Illinois Open Meetings Act, the First Amendment of the United States Constitution, and privacy and information security policies and protocols established by the Village. E. Outside Groups 1. The first priority of all communication modalities owned and operated by the Village is the dissemination of Village news and information. 2. Partnership with organizations within the community may be permitted at the sole discretion of the Village Manager and content may only be allowed if the partner entity meets one or more of the following criteria. The Village Manager reserves the right to edit i IR l content to fall 4 within the Village's established communication ri��riorities and guidelines.® a. Having a charter or other official recognition by a parent state or national organization that designates it a Village of Buffalo Grove chapter. b. An organization(s) that serves Village of Buffalo Grove businesses or residents; or a regional/local event that benefits Buffalo Grove businesses or residents. c. Official committees of the Village of Buffalo Grove. d. A governmental partner; quasi-governmental agency or entity serving Village residents. e. An organization of Village of Buffalo Grove businesses whose purpose is to support and encourage business within the Village. 3. Non-municipal new �r �n¢9^�d 09^*cw,a�- alse be iRGluded in the Village's from established non-profit organizations that serve the Village of Buffalo Grove may also be included in the Village's publications to further foster community interest and involvement. Information regarding non- municipal community news shall only be published if one of the following criteria is met and &upon receiving approval from the Village Manager. 4 Village of Buffalo Grove Communication Policy a. The Village is a co-sponsor of the program or event, or the organization sponsoring the program or event receives direct financial support from the Village; Examples: Buffalo Grove Days, the Art Festival, etc. b. The information is intended to inform residents of services and programs of other governmental agencies or utilities serving the greater Buffalo Grove community; Examples: o Lake/Cook County o Waste Management/ComEd/Comcast/ATEtT o School Districts o Buffalo Grove Park District o Library Districts F. Emergency Procedures 1. Emergency programming for all communication modalities is to be originated by the Office of the Village Manager, Police, Fire, Public Services or other emergency personnel and authorized only by the Village Manager or designee. 2. Only trained personnel are allowed access to broadcast an authorized emergency bulletin. Under no circumstances will access to any communication modality for emergency communication be granted to anyone who does not have the proper authority to initiate procedures. G. Restrictions The Village of Buffalo Grove will not allow any programming on any communications channel containing the following: 1. Paid advertising material in which commercial appeals for funds are made. Grants for programming purposes shall not be considered as advertising. Paid advertising material includes, but is not limited to, advertising by or on behalf of a candidate for public office or program material made available without charge by persons, corporations, or institutions, which have a commercial interest in the subject matter. This provision shall not prevent the identification of persons or institutions providing grants or contributions to underwrite the cost of programs unrelated to the commercial interests of the donor. 2. Copyrighted material, unless clearances for use has been obtained, and written proof of such clearance can be presented. 3. Programming which is prohibited by applicable federal, state or local laws. 5 Village of Buffalo Grove Communication Policy III. VILLAGE WEBSITE Ilutu°°od�.� tilou www.vb .or ...00000000000000000000000000000000000000000000000�0000000000000000000000000000000000000000000000�00000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000, The Village's website is and will remain the primary communications tool for the Village of Buffalo Grove. No department, division, committee, or official entity governed by the Village of Buffalo Grove can establish a site on the Internet that is independent from the Village's primary site without the express written permission of the Village Manager. Only pages maintained by the Village are official. The Village is not responsible for the information contained on linked pages. The Village will take precautions to ensure Formatted:Font:Trebuchet Ms,lz pt linked pages are from reputable sources and if deemed not reputable, thattt said links Formatted:Font:Trebuchet Ms,iz pt will be removed. Additionally, the Village reserves the right to delete any links that initially_are deemed reputable, but are determined to not fall ' within the_ Trebuchet Ms,lz pt Village's established communication standards, as determined by the Village Manager Formatted:Font:Trebuchet Ms,lz pt or a-designee. IV. SOCIAL MEDIA taudau,°ds Use of Social Media Sites ...0000000000000000000000000000000000000�00000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000, As authorized by the Village, social media websites n4ayz-will be used to further allow the Village to provide information to the public. To address the fast-changing landscape of the Internet and the way residents obtain information online, Village of Buffalo Grove departments may consider using social media tools to reach a broader audience. Only social media accounts maintained and controlled by the Village are official. The Village is not responsible for the information contained on linked pages or other pages or sites that are not controlled by the Village's staff. Any Village of Buffalo Grove social media website or page shall not be used as a public forum. The websites or pages shall be restricted to allow only official Village of Buffalo Grove posts or messages. The websites or pages shall not allow for the ability for the public to post or comment, to the extent allowed by the hosting websites. Consistent with the requirements of this policy, the following statements will be included within the terms of use for social media accounts directly or indirectly sponsored by the Village: "The Village of Buffalo Grove monitors the content pasted on our Faceboak pages. yVe Formatted:Font:Trebuchet Ms,lz pt request that individuals be courteous and use discretion when commenting on the page. Do not post: 1-1-someone else's image or content without their express 6 Village of Buffalo Grove Communication Policy form unless ermission to own comments or other work, a commenter g ants the Villagt_��dan o�neviewinth�e in comments reflect those of the author and do not reflect the official views of the Villageof_Buffalo Grove. :[he..Vill��ge.of Buffalo Grove reserves the__right__to__remove__any_post__in violation of this Formatted:Font:Treb,chet Ms,12 pt policy_oranyapplicablejaw. Users of this site are alsosubjecttoall rms and conditions of this siteys use policy, without [imitation. The Villape of Buffalo Grove assumes no liability for any damages or loss of any kind (--Trebuchet MS Lhat might arise from the use of, misuse f or the inabifty_tg this�Village of Formatted:Font Trebuchet MS Buffalo Grove fa��Uage and/or the materials contained on the page. Villag of Buffalo Grove also assumes no liability for improper o incorrect use of materials or information contained on thepage.Alt materials that appear_on_the_Village__of_Buffalo Grove F-��page are distributed and transmitted"asis,_" without warranties of apykind,either expressed,_or_implied,__and_subject__to__the terms and conditions stated (F��d:Font:Trebuchet MS in this disclaimer."- Formatted:Font:Trebuchet MS A. Standards 1. To provide a high level of quality, consistency' usability and value to our social media communications' the following standards must befollowed: a. The Village of Buffalo Grove's vvebsite (vw^wv.vbg.onQ) will remain the Village's primary and predominant internet presence. b. All comments or posts made by Village staff on behalf of the Village must be approved by the Village Manager's Office prior to their dissemination. Village of Buffalo Grove Communication Policy .. .. Content posted to social media sites should contain links directing users back to the Village's official website for in-depth information, forms, documents or online services necessary to conduct business with the Village of Buffalo Grove. e .. On any Village social media site, a disclaimer will be placed that indicates that the Village of Buffalo Grove's official website is the Village's primary and predominant internet presence. 2. - , m = Appropriate uses of social media tools fall generally into ategories: a. As additional channels for disseminating time-sensitive information as quickly and efficiently as possible (example: emergency information). bb®As channels for information dissemination relating to Village business. Formatted:Indent:Left: 0.75° 4-,c o Other information and news, including events that are deemed important and relevant to Buffalo Grove residents by the Village Manager or designee. 3. Social Media Websites shall be used by the Village Staff in the following manner: a. Of those social media sites selected for use, the Village will use a single account, displaying the Village logo. • The Village Manager may authorize additional accounts. b. The Office of the Village Manager will monitor social media use and must review and approve all content prior to posting. Content will be reviewed for appropriateness, quality, consistency with overall Village message and branding, priority, goals, etc. c. No public comments, as allowed, shall be removed from any website except as authorized by the Village Manager or designee. d. Department social media administrators must provide a monthly update as to its social media usage. This is to be reported within the department's monthly report document. e. Employees granted permission to use these outlets are responsible for complying with applicable federal, state, county and local laws, ordinances, regulations, and policies. This includes adherence to established laws and policies regarding copyright or plagiarism, records retention, the Illinois Freedom of Information Act, the Illinois Open 8 Village of Buffalo Grove Communication Policy Meetings Act, the First Amendment of the United States Constitution, and privacy and information security policies and protocols established by the Village. f. Employees representing the Village via social media outlets must conduct themselves at all times as representatives of the Village of Buffalo Grove. g. Content posted to social media sites by Village staff shall not include any of the following: i. Content in support of or opposition to political campaigns or ballot measures. ii. Content that promotes, fosters, or perpetuates discrimination on the basis of race, creed, color, age, religion, gender, marital status, status with regard to public assistance, national origin, physical or mental disability or sexual orientation. iii. Content that is offensive, profane or obscene is not allowed. iv. Conduct or encouragement of illegal activity. V. Information that may tend to compromise the safety or security of the public or public systems. vi. Content that promotes or discourages the use of any private business or entity. vii. Defamatory content. viii. Content that violates a legal ownership interest of any other party. Similar/identical content is reguired to be posted on all Social media Formatted:Underline,Font color:Red pages to reach the largest number of residents.® Formatted:Underline,Font color:Red 4. Users and visitors to social media sites shall be notified that the intended purpose of the site is to serve as a mechanism for dissemination of useful, factual information regarding public events and information. V.Village E-News Service/Mobile Application taudau,°ds Villa e E-News/Mobile A lication ...0000000000000000000000000000000000000�00000000000000000000�0000000000000000000000000000000000000000000000000000000000000000000000P�00000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000, The Village e-news services and the mobile application are both designed for the express purpose of driving traffic to the Village website. 9 Village of Buffalo Grove Communication Policy Municipal news from the Village of Buffalo Grove shall always take first priority. The Village of Buffalo Grove reserves the right to edit any messages submitted for publication by other organizations. PUSH notifications shall be provided at the sole discretion of the Village Manager's Office. VI. Village Newsletter �audau,°ds Villa a Newsletter ..0000000000000000000000000000000000000�000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000. The Village's print publications shall be used to provide objective information to the public concerning municipal services, priorities, policies, and programs to achieve the overall goal of providing clear and timely information to all stakeholder groups. VI I. BGTV �audau,:.ds BGTV ...0000000000000000000000000000000000000�00000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000, A. Access Policy BGTV is a Government Access Channel, as outlined in the Federal Cable Communications Act of 1984, created for the dissemination of government- related information to the viewing public. Access to the channel is limited to local, regional, state and federal taxing bodies only. Other requesting parties will be referred to the local public access channel. B. BGTV Bulletin Board Procedures 1. All Village departments may submit public service messages to be displayed on BGTV during non-programming hours. All messages must be submitted in writing, and must be submitted at least five working days prior to the requested start date. Messages submitted by a Village department must be approved by the Village Manager or designee. 2. Messages are inputted by the Village staff and appear on the TV screen a "page" at a time. Messages should be concise, and should contain basic information concerning what, when, where, and how. Messages should be limited to approximately eight brief lines. If necessary, staff will edit the message to improve readability, to make it fit on one page, or to insure the message is grammatically correct. 3. All submitted messages must be accompanied by the name and phone number of a contact person, and whether or not that information is to 10 Village of Buffalo Grove Communication Policy appear in the message. Submissions should include desired start and end dates. 4. No classified ads or commercial messages will be allowed. 5. Submission of a public service message request does not in any way guarantee its appearance on BGTV. Suitability for this channel and compliance with this Policy will be determined by the Village Manager or designee. The date of input and the length of run of any message will be determined by staff availability and channel capacity. 6. In the case that channel capacity is at a peak, messages will be carried a maximum of three days each, and on a first-come, first-served basis, with the following priorities: a. Public service notification messages, originated by Police, Fire, Public Works or the Office of the Village Manager; b. Announcements ordered by the Corporate Authorities; c. Announcements ordered by the Village Manager; d. Announcements submitted by Village Department Directors; e. Announcements submitted by Village Commissions, Committees or Boards. C. Event Coverage Procedure 1. To request taped coverage of an event for replay on BGTV, the applicant must contact the Office of the Village Manager. Because the Village does not employ production staff, nor own production materials, the Village will contact the preferred videographer. It shall be the applicant's responsibility to pay videography and production costs incurred, including, but not limited to, all admittance fees, artwork and graphics, union or other professional association fees, clearance fees, royalties and permission fees. 2. A request to cover a special event originating from any Village department must be approved by the Village Manager or designee. 3. All video tapes and slides that are Village Public Records shall be maintained and disposed of pursuant to the Local Records Act (50 ILCS 205/1 et. seq.). Village of Buffalo Grove Communication Policy 4. For all non-Village Public Records, the Village reserves the right to retain for up to one calendar week after which said non-Village Public Records may be recycled and all original content erased. If there is a request for longer retention, a written request should be made one week prior to the event and submitted to the Village Manager. D. Village Hall, Council Chambers/Control Room Usage Procedures 1. Video equipment in Village Hall Council Chambers/Control Room may only be used by trained personnel, with the permission of Village Manager or designee. E. Programming on BGTV will have the following programming categories, listed by scheduling priority: 1. Emergency. May consist of taped or bulletin board programming, shown at any time, as emergency dictates. The purpose of this programming will be to inform residents of emergencies, and to instruct viewers in evacuation, detour, notification and escape procedures. In the case of an emergency, regularly scheduled programming may be interrupted or canceled. The content and scheduling of any emergency programming shall be approved by the Village Manager, Incident Commander, EMA Director, or designee. 2. Broadcast of Village of Buffalo Grove Board Meetings. Taped coverage of Board meetings of the Village of Buffalo Grove Corporate Authorities are replayed on BGTV. Meetings take place on a biweekly basis, or as otherwise necessary. Meetings are aired gavel-to-gavel without editing or editorial comment, and may be rebroadcast. 3. Broadcast of Meetings of Village of Buffalo Grove Commissions, Committees and Boards. Taped coverage of meetings of Village Commissions, Committees and Boards may be aired periodically based on staff and equipment availability. Meetings are aired gavel-to-gavel without editing or editorial comment and may be rebroadcast. 4. Village of Buffalo Grove Programming. Includes programs and series produced or obtained by the Village of Buffalo Grove. Programs will be directly related to Village issues or Village government sponsored programs and services. Programs will be informative in nature. The Village Manager or his designee will review program topics, budget and scheduling before production of programming for BGTV. 5. Buffalo Grove Taxing Bodies and Quasi-Governmental Entities Programming. Includes programs and series produced or obtained by taxing bodies located in Buffalo Grove and Buffalo Grove quasi-governmental entities including nonprofit educational institutions. Programs will be 12 Village of Buffalo Grove Communication Policy directly related to Village issues or local taxing bodies or quasi- governmental sponsored programs and services. Programs will be informative in nature. Examples of Buffalo Grove taxing bodies are Buffalo Grove School Districts, Buffalo Grove Park District, Wheeling and Vernon Township government. Examples of quasi-governmental entities are Solid Waste Agency of Northern Cook County, Northwest Central Dispatch, and the Northwest Water Commission. 6. County, Regional, State and National Governmental Programming. Includes programs and series produced or obtained by county, regional, state and national governments. Programs will be directly related to Village of Buffalo Grove issues or governmentally sponsored programs and services available to Buffalo Grove residents. Programs will be informative in nature. 7. Other Government Related Programming. Other government related programming from outside sources may be telecast on BGTV. Such programming will be screened for compliance with this Policy, and is subject to approval by the Village Manager or designee for scheduling on BGTV. Programs will be directly related to Village issues or governmental sponsored programs and services. Programming developed by any individual or entity not an official branch of the Village of Buffalo Grove may be allowed if the event or program to be taped or shown is co-sponsored by the Village of Buffalo Grove or other Buffalo Grove governmental bodies. Examples of additional eligible sources of other government programming include International City/County Management Association, National Fire Prevention Association, and the Regional Transit Agency. 8. BGTV Bulletin Board. Alpha-numeric is a bulletin board style service used to display Village government related messages and images to the public. Message content and decisions on message suitability will be governed by this Policy and is subject to approval by the Village Manager or designee. F. Political Broadcasts. Broadcasts for political purposes or those broadcasts with a political message are not authorized programming. VIII. Village Identity �audau,°ds Villa e Lo o Insi nia>t Official Seat ...0000000000000000000000000000000000000�000000000000000000000000000000000000g0000�0000000000000000g00000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000 Consistent use of the Village logo, insignia and official seal is important because it shapes the institutional image of the organization. Uniform use of the logo helps to create a strong visual identity for the Village of Buffalo Grove. A strong visual identity helps to generate greater public awareness and recognition of the Village of Buffalo Grove and our services. Generating name recognition happens through the 13 Village of Buffalo Grove Communication Policy consistent, frequent, and repeated use of the logo over time. For this reason, despite the various preferences of Village staff, it is critical that all employees use the Village graphic identity uniformly and consistently as defined by the Office of the Village Manager. IX. Village Photos �audau°°ds Villa a Photos ...0000000000000000000000000000000000000�00000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000 A. Permission to use Village of Buffalo Grove photographs is granted for the following limited uses: 1. Photos may be printed from a web browser for personal, non-commercial uses. 2. Photos may be downloaded/copied electronically from a web browser for personal, non-commercial uses, with the following limitations: a. Photos may not be altered in any way, including resizing or cropping. b. Photos cannot be posted on the Internet on personal, commercial, or other sites, without explicit permission from the Village of Buffalo Grove. 3. Photos may not be sold or used in any way for profit or commercial purposes, including use in commercial or professional websites or printed materials. Photos may not be used to suggest endorsement by the Village of Buffalo Grove for a product or service. 4. Requests for alternate formats or additional uses/rights should be sent to the Office of the Village Manager. 14 Update to the Strategic Plan 2-C Overview The Village completed a formal strategic planning process in 2012 which resulted in the Village Board approving a five year strategic plan. The plan began with goals in the first quarter of 2013. Staff has updated the Village Board over the last two years on the progress of the plan against stated goals. As with any plan,goals have been modified and timelines changed based on available resources and the changing environment of municipal government. With two full years left of the plan, it is time to update the plan based on the goals that have been accomplished and goals that have been or should be modified to reflect actual conditions. The last two years of the plan (2016 &2017) only included five goals over the two year period. Deputy Village Manager Maltas met with each of the departments to develop goals for 2016 & 2017 to be included in the amended plan. Senior Staff also met as a team to review the goals and provide feedback. The attached document includes notes on the major overarching goals included in the plan as well as a listing of goals identified at the staff level. Staff is seeking feedback from the Village Board on the goals identified for 2016 &2017. As a reminder,the 2015 goals identified in the 2015 Budget document are attached. Following feedback from the Village Board, staff will bring a formal amendment to the strategic plan for Village Board approval. This item is slated for approval in 2Q or 3Q 2015. Attachments 2015 Strategic Plan Amendment.pdf Trustee Liaison Staff Contact Trustee Berman Jennifer I Maltas, .....M.on.da............Marc h...2......> 2.0.1.5........................................................................................................................D.'sc uss.'.o.n...._...Ite.m........2._C........................................................................................................................................................ Y> 2016-2017 Strategic Plan Goals "� �I IIIIIIII Vision and Mission Statements uw�� ICI Vision The Village's Management Theme is"Achieving Excellence" Mission Excellence in Service Delivery: Continuously evaluate programs and service to ensure they are carried out efficiently and effectively. Excellent Community Focus: Promote programs and services which focus upon enhancements to family values, social amenities and enhanced opportunities that contribute to business expansion and success. Excellent Organizational Dynamics: Ensure that the organization remains accountable as it addresses change and transition. We shall remain committed to competent,dependable and efficient service delivery by all of our staff. Excellent Fiscal Responsibility: Deliver value with the public services in a responsive manner within the parameters of adopted tax and fiscal responsibilities. Furthermore, we remain committed to managing and maintaining the public infrastructure and assets with proactive services. Core Values The core values of the Village of Buffalo Grove are centered on a matrix of one-word descriptors. These words represent the values we hold; and which form the foundation on which we perform work and conduct ourselves. Strategy: Ongoing operations and future services are defined in terms of short, intermediate, and long-term strategies that reflect the high-level service requirements,expectations,and demographics of the community. Our core strategy focuses on fiscally-prudent, high-quality and differentiated services to residents. Efficiency: The Village strives to deliver products and services in the most cost effective manner, seeking to minimize time and resources obligated to core services and to lower the cost of service delivery through competition,collaboration,and innovation. Culture:The Village maintains a culture of service, loyalty,and dedication to our competencies through adherence to a series of performance metrics and accountability. Technology:The Villages' priority is to launch technology as a means to provide better and more efficient services to our internal and external customers. We evaluate and implement the newest technology as an ongoing effort to improve efficiency and enhance communications Strategic Priorities Five strategic priorities drive how resources are expended within the Village of Buffalo Grove.These priorities provide a framework for decision making.While the Vision and Mission statements are the"how"of what we do— the strategic priorities are the"what." Definition: Based on needs and expectations of the community and prioritization of core services, provide optimal service by supporting an adaptive and efficient work force. Categories: Core Services,Organizational Needs, Marketing and Communication. Definition: Create and maintain an environment that engages and empowers all employees in the mission of the Village and encourages the development of human capital and resources. Categories: Leadership and Support,Technology and Collaboration, Personal Growth � �a and Balance. Definition: Maintain a positive financial position with a long term perspective by diversifying revenue sources, aligning fee structures to adequately reflect service demands, reducing the Village's reliance on property and state shared taxes, and ensuring revenues adequately fund services and infrastructure needs. Categories: Diversification, Reserves and Cost Control Definition: Maintain and enhance the quality of life in the community through on- going assessment, public and private partnerships, and by leveraging resources to meet community objectives. Create an inviting environment for doing business in the community through targeted communication and marketing methods, consistent with the needs and values of the village. Categories: Active Development and Redevelopment, Opportunity Management, Events and Quality of Life Initiatives Definition: Assess and maintain reliable high quality infrastructure which includes Village buildings, streets, utilities (including water, sanitary sewer and drainage systems), information assets,vehicle fleet, and other assets necessary for maintaining service levels. Plan for the financial resources necessary to maintain current infrastructure, upgrade for efficiency or enhanced capabilities,and plan for the future infrastructure needs of the community. Categories: Planning and Programming, Financial,Green Infrastructure Strategic Planning Priority: Service Optimization Based on needs and expectations of the community and prioritization of core services, provide optimal service by supporting an adaptive and efficient work force. Strategic Initiative: External Service Tier The Village's service areas are evaluated and resource needs are identified and/or priorities realigned based on Service Level Expectations(SLEs). Service delivery expectations are aligned with available resources, resulting in a balanced operating budget.A 311/CRM (Customer Relationship Management) platform is established to provide on-call services Village-wide by January 1,2018. Note:Service Level Expectations are scheduled to be presented before the Village board at the end of 2015. The 311/CRM goal has been pushed back as a 2018 implementation is not realistic given significant changes to operations since the strategic planning process started. There is a goal in 2015 to evaluate a variety of options for 311. Investigate the opportunity to deploy mobile tablets in the field for Public PW&CD Directors Works and Community Development. Review all Village forms/applications and develop a plan to transition them to Deputy Village the website in an online format. Manager Create a bi-monthly parking pass option for the Metra lot. Finance Director Migrate food and beverage tax payments online. Finance Director Implement a revised vehicle utilization plan in the Fire Department. Fire Chief Work directly with local hospitals on the managed integrated health Fire Chief requirements in ACA. Analyze Police Department daily activity reports and create a strategy for best Police Chief use of officer time. Use reports to create performance metrics. Implement e-ticketing in the Police squad cars. Police Chief Strategic Initiative: Marketing and Communication The Village will be rated 85 percent or higher customer service satisfaction rating for Village provided services as determined by data collected. Note:Senior Staff has discussed this goal at length. There are a variety of ways the Village currently seeks feedback from residents and businesses. This goal has been modified. In 2015,staff is reviewing the current ways in which the Village seeks feedback and will make recommendations to the Village Board on how to move forward by the end of 2015. Following the implementation of the Public Works work order and asset Public Works management system,establish new reporting and performance benchmarks. Director Analyze the success of social media communications and revised the Deputy Village communications strategy as needed. Manager Develop a style guide and brand standard for all Village publications and Deputy Village communication pieces. Manager Evaluate the cycle of the Village News and develop a revised strategy for Deputy Village Village Board approval. Manager Strategic Initiative: Organizational Needs An internal asset-sharing program is operational and an intergovernmental asset-sharing program is operational. Work with Lake County municipalities to evaluate a shared storage facility for Public Works excess salt. Director Evaluate the opportunity to share Public Works services and resources with Public Works Vernon Township. Director Evaluate staffing needs in the Public Works Department following the Public Works completion of the performance contract for water meter replacement and Director street lighting. Evaluate the efficiency of moving all inspectors into the Community Community Development Department. DevelopmentDirector Implement the Budget Act. Finance Director Evaluate Village Hall front counter needs in light of the customer service CD Director/Finance counter merger. Director Evaluate the opportunity to aggregate water billing with Palatine and Finance Director Wheeling. In light of Police Department restructuring,evaluate responsibilities and Police Chief success of the new structure and make appropriate changes. Strategic Planning Priority: Organizational Culture Create and maintain an environment that engages and empowers all employees in the mission of the Village and encourages the development of human capital and resources. Strategic Initiative: Technology Collaboration The Village's technology platform is capable of providing best-fit services that are reliable,consistent and integrated across departments and service areas by January 1,2016. Personnel have the capability to easily request and receive services,develop reporting metrics and enhance technology services consistent with the Village's technology plan and available resources. Implement electronic employee benefit enrollment. Human ResourcesDirector Strategic Initiative: Personal Growth & Balance Create a Village-wide Comprehensive Training Program with training curricula that meets the needs of employees as well as leadership development. Develop an employee intranet with one location to host all support Human Resources documentation for employees. Director Strategic Initiative: Leadership and Support Foster an innovative culture of collaboration through the creation of a Village-wide Compensation Plan Develop a formal performance improvement plan prior to May 1,2015 evaluation cycle. Review pay ranges in 2016 based on the Village's comparables with a January Human Resources 1,2017 implementation date. Director Strategic Planning Priority: Revenue Growth Maintain a positive financial position with a long-term perspective by diversifying revenue sources,aligning fee structures to adequately reflect service demands, reducing the Village's reliance on property and state shared taxes,and ensuring revenues adequately fund services and infrastructure needs. Strategic Initiative: Cost Control Develop a program-based budget and put in place by January 1,2018. Work with other fire agencies to develop standard vehicle specifications for Fire Chief fire apparatus in order to take advantage of joint purchasing. Unit cost all major functions in the Village.* Deputy Village Manager *Goal identified in original plan. Strategic Initiative: Reserves Corporate fund reserves will increase to 30%by January 1,2014 and to 35%by January 1,2016. Note: No additional goals identified for this area. Strategic Planning Priority: Economic Development Maintain and enhance the quality of life in the community through ongoing assessment, public and private partnerships,and by leveraging resources to meet community objectives. Create an inviting environment for doing business in the community through Ij targeted communication and marketing methods,consistent with the needs of the community. Strategic Initiative: Active Development and Redevelopment Create an overall retail expansion and redevelopment plan by January 1,2017. Community Develop a complete and revised annexation strategy. Development Director Complete and implement commercial corridor planning and market analysis Community for Milwaukee Avenue,Lake Cook Road and Dundee Road Development Director Strategic Initiative: Opportunity Management Improve and simplify the development review process and procedures through a thorough evaluation by January 1,2014 Develop and distribute a series of development brochures to the business Community community and prospective developers. Development Director Community Create a Unified Development Ordinance. Development Director Community Update the 2009 Comprehensive Plan Development Director Community Complete the ICC Code Update. Development Director Strategic Planning Priority: Infrastructure Sustainability Assess and maintain reliable and high quality infrastructure which includes Village buildings, streets, utilities(including water,sanitary sewer and drainage systems), information assets,vehicle fleet,and other assets necessary for maintaining service levels. Plan the ►I financial resources necessary to maintain current infrastructure, upgrade for efficiency or enhanced capabilities,and Ian for the future infrastructure needs of the community. p p Y Strategic Initiative: Planning & Programming Create a strategy for incorporating fleet, major equipment,and major building improvement planning into capital forecasts and the annual budget program for the FY17 budget. Note: In 2015,the goal to fund capital equipment at a 50%ratio was revised as the purchase of one major piece of equipment(e.g.fire apparatus)could drop the funding ratio below 50%while at the same time the Village reserve amounts remain stable. Evaluate the Public Works and Police Department facilities and develop a Public Works long-term recommendation for location/improvements. Director& PoliceChief Review the Village's Bike System and Bike Plan to identify priority CD Director& PW connections and develop a plan to make connections. Director 2015 Strategic Planning & Initiatives u�u�u�u puulu'u. Introduction In 2012,the Village of Buffalo Grove embarked on the development of a new w „ Strategic Plan. As part of the project,the Village contracted with the NIU Center for Governmental Studies to assist in the facilitation of the process. The majority of the plan coordination and development was done internally by Village staff. The Village selected a cross section of employees to serve on an Integrated Management Team to participate in the strategic planning process. Two elected officials also participated in this initiative and were involved with strategy development. The Village of Buffalo Grove's strategic planning process resulted in the development of a Strategic Plan that involved the following: 1. Assessment of organizational strengths,weaknesses,opportunities and threats; 2. Development of strategic planning priorities and key performance indicators; 3. Identification of strategic initiatives and actions to achieve the strategic priorities: 4. A framework for a performance measurement system for use both internally and as a balanced scorecard for public outreach;and 5. Establishment of a framework of financial strategies that support the Strategic Plan. The planning process allowed the management team to clarify the Village's Vision,Core Values,and Mission. Likewise,five strategic planning priorities were identified through the work of the Village Board. These priorities include Economic Development, Infrastructure Sustainability,Organizational Culture, Revenue Growth,and Service Optimization. Strategic Initiatives are new activities or programs that directly address the organization's Strategic Priorities and achievement of the outcomes. While the Village may have current programs or activities that support the achievement of the Strategic Priorities,Strategic Initiatives are critical activities that will be required to realize fully the organization's vision. Specific departmental actions will be identified for each Strategic Initiative through the formulation of annual action steps and will be communicated to representative employee groups through the designated department project manager on a regular basis. Vision and Mission Statements Vision The Village's Management Theme is"Achieving Excellence" Mission Excellence in Service Delivery: Continuously evaluate programs and service to ensure they are carried out efficiently and effectively. Excellent Community Focus: Promote programs and services which focus upon enhancements to family values, social amenities and enhanced opportunities that contribute to business expansion and success. Excellent Organizational Dynamics: Ensure that the organization remains accountable as it addresses change and transition. We shall remain committed to competent,dependable and efficient service delivery by all of our staff. Excellent Fiscal Responsibility: Deliver value with the public services in a responsive manner within the parameters of adopted tax and fiscal responsibilities. Furthermore, we remain committed to managing and maintaining the public infrastructure and assets with proactive services. Core Values The core values of the Village of Buffalo Grove are centered on a matrix of one-word descriptors. These words represent the values we hold; and which form the foundation on which we perform work and conduct ourselves. Strategy: Ongoing operations and future services are defined in terms of short, intermediate, and long-term strategies that reflect the high-level service requirements,expectations,and demographics of the community. Our core strategy focuses on fiscally-prudent, high-quality and differentiated services to residents. Efficiency: The Village strives to deliver products and services in the most cost effective manner, seeking to minimize time and resources obligated to core services and to lower the cost of service delivery through competition,collaboration,and innovation. Culture:The Village maintains a culture of service, loyalty,and dedication to our competencies through adherence to a series of performance metrics and accountability. Technology:The Villages' priority is to launch technology as a means to provide better and more efficient services to our internal and external customers. We evaluate and implement the newest technology as an ongoing effort to improve efficiency and enhance communications Strategic Priorities Five strategic priorities drive how resources are expended within the Village of Buffalo Grove.These priorities provide a framework for decision making.While the Vision and Mission statements are the"how"of what we do— the strategic priorities are the"what." Definition: Based on needs and expectations of the community and prioritization of core services, provide optimal service by supporting an adaptive and efficient work force. Categories: Core Services,Organizational Needs, Marketing and Communication. Definition: Create and maintain an environment that engages and empowers all employees in the mission of the Village and encourages the development of human capital and resources. Categories: Leadership and Support,Technology and Collaboration, Personal Growth � �a and Balance. Definition: Maintain a positive financial position with a long term perspective by diversifying revenue sources, aligning fee structures to adequately reflect service demands, reducing the Village's reliance on property and state shared taxes, and ensuring revenues adequately fund services and infrastructure needs. Categories: Diversification, Reserves and Cost Control Definition: Maintain and enhance the quality of life in the community through on- going assessment, public and private partnerships, and by leveraging resources to meet community objectives. Create an inviting environment for doing business in the community through targeted communication and marketing methods, consistent with the needs and values of the village. Categories: Active Development and Redevelopment, Opportunity Management, Events and Quality of Life Initiatives Definition: Assess and maintain reliable high quality infrastructure which includes Village buildings, streets, utilities (including water, sanitary sewer and drainage systems), information assets,vehicle fleet, and other assets necessary for maintaining service levels. Plan for the financial resources necessary to maintain current infrastructure, upgrade for efficiency or enhanced capabilities, and plan for the future infrastructure needs of the community. Categories: Planning and Programming, Financial,Green Infrastructure Strategic Planning Priority: Service Optimization Based on needs and expectations of the community and prioritization of core services, provide optimal service by supporting an adaptive and efficient work force. Strategic Initiative: External Service Tier The Village's service areas are evaluated and resource needs are identified and/or priorities realigned based on Service Level Expectations(SLEs). Service delivery expectations are aligned with available resources, resulting in a balanced operating budget.A 311/CRM (Customer Relationship Management) platform is established to provide on-call services Village-wide by January 1,2018. i A plan to share assets with Plan developed and other governmental entities 50 Staff Hours presented to Village Public Works Director is developed Manager by 12/31/15 A catalog of services for each department will be Plan presented to developed and presented to 200 Staff Hours Village Board by Deputy Village Manager the Village Board that 12/31/15 identifies the Village's current service levels Go live with licensing, Licensing and building permits,ticket $7,000 building permits live collections,parking permits, 80 Staff Hours by 5/1/15. All Deputy Village Manger and Police and Fire test sign others live by up 12/31/15 Review and update the Development Ordinance to 150 Staff Hours Ordinance to Village Public Works Director Board by 10/31/15 streamline processes Evaluate the opportunity for Report provided to a regional 311/CRM system 100 Staff Hours the Village Manager Deputy Village Manager by 9/30/15 Implement online police $10,840 Online reporting live Police Chief reporting for minor incidents 10 Staff Hours by 7/31/15 Review calls for service and Potential Changes in evaluate possible changes to 80 Staff Hours Beat System Police Chief the police beat system presented to Village Manager by 7/31/15 Implement work order and asset management program 0 Staff H Implementation Public Works Director for public works 3000 Staff Hours Complete 12/31/15 Strategic Initiative: Marketing and Communication The Village will be rated 85 percent or higher customer service satisfaction rating for Village provided services as determined by data collected. i Develop a plan to effectively evaluate customer service Plan ready for satisfaction for key Village 40 Staff Hours implementation Deputy Village Manager 1/1/16 services Strategic Initiative: Organizational Needs An internal asset-sharing program is operational and an intergovernmental asset-sharing program is operational. Evaluate the opportunity to merge the records and front 40 Staff Hours Present evaluation desk windows and cross results to Village Police Chief train the records clerks and Manager by 5/31/15 desk officers Analyze the opportunity to Present evaluation civilianize the EMS Coordinator position using a 20 Staff Hours results to Village Fire Chief Manager by 2/28/15 RN Update mutual aid All mutual aid agreements with all communities surrounding 30 Staff Hours agreements updated Fire Chief by 3/39/11/15 the Village Strategic Planning Priority: Organizational Culture Create and maintain an environment that engages and empowers all employees in the mission of the Village and encourages the development of human capital and resources. Strategic Initiative: Technology Collaboration The Village's technology platform is capable of providing best-fit services that are reliable,consistent and integrated across departments and service areas by January 1,2016. Personnel have the capability to easily request and receive services,develop reporting metrics and enhance technology services consistent with the Village's technology plan and available resources. I � All personnel files converted All Electronic 200 Staff Hours to electronic format by $14000 Software Costs Personnel Files by HR Director 12/31/15 , 12/31/15 Lotus Notes Retire Lotus Notes 250 Staff Hours Databases converted Deputy Village Manager $179,770 Software Costs to other platforms by 12/31/15 Implement Online Applicant 30 Staff Hours Program HR Director Tracking $12,600 Software Costs Implemented 7/1/15 Strategic Initiative: Personal Growth & Balance Create a Village-wide Comprehensive Training Program with training curricula that meets the needs of employees as well as leadership development. i Launch the BG Training Academy Launch Academy that includes a 200 Staff Hours 4/1/15 HR Director supervisory track Work with Wellness Recommendations Committee to develop health insurance plan design 40 Staff Hours to senior staff by HR Director 12/31/2015 changes Strategic Initiative: Leadership and Support Foster an innovative culture of collaboration through the creation of a Village-wide Compensation Plan Develop a formal performance improvement plan prior to May 1,2015 evaluation cycle. i Performance Launch and $10,700 Annual Maintenance Increases awarded Evaluate Pay for for Software, 7/1/15. Evaluation HR Director Performance Plan 100 Staff Hours of program to Village Manager by 11/1/15 Develop a mid-year Guidelines performance review 500 Staff Hours including developed and sent program between development and HR Director employees and their implementation to Employees by immediate supervisors 9/1/15 Strategic Planning Priority: Revenue Growth Maintain a positive financial position with a long-term perspective by diversifying revenue sources,aligning fee structures to adequately reflect service demands, reducing the Village's reliance on property and state shared taxes,and ensuring revenues adequately fund services and infrastructure needs. Strategic Initiative: Cost Control Develop a program-based budget and put in place by January 1,2018. i Revised chart of Establish program/service 40 Staff Hours accounts and service Finance Director cost centers catalog to Village Manager by 5/31/15 Train Village supervisors and Number of employees on program 90 Staff Hours employees trained Finance Director based budgeting Dollars saved Evaluate the success and use 20 Staff Hours through a Finance Director of performance contracting performance contract Develop a plan to audit Food 60 Staff Hours Percent of taxpayers &Beverage taxpayers and Finance Director implement the plan audited per plan Strategic Initiative: Reserves Corporate fund reserves will increase to 30%by January 1,2014 and to 35%by January 1,2016. i Fee schedule Create a fee schedule within 30 Staff Hours presented to the Finance Director the Village code Village Board for adoption by 9/1/15 Evaluate the current EMA Recommendation to structure and assets and 40 Staff Hours Village Manager by Fire Chief make appropriate 7/1/15 recommendation Strategic Planning Priority: Economic Development Maintain and enhance the quality of life in the community through ongoing assessment, public and private partnerships,and by leveraging resources to meet community objectives. Create an inviting environment for doing business in the community through Ij targeted communication and marketing methods,consistent with the needs of the community. Strategic Initiative: Active Development and Redevelopment Create an overall retail expansion and redevelopment plan by January 1,2017. i Create Economic 100 Staff Hours Final Plan adopted Development Plan $50,000 for retail trade area by Village Board Deputy Village Manager categorized by corridor and site analysis 8/1/15 Conduct a corridor planning 30 Staff Hours Planning study study of the Dundee Road $15 delivered by Deputy Village Manager Corridor ,000 in consulting fees 12/31/15 Strategic Planning Priority: Infrastructure Sustainability Assess and maintain reliable and high quality infrastructure which includes Village buildings, streets, utilities(including water,sanitary sewer and drainage systems), information assets,vehicle fleet,and other assets necessary for maintaining service levels. Plan the ►I financial resources necessary to maintain current infrastructure, upgrade for efficiency or enhanced capabilities,and Ian for the future infrastructure needs of the community. p p Y Strategic Initiative: Financial Develop and follow an amortization schedule for capital equipment to achieve a target 50%replacement value in order for infrastructure sustainability by January 1,2016. i Audit equipment usage and Audit completed by lifecycles to ensure proper 40 Staff Hours 5/31/15 Finance Director reserve payments are made Evaluate a capital leasing Results of Evaluation strategy for large assets 40 Staff Hours presented to Village Finance Director Manager by 5/31/15 Strategic Initiative: Green Infrastructure Identify a funding source for Storm Water Management System repairs and replacements. i Implement a Stormwater 100 Staff Hours Utility Program in order to $745, Village Board adopts create a capital funding utility rate for 2016 Public Works Director source for stormwater utility needd for 2016 identified budget improvements. Economic Development Discussion 2-D Overview Staff will present the first phase of the Economic Development Plan process. During this workshop, staff will facilitate a discussion among the Board about economic development and the Village's role in economic development. Topics will include: 1. Provide a general overview of economic development a. Explain how the ED Plan fits into the Buffalo Grove's Strategic Plan and other community initiatives, plans, and projects. b. Discuss what local economic development means. 2. Provide a preliminary market "snapshot" of Buffalo Grove a. Highlight some of the key data about Buffalo Grove and begin to identify what factors help drive economic development success. I. Basic demographic data ii. Daytime population iii. Top industry sectors iv. Vacancies 3. Identify and discuss the Village's role in facilitating economic development a. Begin to identify what is in our"sphere of influence". I. How can we work with property owners to achieve economic development success? ii. What can we do to facilitate a new or growing business? b. Highlight potential actions the Village can take to promote economic development and optimize our role. Example actions include: i. Community vision ii. Image/Perception iii. Regulations iv. Incentives V. Partnerships Following the discussion, staff will begin developing the next phase of the ED Plan covering a detailed market assessment and goals statement. Following staff s completion of the market assessment and goals statement, staff will be facilitating a discussion with the Village Board at a meeting in May to review the document. Attachments COW ED Memo 2.25.15.pdf Trustee Liaison Staff Contact Trustee Terson Christopher Stilling,Building&Zoning Monday, ond aY>............March ...2......> 2015. . . ........................................................................................................................D.'s c u s s.'.o.n...._...Item : 2-D........................................................................................................................................................ 011lii�i� DATE: February 25, 2015 TO: President Jeffrey Braiman and Trustees FROM: Christopher Stilling, Director of Community Development SUBJECT: Workshop- Economic Development Strategic Plan BACKGROUND At the February 23, 2015 Village Board meeting, staff presented a brief overview of our approach for developing an economic development strategic plan (ED Plan). As outlined in the discussion, staff highlighted four(4)phases for developing the ED plan: 1. Project Initiation 2. Market Assessment and Goal Development 3. Strategy Identification and Exploration 4. Plan Completion and Implementation PHASE 1-PROJECT INITIATION At the March 2, 2015 Committee of the Whole meeting, staff will present the first phase of the ED Plan. During this workshop, staff will facilitate a discussion among the Board about economic development and the Village's role in economic development. Topics will include: 1. Provide a general overview of economic development a. Explain how the ED Plan fits into the Buffalo Grove's Strategic Plan and other community initiatives,plans, and projects. b. Discuss what local economic development means. 2. Provide a preliminary market "snapshot" of Buffalo Grove a. Highlight some of the key data about Buffalo Grove and begin to identify what factors help drive economic development success. I. Basic demographic data ii. Daytime population iii. Top industry sectors iv. Vacancies 3. Identify and discuss the Village's role in facilitating economic development a. Begin to identify what is in our "sphere of influence". I. How can we work with property owners to achieve economic development success? ii. What can we do to facilitate a new or growing business? Page 1 of 2 b. Highlight potential actions the Village can take to promote economic development and optimize our role. Example actions include: I. Community vision ii. Image/Perception iii. Regulations iv. Incentives v. Partnerships TIMELINE &NEXT STEPS Following the March 2, 2015 discussion, staff will begin developing the 2nd phase of the ED Plan covering a detailed market assessment and goals statement. Following staff s completion of the market assessment and goals statement, staff will be facilitating a discussion with the Village Board at a meeting in May to review the document. The following is a more detailed timeline for the project: Project Phase Deliverable Presentation to Village Board Phase 1 1. Workshop with Committee of the March 2, 2015 Committee of the Project Initiation Whole Whole meeting Phase 2 1. Draft Market May 2015 Market Assessment Assessment/Existing Condition's and Goals Report Development 2. Goals Statement Phase 3 1. Economic Development Toolkit July 2015 Strategy Identification 2. Draft Strategies and Actions and Exploration Phase 4 1. Final Draft of the Economic September 2015 Plan Completion Development Strategic Plan Page 2 of 2 Pavement Life Cycle Discussion 2-E Overview Village Engineer Darren Monico will provide a presentation on the 10 and 20 year planning horizon for street maintenance projects. Attachments Road Funding presentation March 2015 v2.pdf Trustee Liaison Staff Contact Trustee Stein Darren Monico, ....M.o�n.d�a............M�a�rch...2......> 2.0.1.5........................................................................................................................D.��s�cu�s�s.�.o.n...._...Ite.m....�....�._��........................................................................................................................................................ Y> ti 1,� TO: DANE C. BRAGG, VILLAGE MANAGER FROM: DARREN MONICO, VILLAGE ENGINEER SUBJECT: ROAD FUNDING LIFE CYCLE PRESENTATION UPDATE DATE: FEBRUARY 23, 2015 CC: MIKE REYNOLDS, DIRECTOR OF PUBLIC WORKS ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ History f Road ife Cycle In the past the Village of Buffalo Grove has generallly been able to maintain its network of streets by providing sufficient funding for the normal maintenance and replacement requirements of the road system through state Motor Fuel Tax revenues and a portion of the home rule sales tax. At times, additional funding was secured through the issuance of general obligation bonds to make up for certain funding gaps. Staff recently brought the Road Funding Life Cycle to the Committee of the Whole on September 12, 2014 in which staff estimated a $76 million road budget deficit over twenty years. Since then staff has done additional research and has been able to reduce the amount of roads that still contain pozzolanic ("poz") to 17 confirmed miles from 26 estimated miles. This includes 6 miles of poz that has not been removed yet and 11 miles of recycled poz that may still need reconstruction. For estimating purposes, staff is estimating the Village has 20 miles of roads that will need reconstruction in the next life cycle as some roads with typical stone bases may need reconstruction. Strategies for Reducing uel Road Improvement Costs: At this time staff is proposing the following strategies for reducing road improvement costs: 1. Recycled Stone Base — With the successful reconstruction work on Auburn lane the project included using recycled stone base with the complete removal of the poz. This would result in reducing the 20 year funding deficit by $6.2 million to $69.6 million from the original $76.1 million amount noted in the September discussion. 2. Pavement Patching — an effective patching program can extend the life of some Village streets when the areas to be patched are minor or could include edge grinding. This could free up other capital for resurface or reconstruction projects. This could lengthen the road life cycle to 20 years which could result in reducing the 20 year funding deficit by an additional $6.1 million. This is expected to lower the average pavement condition to 75 which would still be within acceptable levels. 3. Full Depth Reclamation —another strategy is using full depth reclamation or F.D.R. for reconstruction projects. This involves reusing the existing roadway and base and reduces the costs on new material and trucking, is more environmentally friendly and reduces construction time. This can be used on poz streets and would still remove about two-thirds of the poz however it does not appear this can be used on roads that have already had poz recycling. Staff is preparing the 2015 program for this strategy. This strategy could result in reducing the 20 year funding deficit by an additional $6 million. 4. Combining all of these strategies could result in reducing the 20 year funding deficit to $57.5 million. All of the cost and miles of roads discussed in the rest of this document assume using all of these strategies. Road System sets Unlike water main or sanitary sewer, it is uncommon for a road to outlast its expected life cycle by more than a few years. Using 2015 dollars about 5.9 miles of roads would need to be improved each year at approximately $3.8 million (reduced from $4.5 million) per year to maintain a 20 year life cycle. This uses the pavement strategies discussed above to extend the life cycle of roads while balancing resurfacing projects with reconstruction projects. Currently, recurring revenues dedicated for the annual street maintenance program are $1.7 million, leaving a net annual deficit of$2.1 million. The service life of the roads varies from 8 to 15 years for a resurface project to 15 to 25 years for a reconstruction project and is heavily dependent on several variables such as weather, drainage, base condition and traffic volume. Staff estimates that the Village has approximately 20 miles of roads that will need reconstruction versus 98 miles of roads that will need to be resurfaced in their next life cycle. Village road miles that need to be resurfaced versus reconstructed. Road Miles to be Resurfaced at$70 million Road Miles to be Reconstructed at$32.1 million In 2012, staff discussed with the board that street funding will continue to be a significant issue moving forward and the 2012 bond issue allowed time to assess the situation and develop a funding plan. With these roads completed, the overall condition of the Village's roads is above average however there are several poz neighborhoods that are in need of reconstruction that will be difficult to complete within the next few years at the current funding levels. Future Road Program In reviewing the last 10 years of roadway evaluations since 2004 the Village was only about 2 miles behind schedule at the start of 2015. At the current funding levels and with several poz neighborhoods still left to improve, the Village can expect to be approximately 12.8 miles behind on a 20 year life cycle by 2017. Continuing these funding levels through 2024 will put the program approximately 36 miles behind schedule. The cost for resurfacing one mile of roadway in the Village is approximately $.5 million and the cost for reconstructing one mile with recycled stone base is approximately$1.425 million or$1.05 million for FDR (reduced from $1.8 million per mile). Looking forward to 10 years of maintaining a consistent 20 year life cycle, the Village will have approximately 49 miles of roads to resurface and 10 miles to reconstruct at a cost of $43.6 million when three percent inflation is considered (reduced from $51.6 million). Based on current funding this will leave a funding gap of$24.6 million (reduced from 32.5 million). This is shown in the pro forma chart shown at the end of this memo. In the same scenario looking forward 20 years the Village will have approximately 98 miles of roads to resurface and 20 miles to reconstruct at a cost of$102.1 million when three percent inflation is considered (reduced from $121 million). Based on current funding this will leave a funding gap of$57.5 million (reduced from $76 million) and is also shown in the pro forma chart. Expected Street Reconstruction Costs— 10 & 20 Year Banning IHorizon ...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Planning Miii/Overlay Reconstruct Total Cost Funding Surplus/ Horizon (mi.) (mi.) Available Deficit 2015,,,2024 49 10 $43,600,000 $1.9,000,000 $2.4,600,000 2025-2034 49 10 $58,500,000 $25,600,000 $32,900,000 2015 2034 98 20 $1.02,1.00,000 $44,600,000 $57,500,000 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Impact n Municipal Debt . Tax bevies Finance staff factored debt issuance as an option to maintain street pavement ratings within the current range. Factoring in the deficits in mileage maintained in future years, debt issuances would be contemplated in the following years and amounts: Year Amount Term ...................................................................................................................................................................................................................................................................................................................................................................... 2017 $9,000,000 15 years 2020 $1.2.,500,000 15 years 2023 $10,000,000 15 years 2026 $1.3,000,000 15 years 2030 $13,000,000 15 years 11"otal $5-7,500,000 As shown in the table, the Village would need to issue approximately $57.5 million over the 20 year life cycle for the resurfacing and reconstruction of Village streets. Without an additional funding source from which to abate debt service payments, the tax levy would need to sustain the full load of payments. A basic analysis of this type of debt issuance would have the following impacts on the tax levy and associated tax bills for residential properties: Annual Debt Service Levy for a $300,0100 Home 5400 ..... .......... _. $,200 r y 00 .... Y ' , r -i, -Jr x Annuall Debt Service Le,wq As shown, the owner of a $300,000 home is paying approximately $50 annually in property taxes for debt service. The chart shows the growth of the debt service levy over the next 35 years. This does not factor for property taxes related to general operations and pension obligations. In FY 2031 and 2032, the proxy homeowner will pay $360 annually for debt. That is approximately seven times higher than the current year's payment. Over the first 20 years of the road program as outlined, the cost to the home owner will be approximately $5,150. It should be noted that the graph will started escalating upwards again after 2050 after another series of debt issuances will be necessary. Conclusion Much like the process used to develop the Water & Sewer Fund pro-forma cash flow, the planning of street reconstruction projects shows a major deficit in both the 10 and 20 year planning horizons. Utilizing certain pavement strategies can reduce the deficit some but will not reach the projected deficit. Using current revenue streams dedicated to street maintenance, the Village could face up to a $57.5 million deficit in the street program by 2034. The street program does not have a dedicated user charge to offset expenses like other enterprise funds operated by the Village. Staff believes that the Village Board will need to explore alternate funding options in the near future to meet strategic plan goals related to infrastructure maintenance, financial condition and to meet quality of life objectives for residents. 80 a 4 © 7 - } - � � z 200 § \ 2 § E r4 } a / ° ¥ ~ a Ln k ) \ § / / ¢ E Ln } ° ¥ - R \ k 2 ¢ / § / 7 / § § 2 \ R � § \ \ k a / § & / / m \ Ln ( } ~ ¥ \ 0 00\m ) § Ln e � }M ¥ 2 / § \ ) \ ) ¢ a 00 \ / $ M \ 2 \ § k \ / § $ ¥ ( 9 � \ / ] \ § k § a # / K / / 2 LL § _ ol - § e (Lj � \ ] ) )I , / § Ui - - § / a /( ± § § CL 2 { § 0 » _ ) \ - o \ tko @ { _ \ ........................... .. ........ .... } M G \ M ( M�} rn _ a 2 § mm k ( 2 & a @ rn f § \ $ E � �} M § \ § \ § Ln k \ ( § � �} ll�, [ b \ i rj Q $ \ \ k Ln � ` $ § 7 ® § \ [ § k / a k $ \ �} = m 7 / Do \ § ) mb e � } Ln r a 2 a a © 6 m 00 / ¢ ( \ � �( a § § 2 00 \ k a 00 R k $ 2 a § ^ \ § \ \ m \ ) & ( R § ® a J / ) § \ 2 ^ / ) { \ ) 0 } M r a 2 ¥ _ § m m / ) _ § § & 7 \ ce ) 0) } M ° 2 § Questions from the Audience 2-F Overview Questions from the audience are limited to items that are not on the regular agenda. In accordance with Section 2.02.070 of the Municipal Code, discussion on questions from the audience will be limited to 10 minutes and should be limited to concerns or comments regarding issues that are relevant to Village business. All members of the public addressing the Village Board shall maintain proper decorum and refrain from making disrespectful remarks or comments relating to individuals. Speakers shall use every attempt to not be repetitive of points that have been made by others. The Village Board may refer any matter of public comment to the Village Manager,Village staff or an appropriate agency for review. Attachments Trustee Liaison Staff Contact President Braiman Evan C Michel,Office of Village Manager ....M.o�n.d�a............M�a�rch...2......> 2.0.1.5........................................................................................................................D.��s�cu�s�s.�.o.n...._...Ite.m....�....�._��......................................................................................................................................................... Y>