2015-08-17 - Village Board Committee of the Whole - Agenda Packet2. Special Business
1. WeGovern App Presentation (Beverly Sussman)
2. Strategic Plan Update (Beverly Sussman)
3. Branding & Marketing Update Logo/Color Palate (David Weidenfeld)
4. Economic Development Strategic Plan Update (Lester Ottenheimer III)
5. Review of Capital Improvement Plan (CIP) Requests for 2016 Budget Cycle (Andrew
Stein)
6. E-Services Update (David Weidenfeld)
7. 311/CRM Research Progress (David Weidenfeld)
8. Five Year General Fund Operating Forecast (Joanne Johnson)
9. Property Tax Levy (Joanne Johnson)
10. Twenty Year Water Fund Proforma (Joanne Johnson)
11. Administrative Adjudication Update (Steve Trilling)
12. Pay for Performance Update (Beverly Sussman)
13. Fines and Fees Recommendation (Joanne Johnson)
3. Questions From the Audience
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.
4. Adjournment
The Village Board will make every effort to accommodate all items on the agenda by 10:30 p.m.
The Board, does, however, reserve the right to defer consideration of matters to another meeting
should the discussion run past 10:30 p.m.
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.
2.1
Information Item : WeGovern App Presentation
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
Staff will present and demonstrate Accela's, the village's current agenda management software
provider's, application for viewing agendas and minutes. Please, go to the app store and download the
WeGovern App by IQM2. Staff will send your log in credentials under separate cover.
Trustee Liaison
Village President Sussman
Monday, August 17, 2015
Staff Contact
Jenny Maltas, Office of the Village Manager
Updated: 8/13/2015 3:57 PM
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2.2
Information Item : Strategic Plan Update
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
Staff will provide an overview of strategic plan goal progress.
ATTACHMENTS:
• Strategic Plan Progress Update - 8-17-15 (DOC)
• 2015 Strategic Plan Amendment (DOCX)
Trustee Liaison
Village President Sussman
Monday, August 17, 2015
Staff Contact
Jenny Maltas, Office of the Village Manager
Updated: 8/13/2015 11:10 AM
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2.2.a
Vl:�L i AJE, OF'
BUFFALO (�ROVE
MEMORANDUM
TO: Village President & Board of Trustees
FROM: Jennifer Maltas, Deputy Village Manager
DATE: August 17, 2015
RE: Strategic Plan Update
Introduction
At the December 17, 2012 Village Board meeting, the Board adopted a 5-year strategic plan that
was developed through a one-year process of data collection, employee focus groups, Village
Board member input, community feedback, and analysis. The plan centers on five strategic
priorities: Service Optimization, Organizational Culture, Revenue Growth, Infrastructure
Sustainability, and Economic Development.
At the January COW meeting, staff presented strategic plan goals for 2016 & 2017. These goals
are attached to this memo.
The following memo will introduce the concept of a Village Board level strategic planning
process as well as provide an update on the progress made towards strategic plan goals at the
staff level this year.
Board Level Strategic Planning
The goals set forth in the strategic plan are largely work plan goals for staff to accomplish. With
several new Village Board members in new roles, staff has worked with consultant Peter
Burchard to develop a process to work with the Village Board and staff to accomplish the
following:
• Identifying the most important issues and priorities facing Buffalo Grove;
• Creating a road map that will build on the past, focus on the future and identify Buffalo
Grove's unique "next level" accomplishments; and
• Engaging the elected officials in terms of their leadership role in governing the Village of
Buffalo Grove.
The primary goal of this proposal is to identify what is most important to the Village Board as
they lead Buffalo Grove. Peter Burchard's approach is to work directly with the Village Board
to produce the ideas and decisions to shape the future of the Village.
Over the next few weeks, staff will put together a key indicator report that illustrates the most
important financial and activity trends related to the Village (ex. demographic changes, general
fund revenue and expense history, EAV trends) which will be provided to the consultant. Mr.
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2.2.a
Burchard will then use this information to assist with a workshop with the Village Board where
he will facilitate discussion regarding the Village Board's priorities. This workshop is scheduled
to take place on September 24th at the Committee of the Whole meeting.
Additionally, Mr. Burchard will conduct individual interviews with the Village Board, Village
Manager, Deputy Village Manager, and Department Directors prior to the workshop. Staff will
work with Mr. Burchard and interviewees to schedule the dates and times for the interviews.
When the strategic planning process with the Village Board is complete, staff will evaluate the
results of the process, incorporate the information into the current strategic plan, and present a
final amendment.
2015 Strategic Plan Process
Service Optimization
Several of the goals identified in this section will be reviewed at the August 17 COW meeting
including e-services, update to the Development Ordinance, and a review of potential 311
system.
One of the goals identified this year was to implement an online police reporting system for
minor incidents. For example, if a bike was stolen out of a resident's garage, the resident could
go online, create the report, and print it out for insurance purposes without requiring a call to the
Police Department. Due to the unresolved State budget, this project has been put on hold until
staff knows what impact the State budget has on the Village's finances.
Staff is currently working on the implementation of a new work order and asset management
program in Public Works. This project is critical to moving away from Lotus Notes as many of
the management databases are currently hosted in the outdated system. Additionally, the new
system will have a centralized work order entry system. The program will allow for anyone
externally or internally to report a problem. Customers will be able to go online and report an
issue such as a pothole and it will automatically be routed through the system. This program is
important for a potential 311 center as any employee would be able to report the pothole through
the system without the need to transfer the call to Public Works.
The Police Department is currently reviewing the beat system that is currently in place and
analyzing calls for service to optimize the beat structure. The Department is working with
Motorola on the project and an employee committee will be meeting to review the data at the end
of the month. Police Command Staff and the Office of the Village Manager (OVM) will review
this information in the coming months after the PD employee committee finalizes the proposed
changes.
Organizational Culture
Staff will be providing an update on the pay for performance program at the August 17 meeting.
Once the 2015 pay for performance program is complete, HR will begin work on implementation
of an applicant tracking system that will allow for a more streamlined and web -based approach
to accepting job applications and moving applicants through the hiring process. Staff is
evaluating the opportunity to allow for police and fire candidates taking the test to sign up and
pay online through the applicant tracking system. This would eliminate the need to take
cash/checks on site the day of the test. Additionally, the system will replace the current Talent
Bank that is in Lotus Notes.
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2.2.a
HR staff is currently working on an employee recognition and communications plan. This
includes a new employee appreciation week that will take place in September. Recognition
events will take place throughout the week in each department, which will culminate in a
Village -wide BBQ. Staff will also implement an employee intranet to improve communications
with employees as well as additional recognition programs. Finally, HR is working on a BG
Academy that will provide training opportunities for all employees including topics such as
computer training, budget training, employee wellness, and personal enrichment opportunities,
and a special track for supervisory employees.
HR staff is also working with the Wellness Committee and the Village's insurance brokers to
identify health insurance plan design changes as a result of increasing health insurance costs and
the impending Cadillac Tax. A survey has been distributed to all employees and results will be
discussed with the Wellness Committee prior to making any final decisions regarding the
Village's current health insurance plans.
Revenue Growth
Finance staff and OVM are currently reviewing a draft plan for improved collections in all
revenue categories. Of particular focus are locally implemented taxes/fees such as water billing
and food and beverage taxes. The plan will be complete and ready for implementation in
September.
The evaluation of the fee and fine schedule for the Village will be reviewed at the August 17
COW meeting. Following approval of fee and fine changes, staff will begin working with the
Village Attorney to create a formal fee and fine schedule within the Village's Code of
Ordinances to create one place to view fees and fines. All other sections of the Code will
reference the fee schedule for ease of use and consistency.
Economic Development
The goals in this section have been modified based on the current Economic Development Plan
process. Staff will provide and update on this project at the August 17 COW meeting.
Infrastructure Sustanability
Staff will provide an update on the stormwater utility project at the September 24 COW meeting.
Information regarding capital leasing was provided at the July COW meeting during the fire
apparatus discussion. Staff has determined that the leasing strategy is not effective unless the
Village is in a position where it is necessary to maintain a higher level of cash reserves based on
the State Budget situation. The leasing strategy will be reviewed on a case -by -case basis moving
forward.
Conclusion
Overall, staff is making significant progress on the goals set forth in the strategic plan. Many
goals have been discussed and modified based on the uncertainty of the State budget and funding
availability. Staff will be meeting over the next two months to develop the final work plan for
2016.
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2.2.b
2016-2017 Strategic Plan Goals
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
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2.2.b
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
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
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2.2.b
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.
01
Investigate the opportunity to deploy mobile tablets in the field for Public
2017
pW & CD Directors
Works and Community Development.
Review all Village forms/applications and develop a plan to transition
2016
Deputy Village Manager
them to the website in an online format.
Create a bi-monthly parking pass option for the Metra lot.
2016
Finance Director
Migrate food and beverage tax payments online.
2016
Finance Director
Implement a revised vehicle utilization plan in the Fire Department.
2016
Fire Chief
Work directly with local hospitals on the managed integrated health
2017
Fire Chief
requirements in ACA.
Analyze Police Department daily activity reports and create a strategy for
2016
Police Chief
best use of officer time. Use reports to create performance metrics.
Implement e-ticketing in the Police squad cars.
2017
Police Chief
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2.2.b
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
2017
management system, establish new reporting and performance
Public Works Director
benchmarks.
Analyze the success of social media communications and revised the
2016
Deputy Village Manager
communications strategy as needed.
Develop a style guide and brand standard for all Village publications and
2015
Deputy Village Manager
communication pieces.
Evaluate the cycle of the Village News and develop a revised strategy
2015
Deputy Village Manager
for Village Board approval.
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
2017
,,
IN
facility for excess salt.
Public Works Director
Evaluate the opportunity to share Public Works services and resources
2017
w
with Vernon Township.
Public Works Director
Evaluate staffing needs in the Public Works Department following the
2016
completion of the performance contract for water meter replacement
Public Works Director
and street lighting.
Evaluate the efficiency of moving all inspectors into the Community
2016
Community Development
Development Department.
Director
Implement the Budget Act.
2015
Finance Director
Evaluate Village Hall front counter needs in light of the customer service
2016
CD Director/Finance
counter merger.
Director
Evaluate the opportunity to aggregate water billing with Palatine and
2016
Wheeling.
Finance Director
In light of Police Department restructuring, evaluate responsibilities and
2017
Police Chief
success of the new structure and make appropriate changes.
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2.2.b
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. 2016 Human Resources Director
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.
r,
Develop an employee intranet with one location to host all support 2016
Human Resources Director
documentation for employees.
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 2016
Human Resources Director
January 1, 2017 implementation date.
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2.2.b
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
2016
Fire Chief
for fire apparatus in order to take advantage of joint purchasing.
Unit cost all major functions in the Village.*
2017
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.
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2.2.b
Strategic Planning Priority: Economic Development
Aaintain 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
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.
Develop a complete and revised annexation strategy.
2016
Community Development
Director
Complete and implement commercial corridor planning and market
2016
Community Development
analysis for Milwaukee Avenue, Lake Cook Road and Dundee Road
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
2016
Community Development
community and prospective developers.
Director
Create a Unified Development Ordinance.
2017
Community Development
Director
Update the 2009 Comprehensive Plan
2017
Community Development
Director
2016
Community Development
Complete the ICC Code Update.
Director
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2.2.b
Strategic Planning Priority: Infrastructure Sustainability
ssess ana maintain rename ana nign quality infrastructure wnicn incivaes vuiage Dwiaings,
streets, utilities (including water, sanitary sewer and drainage systems), information
assets, vehicle fleet, and other assets necessary for maintaining service levels. Plan the
financial resources necessary to maintain current infrastructure, upgrade for efficiency or
enhanced capabilities, and plan for the future infrastructure needs of the community.
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
2017
Public Works Director &
long-term recommendation for location/improvements.
Police Chief
Review the Village's Bike System and Bike Plan to identify priority
2016
CD Director & PW Director
connections and develop a plan to make connections.
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2.3
Information Item : Branding & Marketing Update Logo/Color Palate
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
DCC (the branding & marketing firm hired by the Village) and staff will present color palates and logo
options for the Village's branding effort.
ATTACHMENTS:
• Marketing & Branding Update August 2015 (DOCX)
Trustee Liaison Staff Contact
Trustee Weidenfeld Jenny Maltas, Office of the Village Manager
Monday, August 17, 2015
Updated: 8/12/2015 7:16 AM Page 1
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2.3.a
"II'Le GE OF
BUFFL � _ VI
DATE: August 13, 2015
TO: President Beverly Sussman and Trustees
FROM: Nicole Woods, Village Planner
SUBJECT: Marketing and Branding Update
Is
Project Background
The Village has hired DCC Interactive Marketing Agency to update the Village's current brand by
designing a Village -wide brand and style guidebook. The book will include branding and style
elements such as a logo, font, text, and colors, as well as provide guidance on how to uniformly
communicate these elements over various communication mediums. The project is intended to
help the Village consistently and effectively communicate its character to businesses, residents,
partners, and other stakeholders. A Steering Committee consisting of Village staff and Trustee
Weidenfeld is overseeing the project.
Recent Developments
On Monday, August loth, the Steering Committee met with DCC to review logo drafts. DCC
presented five logo drafts along with the specific color palates, font, and sources of inspiration for
each logo. The Steering Committee then engaged in a roundtable discussion and unanimously
chose the top two logos, which were believed to best represent the Village's character and vision
of the future. DCC will be present the refined versions of these two logos at the Committee of the
Whole Meeting on August 17.
Next Steps
The Steering Committee seeks Board feedback on the preferable option for the logo and brand
identification before proceeding further.
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2.4
Information Item : Economic Development Strategic Plan Update
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
At the August 17, 2015 Committee of the Whole meeting, staff will provide the Village Board with an
update on the Village of Buffalo Grove Economic Development Strategic Plan process.
ATTACHMENTS:
• BOT Memo (DOCX)
• Applied Toolkit (DOCX)
Trustee Liaison
Trustee Ottenheimer III
Monday, August 17, 2015
Staff Contact
Chris Stilling, Building & Zoning
Updated: 8/13/2015 4:03 PM
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2.4.a
NALLAGE "
".0 HAI D R_. ' g,7
T
DATE: August 13, 2015
TO: President Beverly Sussman and Trustees
FROM: Nicole Woods, Village Planner
SUBJECT: Economic Development Strategic Plan Update
BACKGROUND
At the August 17, 2015 Committee of the Whole meeting, staff will provide the Committee with a brief update
on the Village of Buffalo Grove Economic Development Strategic Plan. All five phases of the project are
shown below:
1. Project Initiation (Completed)
2. Market Assessment and Goal Development (Completed)
3. Strategy Identification and Exploration (Recently Completed
4. Plan Completion and Approval (Underway)
5. Implementation
PROJECT UPDATE
The project has recently completed its third phase: Strategy Identification and Exploration. The deliverable
from this phase is the Economic Development Strategic Plan Applied Toolkit: Strategies and
Recommendations (Applied Toolkit). The Applied Toolkit identifies and explores economic development
tools (via recommendations and actions) needed to achieve the three established goals within the following
key themes:
• Economic Growth
• Development, Redevelopment and Infrastructure C
E
• Quality of Life
The Steering Committee met on August 10, 2015 to review the Applied Toolkit (attached). The Committee 0
m
provided positive feedback and directed staff to proceed with drafting the Final Plan.
c
a�
NEXT STEPS E
s
That next phase of the project will be Plan Completion and Approval. Staff has already begun drafting the
final plan, which will build off and integrate the previous phases. The plan's outline is as follows: Q
1. Introduction- This section will introduce the project and highlight the project's objectives,
background, timeframe, and alignment with the Village's Strategic Plan.
2. Summary of Market Assessment- This section will summarize the Market Assessment.
3. Overview of Goals- This section will present goals under the three themes of Economic Growth;
Development, Redevelopment, and Infrastructure; and Quality of Life.
4. Recommendations- This section will discuss each recommendation listed in the Applied Toolkit.
5. Implementation Matrix- This section will list details on how these recommendations will be
implemented. It will specifically highlight phasing, key players and any pertinent information
associated with each recommendation.
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2.4.b
Buffalo Grove Economic Development Strategic Plan
Applied Toolkit: Strategies and Recommendations
EG Recommendation 1. Enhance data and information gathering, tracking, and other associated
administrative interactions with businesses.
c Enhance business license, tenant and use, and other administrative forms
o Enable renewal of licenses, payment of fees and fines, and other administrative tasks
to be completed electronically
o Ensure all interactions with businesses are professional and customer -friendly
o Continue to perform cost-effective analyses on internal processes and operations
EG Recommendation 2. Improve communications and relations with businesses.
c Enhance website
o Create a business newsletter
o Develop regularly scheduled roundtable discussions
o Participate in chamber events
o Welcome new businesses with a) welcome letter b) package of resources c) meet and
greet with local leaders
o Explore the creation of an Economic Development Advisory Committee
EG Recommendation 3. Develop a branding and marketing campaign.
c Branding
■ Create a styled guideline- logo, colors, tagline etc.
■ Implement brand on website, emails, letterhead, signs, emails etc.
c Marketing
■ Update website routinely with economic development information,
demographics, awards, available properties etc.
■ Develop a social media presence on professional websites (Linkedln)
■ Participate in business media and targeted advertised (Crain's Chicago
Business Journal, Site Selection Magazine, etc.)
■ Work with site selectors
■ Engage in partnerships with organizations (Illinois Department of Commerce
and Economic Opportunity, International Council of Shopping Centers,
National Development Council)
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2.4.b
EG Recommendation 4. Promote and support businesses.
c Promote effective "shop local" programs
o Promote business openings, expansions and relocation in business/residential
newsletter
c Provide awards/spotlight businesses that have moved, expanded or made a notable
contribution to local economy and quality of life
o Facilitate information and provide connections to businesses with the following
resources:
■ SCORE
■ B-Impact Assessments
■ ComEd
■ Lake County Workforce/ Cook County Bureau of Economic Development etc.
■ Lake County Partners
EG Recommendation 5. Collaborate on workforce development programs to meet the needs of the
businesses and current/future workforce.
o Facilitate partnerships between the Lake County Workforce/College of Lake
County/Lake County Partners/Cook County Bureau of Economic Development and
local businesses
o Work locally with businesses (particularly manufacturing businesses) and high
schools to foster awareness of advanced manufacturing industry and other industries
EG Recommendation 6. Enhance workforce accessibility.
o Maintain Infrastructure (See Development, Redevelopment, and Infrastructure [DRI]
Recommendation 8.)
c Work with partners (Pace, RTA etc.) and businesses to provide vanpools, shared rides,
from Metra stations as well as other common origin/destinations
EG Recommendation 7. Explore various financial incentives and programs for businesses.
(See Development, Redevelopment, and Infrastructure [DRI] Recommendation 6.)
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2.4.b
u mi
DRI Recommendation 1. Enhance data, information, tracking of Village properties and neighboring
areas.
o Create a baseline inventory of commercial properties
o Utilize commercial real estate databases (CoStar)
o Develop/maintain relationships with brokers
DRI Recommendation 2. Continue to refine Buffalo Grove's permit review and approval processes to
encourage investment
c Ensure all forms, materials (zoning map and land use map), and processes are concise,
consistent, and clear
o Revisit and simplify sign code regulations
o Continue to perform cost-effective analyses on internal processes and operations (See
Economic Growth [EG] Recommendation 1.)
c Ensure all interactions with development community professional are customer -
friendly (See Economic Growth [EG] Recommendation 1.)
DRI Recommendation 3. Create a better vision for subareas and explore options for a community
focal point.
o Develop a vision/explore options for a community focal point in the following areas:
■ Lake -Cook Mixed -Use Corridor
■ Milwaukee Mixed -Use Corridor
■ Town Center Retail/Commercial Corridor
■ Dundee Retail/Commercial Corridor
■ Northern Industrial/Office Corridor
■ Southern Industrial/Office Corridor
■ Prairie View Station Area
■ Buffalo Grove Station Area
Ensure visioning includes:
■ Vision and plan should identify the typologies for corridors/subareas and then
promote development that is appropriate to the corridor typology.
■ Appropriate signage and wayfinding.
Visioning resources include:
■ Urban Land Institute Technical Advisory Panel (ULI TAP) to specifically
examine the potential for a community focal point (Buffalo Grove Station
Area, Buffalo Grove Town Center, other locations)
■ Village ofBuffalo Grove Transit Station Area Study
Packet Pg. 21
2.4.b
DRI Recommendation 4. Expand municipal boundaries.
c Continue to execute the Boundary and Planning Agreement Between the Village of
Lincolnshire and the Village of Buffalo Grove
c Develop a plan to annex other unincorporated areas
DRI Recommendation 5. Update Zoning Code.
c Modernize the organization of the zoning code
c Update regulatory content of zoning code to reflect vison
DRI Recommendation 6. Explore various financial incentives and programs for commercial
development.
c Explore the following incentives, many of which can be applicable to businesses and
commercial developments. Incentive and programs include:
■ Tax increment financing (TIF)
■ Special service area (SSA)/special Assessments
■ Business Improvement District (BID)
■ Industrial revenue bonds (lRBs)
■ Fee reduction
■ Revenue sharing (property tax abatements, sales tax rebates)
■ Encourage the utilization of county tax incentive programs
■ State, regional, and local grants and programs
DRI Recommendation 7. Encourage environmentally sustainable development and infrastructure.
o Provide zoning and other regulatory incentives for environmentally -friendly site
improvements
o Promote energy efficiency programs in new and current buildings
o Encourage green infrastructure and other stormwater best management practices
DRI Recommendation 8. Maintain and enhance infrastructure.
o Monitor and collaborate with partners on the 53/120 project
o Maintain and monitor industrial infrastructure (truck routes, broadband etc.)
o Collaborate with partners on the Lake -Cook Road expansion
o Explore Complete Streets concept
o Maintain roads and sewers
o Implement Bike Plan
Packet Pg. 22
2.4.b
QL Recommendation 1. Enhance housing stock and market.
o Promote Buffalo Grove to relators
o Diversify housing opportunities — workforce/job-housing spatial mismatch, aging
baby boomers
c Continue to work with Northwest Suburban Housing Collaborative
QL Recommendation 2. Implement beautification strategies.
o Review and update the Appearance Review Code
o Continue enforcement of property maintenance (vacant and occupied)
QL Recommendation 3. Monitor livability, quality of life, and other related issues and trends.
o Keep up with ongoing trends
o Provide education and guidance for village officials and stakeholders on issues and
trends
■ 53-120 projects
■ Special uses in industrial district
■ Aging -in -place concept
■ Emerging millennials
■ Parking issues
■ Environmental sustainability
■ Planning and Zoning Commission continuing education
Q,L Recommendation 4. Maintain and enhance Buffalo Grove's livability and quality of life.
c Work with partners to maintain and enhance
■ Parks and open space
■ Walkabilitiy
■ Safety
■ Schools and other services
■ Community Character
o Enhance collaborations with local partners (park district, school districts, etc.) on
local development plans
o Maintain partnerships with various entities
■ Buffalo Grove — Lincolnshire Chamber
■ Lake County
Packet Pg. 23
2.4.b
■ Cook County
■ Neighboring communities
■ Chicago Metropolitan Agency for Planning
■ Regional Transit Authority/Pace
■ Metropolitan Planning Council
Packet Pg. 24
2.5
Information Item : Review of Capital Improvement Plan (CIP)
Requests for 2016 Budget Cycle
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,ll
Staff recommends discussion.
Deputy Director of Public Works Mike Skibbe will review the requests received for the 2016-2020 Capital
Improvement Plan. The attached document represents a summary of the requests received, and will
serve as a planning document for portions of the 2016 Village Budget.
ATTACHMENTS:
• 2016 CIP Requests (DOCX)
Trustee Liaison
Trustee Stein
Monday, August 17, 2015
Staff Contact
Michael K Skibbe, Public Works
Updated: 8/13/2015 10:12 AM
Page 1
Packet Pg. 25
8/12/2015
2.5.a
2016-2020 Capital Improvement Plan
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2016 Budget Cycle
Preliminary Requests
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Public Works Department
Mike Skibbe, Deputy Director
Village of Buffalo Grove 1 2016-2020 CIP Planning Document
Packet Pg. 26
2.5.a
Table of Contents
Tableof Contents..........................................................................................................................................2
Capital Improvement Request Summary......................................................................................................4
2016-2020 Capital Project Request Summary Table....................................................................................5
Buildings & Grounds Improvements.............................................................................................................6
Carpet Capital Replacement Projects.......................................................................................................7
Fire Sprinkler System — Fire Station 27.....................................................................................................8
HVACUnit Replacements..........................................................................................................................9
Increase Apparatus Door Height — Fire Station 25.................................................................................10
Municipal Parking Facility Maintenance.................................................................................................11
Replacement Antenna Tower — Fire Station 27......................................................................................12
Repurpose Administration Area — Fire Station 26..................................................................................13
Roof Capital Replacement Projects.........................................................................................................14
Fire Station Sign Replacement — Fire Station 25, 26, 27.........................................................................15
Vehicle Diesel Exhaust Extraction Retrofit — Fire Stations......................................................................16
EmeraldAsh Borer Response......................................................................................................................17
EAB Ash Tree Replacement Program......................................................................................................18
Street, Sidewalk & Bikepath Maintenance.................................................................................................19
Annual Street Maintenance....................................................................................................................20
Dundee Road Median Improvements.....................................................................................................21
Dundee Road and Buffalo Grove Road Intersection...............................................................................22
Raupp Boulevard Bridge Reconstruction................................................................................................23
Annual Sidewalk/Bike Path Maintenance...............................................................................................24
Weiland Road/Prairie Road/Lake Cook Road Improvement..................................................................25
StormSewer System...................................................................................................................................26
Storm Water System Upgrades and Repairs...........................................................................................27
Technology..................................................................................................................................................
28
Police Headquarters Jail Interlock Upgrade............................................................................................29
Police Headquarters Video Surveillance System....................................................................................30
Public Works Software/Database Upgrades...........................................................................................31
Water Main & Sanitary Sewer Systems......................................................................................................32
Lift Station Repair & Rehabilitation Program.........................................................................................33
Pump House & Security Improvements..................................................................................................34
Village of Buffalo Grove 2 2016-2020 CIP Planning Document
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SCADA Improvements .............................................
Villagewide Sanitary Sewer Replacement Program
Villagewide Water Main Replacement Program ....
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2.5.a
Capital Improvement Request Summary
The Capital Improvement Plan (CIP) is intended to be a decision -making tool for the Village Board and staff. The
operational need for capital expenditures must be weighed against the ability of the Village to finance these
projects. Capital improvement projects represent the equipment and infrastructure resources that all
municipalities need to provide resident and business services and generally provide future benefits with long
service life. A capital expenditure is incurred when the Village spends money to buy fixed assets or add value to an
existing fixed asset.
The Village Board's ultimate approval of the CIP does not authorize spending on the included projects. Each
project must still be accepted for the current year's budget. Projects must then go through the procurement
process including Board authorization to bid and Board award of bid. This insures that the project remains
consistent with the budget and that identified funding is available at the time of award.
Staff continues to review and evaluate each project as we lead into the 2016 budget cycle. Ongoing projects are
revisited yearly and changes in priority are made as current conditions warrant. This document represents the
formal requests that were received from all Village departments for inclusion in the 2016-2020 CIP, but this year,
as in past years, not all projects presented here will ultimately receive funding within the proposed 2016 budget.
Projects identified for FY 2016 total $9,918,356 and fall under six categories. The following chart illustrates each
category's percentage as it relates to funding the capital program for FY 2016.
2016 Capital Project Request by Category
EAB
5%
Storn
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170
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Village of Buffalo Grove 4 2016-2020 CIP Planning Document
Packet Pg. 29
2.5.a
2016-2020 Capital Project Request Summary Table
Grand Total 2016-2020
Village of Buffalo Grove
$560,000 $300,000 $300,000 $300,000
$550,000 $220,000 $110,000 $110,000
$200,000 $100,000 $60,000 $20,000
$1,175,000 $400,000 $300,000 $300,000
$2,000,000 $750,000 $750,000 $750,000
$4,485,000 $1,770,000 $1,520,000 $1,480,000
Buildings and Grounds Improvements
Carpet Capital Replacement Projects
Fire Sprinkler System - Fire Station 27
HVAC Roof Top Unit Replacement
Increase Apparatus Door Height - Fire Station 25
Municipal Parking Facility Maintenance
Replacement Antenna Tower - Fire Station 27
Repurpose Administration Area - Fire Station 26
Roof Capital Replacement Projects
Fire Station Sign Replacement
Vehicle Diesel Exhaust Extraction Retrofit - Fire
Subtotal
2016 2017 2018 2019 2020
$166,595
$76,895
$107,674
-
-
-
-
$100,000
-
$120,000
$120,000
$120,000
$120,000
$120,000
$20,000
-
-
-
-
$125,000
$110,000
$100,000
$100,000
$100,000
$26,000
-
-
-
-
-
$20,000
-
$286,825
$128,800
$294,700
-
-
-
-
$15,000
$15,000
$15,000
$30,550
-
-
-
-
$774,970
$455,695
$622,374
$320,000
$220,000
Emerald Ash Borer Response
EAB Ash Tree Replacement Program $500,000
Subtotal $500,000 $0 $0 $0 $0
Street, Sidewalk & Bikepath Maintenance
Annual Street Maintenance
Dundee Road Median Improvements
Dundee Road and Buffalo Grove Road Intersection
Raupp Bridge Reconstruction
Annual Sidewalk/Bike Path Maintenance
Weiland Road/Lake Cook Road Improvements
Subtotal
$3,050,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000
$40,000
$40,000
$40,000
$40,000
$40,000
$150,000
-
-
-
-
$60,000
-
-
-
-
$325,000
$325,000
$325,000
$325,000
$325,000
$50,000
$600,000
$500,000
$600,000
$100,000
$3,675,000
$4,965,000
$4,865,000
$4,965,000
$4,465,000
Storm Water Management
Storm Water System Upgrades and Repairs $330,000 $150,000 $150,000 $150,000 $150,000
Subtotal $330,000 $150,000 $150,000 $150,000 $150,000
Technology
Police Headquarters Jail Interlock Upgrade $30,075
Police Headquarters Video Surveillance System $67,371 - - - -
Public Works Software $55,940 $38,840 $38,840 $43,840 $38,840
Subtotal $153,386 $38,840 $38,840 $43,840 $38,840
Water Main & Sanitary Sewer Systems
Lift Station Repair & Rehabilitation
Pump House Repairs & Security Improvements
Scada Improvements
Villagewide Sanitary Sewer Replacement
Villagewide Water Main Replacement
Subtotal
Total $9,918,356 $7,379,535 $7,196,214 $6,958,840 $1,480,000
$37,806,785
5 2016-2020 CIP Planning Document
$300,000
$110,000
$20,000
$300,000
$750,000
$1,480,000
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2.5.a
Buildings & Grounds Improvements
The Village is responsible for maintaining 23 structures within its corporate boundaries. Village buildings
and grounds must be maintained regularly to remain functional. Village facilities must also periodically
be upgraded to ensure efficient operations. Expenditures in this category historically include projects
that:
• Maintain the safety and appearance of Village owned property
• Maximize the life of facilities
• Maintain value of facilities through preventative maintenance before they become more
expensive to repair.
• Insure that any issues affecting health and safety of building occupants are promptly
addressed.
The Village's facilities include:
• Village Hall
• Public Service Center & Salt Dome
• Police Department
• Fire Station Admin, Stations 25, 26, & 27, Fire Training Facility and Classroom Trailer
• Pump Stations 1, 2, 6, & 7
• BGGC & Arboretum Clubhouses, Halfway Houses, and Maintenance Buildings
• Train Station and Warming Shelters
• Youth Center
Village of Buffalo Grove 6 2016-2020 CIP Planning Document
3
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2.5.a
Carpet Capital Replacement Projects
Category: Buildings & Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2015
Project Coordinator: Public Works
Summary: This category covers planned carpet replacements within Village facilities. On
average, the carpet to be replaced will be 3 — 5 years past the date it was scheduled
to be replaced. 2016 projects include Fire Station #27 ($10,276), Police HQ
($50,932), Arboretum Banquet Room ($40,000), Fire Station #25 ($16,940) and Public
Service Center ($48,447). The oldest carpeting is from 1995 in Police, with the Public
Service Center and Fire Station #25 dating back to 2001.
Prior to 2015, carpet replacements were budgeted on a year -by -year basis within the
operating budgets for each department. As we continue to move toward capital
reserves for Village owned buildings on the roof and HVAC side, it made sense to
program carpet replacements in the same manner through the Capital Improvement
Plan.
Budget Impact: This project is funded through the General Fund's operating revenues.
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 32,452
$ 32,452
Actual Expenditures
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
$166,595
$76,895
$107,674
-
-
$351,164
Equipment
Contingency
Sub -Total
$166,595
$76,895
$107,674
-
-
$351,164
Village of Buffalo Grove 7 2016-2020 CIP Planning Document
Packet Pg. 32
2.5.a
Fire Sprinkler System — Fire Station 27
Category: Buildings & Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2016
Project Coordinator: Fire
Summary: This proposal will address the need for the first floor of Fire Station 27 to have a fire
sprinkler system installed. The basement area of the fire station has been retrofitted
with a fire sprinkler system and this project will complete the retrofit for the entire
fire station.
Budget Impact: This project would be funded through the General Fund's operating revenues.
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual Expenditures
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
-
-
-
$
1,000
-
$
1,000
Construction
-
-
-
$
59,000
-
$
59,000
Equipment
-
-
-
$
40,000
-
$
40,000
Contingency
Sub -Total
$ 0
$ 0
$ 0
$
100,000
$ 0
$
100,000
Village of Buffalo Grove 8 2016-2020 CIP Planning Document
Packet Pg. 33
2.5.a
HVAC Unit Replacements
Category: Buildings & Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2015
Project Coordinator: Public Works
Summary: This project will provide for HVAC unit replacements at various Village facilities. The
Village maintains 61 HVAC units in total, and more than half are currently exceeding
their 18 year life expectancy. Specific replacements identified for 2016 include 4
units at Police Headquarters, which are original to the building (Installed 1989 —
deferred 8 years), a unit at Fire Station 27 (Installed 1991 — deferred 6 years), and the
unit at the Public Service Center (Installed 2002 - due in 2020, but has a costly repair
history). In all, 10 units have been identified for priority replacement. Units are also
prioritized based on their ongoing repair history and difficulty in acquiring
replacements parts, not strictly on age.
Budget Impact: This project would be funded through the General Fund's operating revenues.
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual Expenditures
1 $ 0
$ 0
$ 0
$ 0
$ 0
$ 0
, 1111 pill
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
$ 120,000
$ 120,000
$ 120,000
$ 120,000
$ 120,000
$ 600,000
Equipment
Contingency
Sub -Total
$ 120,000
$ 120,000
$ 120,000
$ 120,000
$ 120,000
$ 600,000
Village of Buffalo Grove 9 2016-2020 CIP Planning Document
Packet Pg. 34
2.5.a
Increase Apparatus Door Height — Fire Station 25
Category: Buildings & Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2016
Project Coordinator: Fire
Summary: This proposal is to address the need for an increased apparatus door height at Fire
Station 25. Currently only one bay (front and back doors) has enough clearance to
allow Tower 25 to be parked inside of the apparatus bay. Should Tower 25 need to
be placed in another apparatus bay for mechanical reasons, the only option is to
store it at Public Works, if the space is available.
Budget Impact: This project would be funded through the General Fund's operating revenues.
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual Expenditures
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
FY 2017
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FY 2018 FY 2019
FY 2020
TOTAL
Expense Category
FY 2016
Land
Engineering
Construction
$ 14,000
-
-
-
-
$ 14,000
Equipment
$ 6,000
-
-
-
$ 6,000
Contingency
Sub -Total
$ 20,000
$ 0
$ 0
$ 0
$ 0
$ 20,000
Village of Buffalo Grove 10 2016-2020 CIP Planning Document
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2.5.a
Municipal Parking Facility Maintenance
Category: Buildings & Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.40
Initial Proposal Date: Ongoing
Project Coordinator: PW-Engineering
Summary: This program provides for the routine sealing, restriping, and reconstruction of
municipal lots. The 2016 planned maintenance includes lots at the Metra train
station, the Buffalo Grove Golf Course, and the Buffalo Grove Police Station.
Budget Impact: This project is funded through the General Fund's operating revenues.
Estimated
Budgeted Amount
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
TOTAL
$48,000
$65,000
$74,100
$110,000
$170,000
$467,100
Actual Expenditures
$50,000
$65,000
$67,000
$110,000
$170,000
$462,000
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Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
$125,000
$110,000
$100,000
$100,000
$100,000
$535,000
Equipment
Contingency
Sub -Total
$125,000
$110,000
$100,000
$100,000
$100,000
$535,000
Village of Buffalo Grove 11 2016-2020 CIP Planning Document
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2.5.a
Replacement Antenna Tower — Fire Station 27
Category: Information Technology
Fund: Capital Projects - Facilities
Account Number: 150.75.560.40
Initial Proposal Date: 2012
Project Coordinator: PW-Engineering
Summary: This project will replace the antenna structure at Fire Station 27 that was installed in
1991. The current tower is undersized for line of sight transmission and the type and
number of antennas currently mounted, and is nearing the end of its useful life.
Budget Impact: This project is funded through the General Fund's operating revenues.
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual Expenditures
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expense Category
FY 2016
FY 2017
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FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
$ 4,000
-
-
-
-
$ 4,000
Construction
$12,000
-
-
-
$12,000
Equipment
$10,000
-
-
-
-
$10,000
Contingency
Sub -Total
$26,000
$ 0
$ 0
$ 0
$ 0
$26,000
Village of Buffalo Grove 12 2016-2020 CIP Planning Document
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2.5.a
Repurpose Administration Area — Fire Station 26
Category: Facilities Maintenance
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2016
Project Coordinator: Fire
Summary: With the reorganization of the Fire Prevention Bureau and assignment of the Fire
Inspector to Village Hall, the area formerly occupied by the Fire Prevention Bureau is
in need of being repurposed to meet the current workspace and storage needs of the
Fire Department. This proposal includes creating a reception area, an EMS room for
walk in patients (needed for privacy and HIPAA compliance) additional storage for
EMS and Haz-Mat supplies and a work area for the part time Public Education Officer.
Budget Impact: To Be Filled In By Finance/Engineering
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expenditures
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
-
$ 14,000
-
-
$ 14,000
Equipment
-
$ 6,000
-
-
$ 6,000
Contingency
Sub -Total
$ 0
$ 20,000
$ 0
$ 0
$ 0
$ 20,000
Village of Buffalo Grove 13 2016-2020 CIP Planning Document
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2.5.a
Roof Capital Replacement Projects
Category: Buildings & Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.40
Initial Proposal Date: 2014
Project Coordinator: Building Maintenance
Summary: This category covers full roof replacements on Village owned buildings. For 2016,
work is planned to include Village Hall ($107,800), Police HQ ($135,100), Metra
Station ($21,000), Pump Station #6 ($21,000), and Well House #1 ($2,000)
Prior to 2014, these projects were not programmed in the CIP. Maintenance and
repair work remains in the Building Maintenance operating budget within
Public Works, and is separate from these replacements. Replacement
projects were identified during the 2014 roof inspection reports prepared by
Industrial Roofing Services.
Budget Impact: This project is funded through the General Fund's operating revenues.
Expense Category
FY 2016
dl ,. "'°;„ you m •• m m "
FY 2017 FY 2018
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FY 2019 FY 2020 TOTAL
Land
Engineering
Construction
$ 286,825
$ 128,800
$ 294,700
-
-
$ 710,325
Equipment
Contingency
Sub -Total
$ 286,825
$ 128,800
$ 294,700
$ 0
$ 0
$ 710,325
Village of Buffalo Grove 14 2016-2020 CIP Planning Document
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2.5.a
Fire Station Sign Replacement — Fire Station 25, 26, 27
Category: Buildings and Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2016
Project Coordinator: Fire
Summary: This proposal will address the current condition, future maintenance, and visibility of
the signs used to identify the three Buffalo Grove Fire Department fire stations. The
current signs are made of wood, in general poor condition and are placed
perpendicular to the street, which makes it difficult for passing motorists to identify
the fire station location until they are past the fire station entrance. This proposal
provides for the replacement of all three fire station signs with masonry signs
oriented perpendicular to the street.
Budget Impact: This project is funded through the General Fund's operating revenues.
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Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expenditures
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
-
-
$ 15,000
$ 15,000
$ 15,000
$ 45,000
Equipment
Contingency
Sub -Total
$ 0
$ 0
$ 15,000
$ 15,000
$ 15,000
$ 45,000
Village of Buffalo Grove 15 2016-2020 CIP Planning Document
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2.5.a
Vehicle Diesel Exhaust Extraction Retrofit — Fire Stations
Category: Buildings and Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2016
Project Coordinator: Fire
Summary: This project will replace the current equipment that uses compressed air to fill a
rubber sleeve that grips the exhaust pipe to capture the diesel exhaust. The current
equipment is becoming problematic with increasing maintenance and replacement
costs, as there are many mechanical parts (compressors, air lines, rubber boots, etc.)
that are reaching the end of their life expectancy. The retrofit replaces the air
system with a magnetic collar eliminating the need for an air compressor, air lines,
rubber boots, and less overall parts to maintain.
Budget Impact: This project is funded through the General Fund's operating revenues.
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Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expenditures
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
Equipment
$ 30,550
-
-
-
-
$ 30,550
Contingency
Sub -Total
$ 30,550
$ 0
$ 0
$ 0
$ 0
$ 30,550
Village of Buffalo Grove 16 2016-2020 CIP Planning Document
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2.5.a
Emerald Ash Borer Response
The Emerald Ash Borer (EAB) is a highly destructive, tree -killing insect that has been identified in the
Village of Buffalo Grove's urban forest. The unfortunate arrival of EAB will have a serious impact to
Buffalo Grove's environment and budget for several years. Over one third of the trees in Buffalo Grove's
urban forest are being removed. The Village began to prepare for the arrival of EAB in 2002 when it was
first discovered in the United States.
The purpose of this management plan is to manage EAB through the principles of Integrated Pest
Management (IPM). Through these principles, the Village can take a fiscally responsible approach to this
problem while limiting the hazards to our residents, property, and environment.
The Village of Buffalo Grove has been a Tree City USA for over twenty years. The trees in our urban
forest provide many social and economic benefits, which are often overlooked. According to the USDA
Forest Service, some benefits of our trees include helping cool temperatures in summer, improving real
estate values, reducing storm water runoff, improving air quality, attracting wildlife, attracting shoppers
to commercial areas, and contributing to the overall sense of community pride. These social and
economic benefits are the reasons the Village of Buffalo Grove remains a desirable place to live and why
the Village continues to commit to the care and maintenance of its urban forest.
On October 15, 2012, the Village Board adopted the latest revision of the Emerald Ash Borer
Management Plan, which planned for the removal, and replacement of nearly 7,000 Village -owned Ash
trees over the following 4 years. The expenditures are being programmed in the Capital Improvement
Plan due to the size, scope, and specific time period of this natural disaster.
Village of Buffalo Grove 17 2016-2020 CIP Planning Document
Packet Pg. 42
2.5.a
EAB Ash Tree Replacement Program
Category: Natural Disasters
Fund: Capital Projects - Facilities
Account Number: 150.75.560.40
Initial Proposal Date: 2013
Project Coordinator: Public Works
Summary: Over the next 2 years, 2,000 remaining Ash Trees will need to be removed and 4,500
replaced due to Emerald Ash Borer infestation. The program will include tree
removals, stump grinding, parkway restoration, tree purchases, and a continued
growing contract for 4,300 trees.
Budget Impact: This project will be funded from the revolving line of credit.
Estimated
Budgeted Amount
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
TOTAL
$ 0
$ 0
$1,000,000
$1,000,000
$1,500,000
$3,500,000
Actual Expenditures
$ 0
$ 350,000
$ 522,978
$1,301,905
$11500,000
$3,674,883
FY 2017
FY 2018 FY 2019 FY 2020 TOTAL
Expense Category
FY 2016
Land
Engineering
Construction
$ 500,000
-
-
-
-
$ 500,000
Equipment
Contingency
Sub -Total
$ 500,000
-
-
-
-
$ 500,0 00
Village of Buffalo Grove 18 2016-2020 CIP Planning Document
Packet Pg. 43
2.5.a
Street, Sidewalk & Bikepath Maintenance
The Village roadway network is comprised of state, county, and municipal roadways. Each roadway
carries with it a function such as arterial, collector or local streets. The break -down is as follows:
Municipal Roadways 117.70 miles
State Roadways 8.95 miles
Cook County Roadways 7.25 miles
Lake County Roadways 10.82 miles
Total 144.72 miles
Municipal Roadways are evaluated every year and recommendations for the next several years of street
projects are developed. The projects involve traditional maintenance and rehabilitation of local streets
based upon a defined service life. The defined service life is designed to maintain quality surface
conditions and avoid more costly roadway rebuilds. Due to funding issues, since 2008 not all streets
identified for maintenance have been repaired. Cuts in the program were necessary given the current
economic climate and funding limitation both internally, and from the State of Illinois. A bond issued in
2012 allowed for a large catch-up project in 2013. The majority of work to be performed during the
2016 construction season will be for the rehabilitation of street surface and curb/gutter along various
identified local streets as well as a patching program designed to extend the life of various streets.
The following streets were identified from the results of the pavement inspection program and are
scheduled for repair in 2016 depending upon funding availability:
Dundee Parkway
0.14
Avalon Court N
0.07
Covington Terrace
0.14
Avalon Drive
1.05
Parkview Terrace
0.28
Edenvale Drive
0.04
Brentwood Terrace
0.08
Miramar Court
0.05
Golfview Terrace
0.12
Miramar Lane
0.25
Gregg Lane
0.18
Blue Ash Drive
0.36
Diane Drive
0.18
Butternut Drive
0.18
Lauren Lane
0.18
Daulton Court
0.05
Roberta Court
0.03
Daulton Drive
0.24
Mohawk Court
0.08
Dunstan Lane
0.15
Mohawk Trail
0.30
Foxford Drive
0.36
Plum Grove Circle
0.38
Kingston Drive
0.22
Avalon Court S
0.08
TOTAL
5.2
The Village of Buffalo Grove recognizes the need to have a network of pedestrian and mixed -use paths
throughout the community. The Village currently maintains 224 miles of concrete sidewalks and
bikeways. The Village actively pursues grant funding to expand or improve the current system and has
created an ad -hoc bike path committee to develop suggestions for future improvements
Village of Buffalo Grove 19 2016-2020 CIP Planning Document
Packet Pg. 44
2.5.a
Annual Street Maintenance
Category: Street, Sidewalk & Bike Path Maintenance
Fund: Motor Fuel Tax
Account Number: 130.75.560.20
Initial Proposal Date: Ongoing
Project Coordinator: PW-Engineering
Summary: The annual street maintenance and rehabilitation program is covered in each year's
CIP. In 2013, the Village completed a complete pavement evaluation study of all
Village streets. This study helped plan the next five years of street maintenance and
is reflected in the FY 2016 Projected Expenditures below.
Budget Impact: The Village's percentage of the State's Motor Fuel Tax, bond proceeds, and a portion
of home rule sales tax fund this project.
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Estimated
Budgeted Amount
FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
TOTAL
$2,679,045 $1,750,000 $1,700,000 $5,950,000
$2,250,000
$14,329,045
Actual Expenditures
$1,512,258 $1,207,750 $4,078,000 $5,934,000
$2,250,000
$14,982,008
Expense Category
FY 2016
FY 2017
FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
$ 200,000
$ 300,000
$ 300,000
$ 300,000
$ 300,000
$ 1,400,000
Construction
$2,850,000
$3,700,000
$3,700,000
$3,700,000
$3,700,000
$17,650,000
Equipment
-
-
-
-
-
-
Contingency
Sub -Total
$3,050,000
1 $4,000,000
1 $4,000,000
1 $4,000,000
1 $4,000,000
1 $19,050,000
Village of Buffalo Grove 20 2016-2020 CIP Planning Document
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2.5.a
Dundee Road Median Improvements
Category: Street, Sidewalk & Bike Path Maintenance
Fund: Capital Projects - Streets
Account Number: 160.562.20
Initial Proposal Date: 2013
Project Coordinator: PW-Engineering
Summary: This project would continue improvements to the street scape along the Dundee
Road corridor through the addition of landscaped medians. This remains a low
priority project and although budgeted in past years, no expenses have been
incurred to date.
Budget Impact: This project is funded through an internal transfer from the General Fund's operating
revenues.
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FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$40,000
$40,000
$80,000
Actual Expenditures
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expense Category
FY 2016
FY 2017
FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
Construction
$ 40,000
$ 40,000
$ 40,000
$ 40,000
$ 40,000
$200,000
Equipment
Contingency
Sub -Total
$ 40,000
$ 40,000
$ 40,000
$ 40,000
$ 40,000
$200,000
Village of Buffalo Grove 21 2016-2020 CIP Planning Document
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2.5.a
Dundee Road and Buffalo Grove Road Intersection
Category: Street, Sidewalk & Bike Path Maintenance
Fund: Capital Projects - Streets
Account Number: 160.562.20
Initial Proposal Date: 2015
Project Coordinator: PW-Engineering
Summary: The Illinois Department of Transportation is planning to add right turning lanes on
the northwest and northeast corners of the intersection in 2016 to improve the
intersection performance. The Village is required to pay for the local improvements
such as moving or replacing the Village owned utilities and street lights.
Budget Impact: This project is funded through an internal transfer from the General Fund's operating
revenues.
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Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expenditures
Expense Category
FY 2016
FY 2017 FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
$150,000
-
-
-
-
$150,000
Equipment
Contingency
Sub -Total
$150,000
-
-
-
-
$150,000
Village of Buffalo Grove 22 2016-2020 CIP Planning Document
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2.5.a
Raupp Boulevard Bridge Reconstruction
Category: Street, Sidewalk & Bike Path Maintenance
Fund: Capital Projects - Facilities
Account Number: 150.75.560.30
Initial Proposal Date: 2011
Project Coordinator: PW-Engineering
Summary: This project covers the evaluation and subsequent design and construction of needed
improvements to the Raupp Boulevard Bridge. Phase I design engineering was
completed in 2013 and Phase 11 was completed in 2014. Phase III Construction was
completed in 2015. Project paperwork and Federal grant closeout is expected to last
into 2016. Significant funding (80%) is provided by the Highway Bridge Replacement
and Rehabilitation Program administered by the USDOT Federal Highway
Administration for the majority of the project.
Budget Impact: This project is funded through an internal transfer from the General Fund's operating
revenues.
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Estimated
Budgeted Amount
FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
TOTAL
$ 23,000 $ 32,000 $ 40,000 $ 40,000
$ 392,000
$ 527,000
Actual Expenditures
1 $ 41,469 $ 6,272 $ 40,297 $ 40,000
$ 400,000
1 $ 527,741
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Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
$60,000
-
-
-
-
$60,000
Construction
Equipment
Contingency
Sub -Total
$60,000
-
-
-
-
$60,000
Village of Buffalo Grove 23 2016-2020 CIP Planning Document
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Annual Sidewalk/Bike Path Maintenance
2.5.a
Category: Street, Sidewalk & Bike Path Maintenance
Fund: General Fund
Account Number: 100.55.10.535.05
Initial Proposal Date: Ongoing
Project Coordinator: PW- Engineering
Summary: Annual sidewalk and bike path maintenance and rehabilitation program. In FY 2016,
new pedestrian facility improvements include repairing sidewalk in the
northeast and eastern sections of the Village.
Budget Impact: This project is funded through an internal transfer from the General Fund's operating
revenues.
Estimated
Budgeted Amount FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 TOTAL
$150,000 $325,000 $100,000 $325,000 $325,000 $1,225,000
Actual Expenditures $149,964 $325,000 $108,000 $325,000 $250,000 $1,157,964
Expense Category FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
Construction $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $1,625,000
Equipment
Contingency
Sub -Total $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $1,625,000
Village of Buffalo Grove 24 2016-2020 CIP Planning Document
Packet Pg. 49
2.5.a
Weiland Road/Prairie Road/Lake Cook Road Improvement
Category: Street, Sidewalk & Bike Path Maintenance
Fund: Capital Projects - Streets
Account Number: 160.562.20
Initial Proposal Date: 2008
Project Coordinator: PW-Engineering
Summary: Lake County Department of Transportation is to provide a percentage
reimbursement of the original full study cost after completion of the Weiland
Road/Prairie Road portion of the Phase II Study. The Cook County Highway and
Transportation Department is paying for the Phase I and Phase II expenses except for
Village facility costs along the Lake Cook Road Corridor. The remaining expenditures
are being funded through an internal transfer from the General Fund.
Budget Impact: This project is funded through an internal transfer from the General Fund's operating
revenues.
Estimated
Budgeted Amount
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
TOTAL
$335,633
$234,054
$100,452
$113,000
$113,000
$896,139
Actual Expenditures
$136,255
$299,012
$100,000
$113,000
$113,000
$761,267
FY 2017
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FY 2018 FY 2019
FY 2020
TOTAL
Expense Category
FY 2016
Land
Engineering
$50,000
-
-
-
-
$50,000
Construction
-
$600,000
$500,000
$600,000
$100,000
$1,800,000
Equipment
Contingency
Sub -Total
$50,000
$600,000
$500,000
$600,000
$100,000
$1,850,000
Village of Buffalo Grove 25 2016-2020 CIP Planning Document
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2.5.a
Storm Sewer System
The Village of Buffalo Grove maintains a piped network of 180 miles of storm sewer, one storm water lift
station at Jackson Drive, and several miles of creeks and streams. While most periodic maintenance and
cleaning efforts are included in the Public Works Drainage Section operating budget, system repairs are
being included in the CIP due to the size and scope of necessary repairs.
Repair locations are identified through the annual Storm Sewer Televising program. The program allows
a televised inspection of 10% of the Village's storm sewers each year. Tapes are then reviewed by
Engineering staff and repair recommendations are grouped by point repair, sewer lining, or pipe
replacement.
In the past, most Storm Sewer repairs have been handled by in-house Public Works staff or in
conjunction with scheduled street maintenance. However, as infrastructure ages, the list of identified
repairs has increased. A contractual repair contract will be necessary and repairs will be addressed in
order of priority.
It is anticipated that the storm sewer system repair program will be an ongoing need.
Village of Buffalo Grove 26 2016-2020 CIP Planning Document
Packet Pg. 51
2.5.a
Storm Water System Upgrades and Repairs
Category: Storm Sewer
Fund: General Fund
Account Number: 100.55.25.560.40
Initial Proposal Date: 2013
Project Coordinator: PW-Engineering
Summary: This program provides for storm sewer lining, point repairs, or replacements at
priority locations within the Village's storm sewer network as identified through the
Annual Storm Sewer Televising Inspection Program. Funding is also being requested
to add storm sewer to a portion of the Cook County area in conjunction with the
Annual Street Maintenance Program and to add additional under drains to the
Jackson Drive Detention Basin in Wheeling.
Finally, for 2016, funding is being requested to perform a GPS inventory of all pipes,
catch basins, streams, retention/detention basins, and related infrastructure for the
purposes of quantifying the system and providing a more detailed long-range capital
replacement program.
Budget Impact: This project is currently funded through an internal transfer from the General Fund's
operating revenues. Implementation of a Storm Water Utility Fee in 2016 would
provide a new source of revenue.
Estimated
Budgeted Amount
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
TOTAL
$ 0
$ 0
$200,000
$200,000
$200,000
$600,000
Actual Expenditures
$ 0
$ 0
$200,000
$200,000
1 $250,000
1 $650,000
Expense Category
FY 2016
FY 2017
FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
$ 80,000
-
-
-
-
$ 80,000
Construction
$ 250,000
$150,000
$150,000
$150,000
$150,000
$ 850,000
Equipment
Contingency
Sub -Total
$330,000
$150,000
$150,000
$150,000
$150,000
$930,000
Village of Buffalo Grove 27 2016-2020 CIP Planning Document
Packet Pg. 52
2.5.a
Technology
The Village of Buffalo Grove's Information Technology (IT) staff is responsible for maintenance of local
and wide area networks that facilitate effective interdepartmental communication among Village offices
and facilities. The Village made a strategic move to join the Government Information Technology
Consortium (GovITC) in 2014. The employees of the Consortium who work in Buffalo Grove report to
the Deputy Village Manager and currently maintain the entire Village network including:
0 50 Virtual Servers
0 230+ Desktop and Mobile Workstations
0 Approximately 100 Printers and Specialty Devices
The backbone of the Village's data systems is a redundant wide area network comprised of fiber optic
cable and secure wireless transmission. This network links the data systems of three fire stations, two
golf courses, Police headquarters, Public Works, and Village Hall.
Technology is a key part of the Village's vision and mission and that is reflected in this year's CIP
requests.
Village of Buffalo Grove 28 2016-2020 CIP Planning Document
Packet Pg. 53
2.5.a
Police Headquarters Jail Interlock Upgrade
Category: Technology
Fund: Capital Projects - Facilities
Account Number: 150.75.560.50
Initial Proposal Date: 2014
Project Coordinator: Police
Summary: The door control interlock system for the jail has failed on several occasions. The
system and parts have not been manufactured in more than 10 years causing
extreme difficulty in obtaining repair parts. This system is governed and inspected by
the Illinois Department of Corrections.
Budget Impact: This project is funded through an internal transfer from the General Fund's operating
revenues.
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual Expenditures
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expense Category FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
Construction $ 30,075 - - - - $ 30,075
Equipment
Contingency
Sub -Total $ 30,075 $ 0 $ 0 $ 0 $ 0 $ 30,075
Village of Buffalo Grove 29 2016-2020 CIP Planning Document
Packet Pg. 54
2.5.a
Police Headquarters Video Surveillance System
Category: Buildings & Grounds Improvements
Fund: Capital Projects - Facilities
Account Number: 150.75.560.50
Initial Proposal Date: 2014
Project Coordinator: Police
Summary: The ageing and failing video surveillance cameras at the Police Department are
divided between two separate systems. The Rapid Eye cameras monitor the exterior
doors/lobby and the Speco system monitors the prisoner intake and processing
areas. This system is governed and inspected by the Illinois Department of
Corrections. The recommendation is to have one digital system.
Budget Impact: This project is funded through the General Fund's operating revenues.
Estimated
FY 2011
FY 2012
FY 2013
FY 2014
TOTAL
Budgeted Amount
FY 2015
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Actual Expenditures
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Expense Category
FY 2016
FY 2017
OU
111
FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
Construction
$ 67,371
-
-
-
-
$ 67,371
Equipment
Contingency
Sub -Total
$ 67,371
$ 0
$ 0
$ 0
$ 0
$ 67,371
Village of Buffalo Grove 30 2016-2020 CIP Planning Document
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Public Works Software/Database Upgrades
2.5.a
Category: Technology
Fund: Capital Projects - Facilities
Account Number: 150.75.560.50
Initial Proposal Date: 2013
Project Coordinator: PW-Admin
Summary: Due to the decreased size of an already lean Public Works Department, efficiencies in
daily activities need to be realized. In 2014, Public Works identified Cartegraph OMS
as the best software solution for Asset Management and Work Order Management
moving forward. Implementation has been broken down into three phases, with
Phases I and II projected to be completed in 2015. In 2016, Phase III will focus on the
asset management modules of Storm and Sanitary Sewers, Lift Stations, and Building
Maintenance.
Budget Impact: This project is funded through an internal transfer from the General Fund's operating
revenues.
Estimated
Budgeted Amount FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
TOTAL
$ 0 $ 0 $ 0 $37,000
$126,970
$163,970
Actual Expenditures 1 $ 0 $ 0 $ 0 $28,000
1 $110,000
1 $138,000
Expense Category
FY 2016
FY 2017
FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
Hardware/Servers
$ 5,000
-
-
$ 5,000
-
$ 10,000
Software & Training
$ 50,940
$38,840
$38,840
$ 38,840
$38,840
$206,300
Contingency
Sub -Total
$ 55,940
$38,840
$38,840
$43,840
$38,840
$216,300
Village of Buffalo Grove 31 2016-2020 CIP Planning Document
Packet Pg. 56
2.5.a
Water Main & Sanitary Sewer Systems
The Village of Buffalo Grove's oldest water main was constructed in 1929 with the majority,
approximately 50%, of water main put into place between 1983 and 1996. Currently, the water main
system has 181 linear miles of water main and has a replacement value of approximately $773 million.
Other water system features include:
• 2,475 Hydrants
• 1,900 Valves
• 4 Pump Houses with storage reservoirs and back-up deep wells
Due to the relatively young age of the water system, between 1993 and 2007 the only capital expense
was $229,527 for the St. Mary's Pkwy water main replacement. In the five year period between 2008
and 2013, there was $1,997,566 in capital expenses related to water system replacements and
improvements.
The Village of Buffalo Grove's sanitary sewer system is a combination of gravity lines, force mains, and
lift stations. There are 134.20 miles of gravity sewer and 5.07 miles of force main. Currently, there are
12 sanitary sewer lift stations in operation (6 in Cook County and 6 in Lake County).
All municipal waste is conveyed through Village owned and maintained sanitary sewer mains. The
wastewater is then routed to either Lake County Public Works or Midwest Water Reclamation District
(Cook County).
Expenditures in this category historically include repairs and reliability enhancements to the water and
wastewater systems.
Village of Buffalo Grove 32 2016-2020 CIP Planning Document
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2.5.a
Lift Station Repair & Rehabilitation Program
Category: Water Main & Sanitary Sewer
Fund: Water & Sewer Fund
Account Number: 170.55.36.560.70
Initial Proposal Date: 2001
Project Coordinator: Public Works
Summary: This program provides for continued pump replacement work and emergency
generator replacement at the Camelot Lift Station ($50,000), repair and
rehabilitation of the Golfview Lift Station ($430,000), and other required work
identified at the Village's 12 lift stations sites, such as condition evaluations, pump
repairs, cathodic protection system renovations, maintenance lift repairs, and
contractual interior painting.
Budget Impact: This program is funded by the Water & Sewer Fund Reserves.
m miNONEMS
Estimated
Budgeted Amount
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
TOTAL
$300,000
$300,000
$780,000
$530,000
$560,000
$2,470,000
Actual Expenditures
1 $290,000
$48,898
$976
$530,000
1 $575,000
$1,444,874
O .. .
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
$ 60,000
$ 30,000
$ 30,000
$ 30,000
$ 30,000
$ 180,000
Construction
$ 480,000
$ 270,000
$ 270,000
$ 270,000
$ 270,000
$1,560,000
Equipment
$ 20,000
-
-
-
-
$ 20,000
Contingency
Sub -Total
$ 560,000
$ 300,000
$ 300,000
$ 300,000
$ 300,000
$1,760,000
Village of Buffalo Grove 33 2016-2020 CIP Planning Document
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2.5.a
Pump House & Security Improvements
Category: Water Main & Sanitary Sewer
Fund: Water & Sewer Fund
Account Number: 170.55.35.560.60
Initial Proposal Date: 2010
Project Coordinator: PW-Engineering
Summary: This program incorporates pump house repair projects identified in the 2008
Comprehensive Water Study Update and improvements identified in the federally
mandated vulnerability study.
In 2016, the skylight and removable wall work at Well #6 is expected to carry over,
with access hatch security improvements and other pump house improvements
scheduled to get underway. Moving forward, an improved electrical feed to station 7
and well maintenance at sites 1 & 2 are being programmed at this time.
Budget Impact: This program is funded by the Water & Sewer Fund Reserves.
Estimated
Budgeted Amount
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
TOTAL
$600,000
$600,000
$610,318
$550,000
$550,000
$2,910,318
Actual Expenditures
$ 0
$ 0
$17,209
$300,000
1 $400,000
$ 717,209
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
$ 50,000
$ 20,000
$ 10,000
$ 10,000
$ 10,000
$ 100,000
Construction
$500,000
$200,000
$100,000
$100,000
$100,000
$1,100,000
Equipment
Contingency
Sub -Total
$550,000
$220,000
$110,000
$110,000
$110,000
$1,100,000
Village of Buffalo Grove 34 2016-2020 CIP Planning Document
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2.5.a
SCADA Improvements
Category: Technology
Fund: Water & Sewer
Account Number: 170.55.35.560.60
Initial Proposal Date: 2012
Project Coordinator: Public Works
Summary: Implement recommended improvements as detailed in the SCADA System Master
Plan. The main goal for 2016 is to reestablish reliable radio connections to the well
and lift station sites for control and telemetry purposes. Work also continues to
update software and hardware within the SCADA system in order to update security
and alarming functionality, and replace key components, which are no longer
serviceable due to manufacturer obsolescence.
Budget Impact: This program is funded by the Water & Sewer Fund Reserves.
Estimated
Budgeted Amount
FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
TOTAL
$ 0 $ 0 $77,000 $85,800
$200,000
$362,800
Actual Expenditures
$ 0 $ 0 $ 0 $129,042
$25,000
$254,042
Expense Category
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL
Land
Engineering
Construction
Equipment
$200,000
$100,000
$60,000
$20,000
$20,000
$400,000
Contingency
Sub -Total
1 $200,000
1 $100,000
1 $60,000
1 $20,000
1 $20,000
1 $400,000
Village of Buffalo Grove 35 2016-2020 CIP Planning Document
3
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2.5.a
Villagewide Sanitary Sewer Replacement Program
Category: Water Main & Sanitary Sewer
Fund: Water & Sewer Fund
Account Number: 100.55.25.560.40
Initial Proposal Date: 2012
Project Coordinator: PW-Engineering
Summary: This program provides for sanitary sewer lining, point repairs, or replacements at
priority locations. The locations are identified through the Annual Sanitary Sewer
Televising Inspection Program and from reviewing maintenance and flushing reports.
Two major interceptors are in need of lining, BG Road, completed in 2015 and Old AH
Road which is planned for 2016 ($600k) and both interceptor's manholes as well as
other sanitary manholes in Cook County need to be lined to protect the manholes
(100k). The sanitary force main from the Linden Avenue Lift Station is scheduled for
replacement in 2016 ($300k). The annual sewer televising program is planned to
review approximately 10% of the total Village's sanitary sewer system ($100k) every
year and additional smoke testing is planned for 2016 ($50k).
Budget Impact: This program is funded by the Water & Sewer Fund Reserves.
i w'. min
Estimated
Budgeted Amount
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
TOTAL
$ 0
$650,000
$ 0
$700,000
$850,000
$2,200,000
Actual Expenditures
$ 0
$650,000
$ 0
$700,000
$750,000
$2,100,000
Expense Category
FY 2016
FY 2017
FY 2018 FY 2019
FY 2020
TOTAL
Land
Engineering
$25,000
$25,000
Construction
$1,150,000
$400,000
$300,000
$300,000
$300,000
$2,450,000
Equipment
Contingency
Sub -Total
$1,175,000
$400,000
$300,000
$300,000
$300,000
$2,475,000
Village of Buffalo Grove 36 2016-2020 CIP Planning Document
Packet Pg. 61
2.5.a
Villagewide Water Main Replacement Program
Category: Water Main & Sanitary Sewer
Fund: Water & Sewer Fund
Account Number: 170.55.35.560.60
Initial Proposal Date: 2012
Project Coordinator: PW-Engineering
Summary: This program provides for water main replacements at priority locations in older
portions of the Village as identified through the Water Service Interruption Reports.
Projects have been identified at several locations within the Cambridge Countryside
and Buffalo Grove Unit 5 Subdivisions. A total of approximately 10,000 lineal feet is
included.
Budget Impact: This program is funded by the Water & Sewer Fund Reserves.
Estimated
Budgeted Amount
FY 2011 FY 2012 FY 2013
FY 2014
FY 2015
TOTAL
$ 0 $ 0 $160,000
$1,376,000
$1,000,000
$2,536,000
Actual Expenditures
$ 0 $ 0 $ 0
$1,376,000
$400,000
$1,776,000
Expense Category
FY 2016
FY 2017
FY 2018 FY 2019 FY 2020 TOTAL
Land
Engineering
$200,000
$65,000
$65,000
$65,000
$65,000
$460,000
Construction
$1,800,000
$685,000
$685,000
$685,000
$685,000
$4,540,000
Equipment
Contingency
Sub -Total
$2,000,000
$750,000
$750,000
$750,000
$750,000
$5,000,000
Village of Buffalo Grove 37 2016-2020 CIP Planning Document
Packet Pg. 62
2.6
Information Item : E-Services Update
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
Staff will provide an update on e-services.
ATTACHMENTS:
• E-Services Update 8-17-15 (DOC)
Trustee Liaison
Trustee Weidenfeld
Monday, August 17, 2015
Staff Contact
Jenny Maltas, Office of the Village Manager
Updated: 8/13/2015 10:27 AM
Page 1
Packet Pg. 63
2.6.a
VIL1A.]E, OF'
BUFFALO 1'�'FROV � t
MEMORANDUM
TO: Village President & Board of Trustees
FROM: Jennifer Maltas, Deputy Village Manager
DATE: August 17, 2015
RE: E-Services Update
Introduction
The Village has a strategic goal to provide as many services as possible in an online or mobile
environment. The following memo will review the current state of the Village's electronic
services portfolio and information regarding future plans to enhance e-services.
Current Services
The Village currently provides a variety of information and documents that can be downloaded
from the website, but not a large number of "interactive" online services that are streamlined or
eliminate the need for a customer to take additional actions offline or come to Village facilities to
finish their transaction.
The following "interactive" services are provided on the website:
• Water/sewer bills can be paid online.
Customers are able to renew and pay for their business license, liquor license, alarm
license, and pet licenses online.
• The Village's GIS system currently provides a wealth of information. Customers can
look up garbage and recycling collection dates, view which agency is responsible for
plowing each road in Buffalo Grove, planned capital improvement projects, and the
public tree inventory including EAB infected trees. Additionally GIS has been used as a
replacement for the police blotter. Community members can go on the site and see where
crimes have been reported under a variety of categories. This is a growing service that
will add a variety of resources over -time.
Customers can view the calendar for the youth center and reserve the center without
calling Village Hall.
Customers are able to register their bikes online and the information is sent to the Police
Department in case the bike is stolen.
-1-
Packet Pg. 64
2.6.a
Customers can report service requests or concerns online that are routed to the proper
department. A more sophisticated software is currently in the implementation phase and
is described below.
Services Planned
The following services are budget -approved and currently planned for implementation:
• This fall, staff will implement an applicant tracking program that will streamline the
process to apply for open positions with the Village, accommodate Talent Bank requests,
and potentially allow for Police and Fire applicants to sign up and pay for the Police and
Fire tests. The applicant -tracking program will be live by the end of this year.
• The Village is in process of implementing a comprehensive FOIA portal. The portal will
allow requestors to submit their request and check on the status as the response is in
progress. The requestor will be notified when the request is complete and the documents
will be uploaded into the system. A history of requests will be stored in the database.
Currently the form is downloadable on the website but requestors have to download the
form, write on it, and email it back to the Village. This system will also streamline the
administrative functions for staff members as it routes the request to the appropriate
department, sends automatic due dates, and has automatic responses pre -loaded. The
portal will be live by the end of August.
• The Village currently uses Laserfiche to store documents. The Village has scanned many
public documents in the system as well as stores all of the Village's contracts and
agreements in the system. Laserfiche has a functionality that allows documents to be
noted as public. Documents marked as "public" are then available on Laserfiche's public
web portal and are searchable. Staff is currently investigating licensing within the current
licensing agreement or if additional licenses may be required to offer this service. Not
only would the public portal increase transparency in the Village, but recent changes to
FOIA law require that a requestor search the community's public documents before
submitting a request.
• The Village currently manages the CPR training program by phone registration and with
a manual spreadsheet process. Staff is potentially coordinating with the Buffalo Grove
Park District to manage the registration process for the CPR program. The Park District
will list the CPR training opportunities in its quarterly program brochures and payments
and registration for the program would be taken online. The Park District would provide
Village staff with a class register and the Village would teach the class. Using this
program will streamline the process for both applicants and staff, but will also eliminate
the need to take cash/checks on site the day of training.
Staff is currently working on the implementation of work order and asset management
software for the Public Works Department. The public portal component that allows
customers to submit requests and concerns will be live in the 4t" quarter of 2015.
Customers will be able to see the status and history of their requests and the requests will
be routed to the proper staff members for review. All staff will have access to this
system, which will allow anyone answering a customer call to submit requests.
-2-
Packet Pg. 65
2.6.a
• Each year, additional information is added both internally and externally to the GIS
database. The next major public information project is to include a map that shows
commercial available property information for those interested in locating their business
in Buffalo Grove.
Services Budget/Product Development Dependent
The following services are either budget dependent or dependent on the timing of software
development:
One of the goals identified this year was to implement an online police reporting system
for minor incidents. For example, if a bike was stolen out of a resident's garage, the
resident could go online, create the report, and print it out for insurance purposes without
requiring a call to the Police Department. Due to the unresolved State budget, this
project has been put on hold.
• Staff has been evaluating a few software options for bid management. The software
would make the bidding process more efficient for both bidders and staff. Bidders would
have profiles and be notified immediately when an item is up for bid. Additionally, it
would allow staff to electronically manage the bid, award and public contracts processes.
Some of the software options exceed current budget allowances. The Village's financial
software has a module for bid management that the Village owns as a part of the other
financial modules. The functionality is currently not what is needed, however, staff is
working with the software vendor to improve the module in a future release.
• The Village's financial software vendor recently released a new upgrade that improved
the e-suite options. At this time, staff does not know all of the improved functionality
and is working with the Village's representative to schedule a demo of the new
functionality. One of the main enhancements is the ability to attach documents to e-suite,
which may make it possible to handle over the counter permits online as well as food and
beverage tax payments. Staff is also evaluating the opportunity to use e-suite to allow for
online payment of administrative adjudication tickets. More research is needed to
determine if the new release can accommodate current needs or if staff needs to work
with the vendor to make the necessary improvements to the system in a future release.
Conclusion
Staff continues to look for ways to provide services online. The investment in modern software
systems to replace Lotus Notes has allowed the Village to provide more efficient services both
internally and externally.
-3-
Packet Pg. 66
2.7
Information Item : 311/CRM Research Progress
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
Staff will provide an overview of the research completed so far regarding the 311 center and identify
options for consideration.
ATTACHMENTS:
• 311 Memo 2 (DOCX)
Trustee Liaison
Trustee Weidenfeld
Monday, August 17, 2015
Staff Contact
Jenny Maltas, Office of the Village Manager
Updated: 8/13/2015 10:41 AM
Page 1
Packet Pg. 67
2.7.a
W[IAGE OF
MEMORANDUM
TO: President Sussman & Trustees
FROM: Evan Michel, Management Analyst
DATE: August 11, 2015
RE: Easy -to -dial Call Centers or 311 System
Introduction
im
Easy -to -dial call centers and 311 systems were initially designed to divert non -emergency calls away
from 911 operators. These programs evolved to allow a resident to report broken sidewalks, a downed
tree, receive information about permits, as well as numerous other services. The municipality can then
collect data on where the calls come from and what the repeat problems are and use that information
to improve services. The Village Board of Buffalo Grove identified the exploration of an easy -to -dial call
center or 311 system as a strategic priority. Village staff has begun researching programs in surrounding
communities as well as analyzing current call data.
Schaumburg 311 Center Model
The Village of Schaumburg has a Customer Service Center for non -emergency requests. The Customer
Service Representatives are available 24/7, including holidays, to provide information on Village
programs and events and to enter service requests for a variety of issues. When a resident dials 311, a
Customer Service Representative answers the call and requests detailed information regarding the
request. This information is immediately sent to the appropriate Village Department for action or
addressed by the representative. The village's existing inbound telephone numbers still function and
are routed to the call center; however, dialing 311 from any phone, whether mobile or landline, while in
Schaumburg connects the caller with the Customer Service Center.
The center is staffed by 15 part-time employees who work less than 1,000 hours per year each (to
mitigate the IMRF pension threshold). Two operators work during peak hours and one operator works
overnight. The staff answers all outside calls coming in to the Village. Callers can still direct dial
employees if they so choose.
In Schaumburg, 311 employees have access to an electronic resource center that among other items has
answers to all frequently asked questions and a listing of all staff members and their responsibilities.
This resource center is fully searchable by keyword and allows the call takers to answer calls efficiently
with the correct information. Schaumburg's solution was developed internally by in-house development
staff (a resource Buffalo Grove does not have).
Staff is interested in pursuing this model; however, would not recommend a 24/7 and holiday
operations. Analysis regarding call volume (below) does not support this model in Buffalo Grove.
Packet Pg. 68
2.7.a
Call Data
Village Staff analyzed the inbound call data from January 1, 2015 - July 31, 2015 for the following
numbers:
• 2500- Village Main Line
• 0995- Fire Department Administration Line
• 2518-OMV Line 1
• 2523- Engineering Maine Line
• 2525-OVM Line 2
• 2530- Building and Zoning Main Line
• 2545- Public Works Main Line
• 2560- Police Department Main Line
During that period, there were 48,591 inbound calls to those numbers with an average length of 1:06
minutes.
All Lines Call Duration
The vast majority of these calls are less than one minute in duration.
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Packet Pg. 69 1
2.7.a
Deeper analysis shows that most calls under one minute are resolved or transferred with 29 seconds of
being answered.
Time to Answer Call
Duration (Seconds)
The average amount of time a call is waiting for a Village Representative to answer a call is 7.28 seconds.
This is an important metric to evaluate in a proposed call center environment to determine
effectiveness.
Time of Day of Call
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Time of Day
Analysis of the time of day shows that most calls occur during normal hours of operation. Calls outside
of the normal hours of operation are primarily a result of calls to the Police Main Line.
This data can be used to determine call density as well as many other important metrics. For example,
there was an average of 9.37 inbound calls on Thursdays from 10:00am-11:00am during the evaluated
period. These calls had an average length of 68 seconds with an average time to answer of 7 s Packet Pg. 70
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These numbers will likely change in a 311 model due to the increased time to address the resident's
need without transferring. These metrics are crucial in determining the proper level of resource
allocation needed to me resident's customer service needs.
Frequently Asked Questions and Staff Time
Staff is currently interviewing front line employees to assess the most common questions, complaints,
and requests that are received through the Village's main lines. This analysis will demonstrate if it is
prudent or beneficial to have a third party to resolve the common issues. Likewise, this information will
allow Department Directors to understand the complexity of the recurring incoming calls. Department
Directors will then have the ability to assess the potential gains in productivity from having staff focus
more on core job functions compared to answering basic questions.
Costs and Resources
Though exact figures to create an effective 311 system are not yet clear, it is clear that an internal model
would result in added staffing. Similarly, if the Village was to purse a partnership with another
community that currently operates a 311 system, the Village would incur additional costs. As an
example, the staff members who answer the phones in the Community Development
Department/Finance Department have other duties such as processing permits, payroll, water billing,
scheduling inspections, etc. However, the concept of a 311 center is not a cost saving opportunity — it is
designed to improve the service provided to customers.
At this time, staff has confirmed that the current phone system can support the call routing features
needed for a 311 system. The Village has the space to dedicate to a center due to reorganization over
the last several years. Additionally, through the investment in modern IT systems (such as New World
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Systems and Cartegraph) the Village is positioning itself to have the resources necessary to run a G
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successful 311 center. These new systems allow staff to enter in service requests and monitor real time
service metrics, even if the request is not the responsibility of their specific department.
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A large missing piece of a successful 311 center is the electronic resource center. If the Village routes all
calls through the 311 center, operators need to know where to transfer calls if they are unable to E
resolve the issue over the phone. The resource center would host all of the frequently asked questions U
and needs to be searchable. Schaumburg's model, developed in-house, allows operators to search a a
specific topic and find out who handles the issue or if there is a frequently asked question that
addresses the concern. This is software that will need to be fully researched by staff.
Feedback Requested
At this time, though staff does not have exact costs, enacting a true 311 center would be an additional
program added to the Village's budget. Assuming the Village Board is still interested in pursuing this
idea as listed in the strategic plan; staff recommends that research and time be dedicated to the
potential implementation of a 311 center. Research would include interviewing existing staff regarding
the types of calls received, discussions with Department Directors on potential workload reductions for
the Department, evaluation of software needed to implement an effective 311 program, and the
potential to partner with another community with an existing 311 center.
Packet Pg. 71
2.8
Information Item : Five Year General Fund Operating Forecast
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................11
Discussion
Attached is the Five -Year General Fund Operating Forecast. The intent of the forecast is to evaluate
resource allocations to ensure the proper funding levels for services, capital and infrastructure.
ATTACHMENTS:
• Five Year General Fund Forecast (DOCX)
Trustee Liaison Staff Contact
Board Member Johnson Scott Anderson, Finance
Monday, August 17, 2015
Updated: 8/13/2015 4:01 PM Page 1
Packet Pg. 72
2.8.a
..........
7
Packet Pg. 73
2.8.a
VILIAGE OF
BUFFALO, r
Purpose
The Five -Year Operating Forecast takes a forward look at the Village's General Fund's fund
revenues and expenditures with the purpose of identifying financial trends and potential shortfalls
so the Village can proactively address them. For the purposes of constructing the forecast,
operating revenues are measured against operation expenditures without including any prior
period fund balance to subsidize revenue.
The goals of the Five -Year Operating Forecast are to assess the Village's ability, over the next five
years, to maintain current service levels based on projected revenue growth, evaluate future
sustainability by aligning operating revenues and expenditures,
and ensure proper funding of reserves for vehicles, buildings, and
technology. The assessment analyzes the capacity to fund capital
projects and restore unassigned fund balance reserves to
ultimately reach a balance that will cover four and a half months of
expenditures (35%).
It is important to stress that this forecast is not a budget. It does
not dictate expenditure decisions; rather it identifies the need to
prioritize allocations of Village resources. The forecast sets the
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stage for the budget process and aids both staff and the President and Board of Trustees in
establishing priorities and allocating resources appropriately. As part of the process, the Village is
working on aligning core revenues with core services. The revenues that are less dependable
because they are subject to market or economic risk will support less essential services.
As a governmental entity, changes in strategy that involve service delivery should be slow and
methodical. The forecast provides a snapshot of the Village's fiscal health based on numerous
assumptions over the next five years. The Five -Year Financial Forecast is a planning tool and
should be considered fluid in its construction. As new significant data or trends emerge, the
document will be revised, at minimum, on an annual basis.
Packet Pg. 74
2.8.a
Financial Focus and. Methodologies
The General Fund is the main operating fund and accounts for the core and support services
provided by the Village including public safety (police & fire), public works, community
development, and administration. All major discretionary revenues such as property tax, sales tax,
income tax, telecommunication, and utility use tax are accounted for within the General Fund. For
purposes of the analysis, final audited 2014 expenditures set the baseline for analysis and are 0
inflated or adjusted accordingly based upon changing service needs and known changes that were L
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incorporated in the FY 2015 Budget. The General Fund is the primary focus of the forecast as it U_
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represents about 50 percent of the total Village Budget. The second largest Village Fund is the
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Water and Sewer Fund accounting for 24 percent of the total budget. A twenty-year funding c.
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analysis is completed annually for that enterprise activity
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In the absence of any known service level modifications, the forecast assumes the continuation of W
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current service levels and the costs projected over five years. Revenues are estimated based on O
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anticipated growth and does not consider increases in revenues generated by new fees or increases
in fees, new development, and/or charges beyond what is prescribed by current ordinance.
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In the development of a long-term financial forecast, the Village reviews external and internal
factors that could impact the either the collection of revenue or the price of acquiring goods or
providing services. Evaluating how the regional impact of the national economy (macro) influences c
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the local economy (micro) is an important step in the process. M
The national economy affects both state and local economies, although this impact varies by
jurisdiction and may actually have an inverse effect on a community. Some of the economic
indicators the Village uses in financial analysis include; inflation, stock market returns,
employment, housing starts, vehicle sales, interest rates, and manufacturing activity.
ECONOMIC INDICATORS
Inflation - As inflation goes up, the cost of goods sold go up, increasing retail sales tax revenue. As
prices rise, so will business income tax receipts. Conversely, the Village will have to pay more for
goods and services. The Village uses the Illinois Municipal Cost Index (MCI) as the primary inflation
metric. The MCI is an amalgam of price indices based on types and goods purchased by Illinois
Municipalities. The MPI is -.68 percent. The most recent (June 2015) Consumer Price Index is at
.04 percent, Producer Price Index is -6.53 percent and Construction Cost index is 2.14 percent.
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2.8.a
Stock Market Returns - Stock market returns are a leading indicator and will change before the
economy changes. Approximately 50 percent of all Village pension funds are invested in equities
and/or individual stocks. The performance of the stock market is a significant factor in determining
the growth of the property tax levy for pensions.
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Employment - Retail and vehicle sales tend to have inverse relationships with the unemployment L
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rate. Sales tend to move in the opposite direction of the unemployment rate. Chronic
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unemployment often spills over into the residential real estate market resulting in lost real estate
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transfer tax revenue. Q-
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Housing starts - This indicator provides a sense of the overall demand for housing, which can be U`
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indicative of local housing activity. Data maintained by local realtor groups is useful in projecting =
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the future of market recoveries. O
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Vehicle sales - sales and use tax revenues tend to fall with vehicle sales, which are heavily 2
dependent upon both employment and interest rates. However, if increases in new vehicles are
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expected to reduce the value of used vehicles, the sales and use tax base can actually decline if the
depreciation of used vehicles is not equally offset by the value of new vehicles. Cn
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Interest rates - the interest rate impacts the Village's revenues in several ways. First, investment
income will be affected by interest rates. Second, the availability and cost of capital directly affects
business expansion and retail purchases. As credit is extended and/or rates are lowered, revolving
purchases may increase, thereby increasing development plans and retail sales and, by extension,
sales tax and business licenses revenues.
Manufacturing activity - If a Village has a large manufacturing sector, the ISM (Institute of Supply
Management Index) becomes a significant factor in revenue analysis and forecasting.
Manufacturers respond to the demand for their products by increasing production and building up
inventories to meet the demand. The increased production often requires new workers, which
lowers unemployment figures and can stimulate the local economy.
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2.8.a
Overview of Fiscal Year 2016
Beginning in FY 2014 and continuing through the forecast is a continued effort to evaluate and
consolidate services to improve work flow efficiencies, appropriately fund all capital reserves, and
increase the resources allocated to infrastructure maintenance. Over the next three years, the
Village will be moving towards program based budgeting. The result of the change is that budgets
will be developed around cost centers to capture the true cost of providing individual programs or 0
services.
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The first step in program based budgeting was the designation of Internal Service Funds in the FY
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2015 Budget Internal Service Funds are departments that have a primary objective to support
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internal operations. That support, in turn, allows other departments to provide core services to the
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public. Internal Services include Building Maintenance, Central Garage, and Information
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Technology.
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Factors that are to be considered moving into the next five-year update include;
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• Impact of the real estate market and assessed valuations. Assessed values for taxable
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property have declined 28 percent over the last four years. The decline has been
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disproportionate over all classes of properties. The brunt of the changing tax burden has
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fallen on residential properties.
• State of Illinois budget crisis. The State of Illinois is at a budget impasse. Possible solutions
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include a two-year property tax freeze and/or reductions in Local Government Distributive
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Fund (LGDF) allocations.
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• Impact of Employer Pension Costs. The tax levies for the three pension systems account for
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40 percent of the property tax levy. Additional pressure on the tax levy to support growing
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pension costs will impact the ability to increase taxes for core services.
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• Health Care Cost and the Patient Protection Affordable Care Act. The Village is currently on
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track to attain "Cadillac Tax" status in 2017. The Village will continue to promote wellness
initiatives as a means of controlling health care costs.
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• Commercial/Retail Development. The economy's impact on existing sales tax generators as
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well as development or redevelopment of Dundee, Milwaukee Road corridors and Lake
Cook Corridors.
• Infrastructure. The ability to keep pace with the maintenance needs of Village owned assets
continues to be a significant financial challenge.
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Packet Pg. 77
2.8.a
Forecast Assumptions
The following is forecasted revenues and expenditures for the next five years. The column on the
far right is an inflation index (if warranted).
General Fund Revenues Projected (2016-2020)
2016
2017
2018
2019
2020
Growth
Property Taxes
14,455,991
14,889,671
15,336,361
15,796,452
16,270,346
1.03
Income & Use Taxes
5,553,856
f
5,720,472
5,892,086
6,068,848
6,250,914
1.03
State Sales Tax
5,620,000
�
5,788,600
�nnnnnnn
5,962,258
�,nnn,nnnn
6,141,126
�,nnnn
6,325,360
1.03
Home Rule Sales Tax
nnnn,
4,223,000
,nnnnnnnn,
(
4,349,690
4,480,181
4,614,586
4,753,024
1.03
Real Estate Transfer Tax
790000
813700„�,,,
838111
863254
889152
1.03
Telecommunications Tax
1,639,327
f
1,639,327
1,639,327
1,639,327
1,639,327
1.00
Prepared Food and Beverage
Tax
780,000
795,600
811,512
827,742
844,297
1.02
Utility Tax-Electric/Natural Gas f
2,640,000
2,640,000
2,640,000
2,640,000
2,640,000
1.00
Licenses
291600
1
291600
291600 J
291600
291600
1.00
BuildingRevenue &Fees f
706,000
713,060
720,191
727,393
734,666
1.01
Intergovernmental Revenue
Local
276,375
281,902
287,540
1.02
Fines & Fees Police & Fire
1,604,738
1,636, 833
1 669 569
1 702 961
1,737,020
1.02
Operating Transfers 1(
852500869550
(
886941 J
904680
JJ
922773
1.02
Miscellaneous Revenue
1,505,360
1,520,414
1,535,618
1,550,974
1,566,484
1.01
Total Revenues
40,928,015
41,939,472
42,980,129
44,050,845
45,152,502
Annual Increase
2.5%
2.5%
2.5%
2.5%
General Fund Expenditures
Projected (2016-2020)
2016
2017
2018
2019
2020
Growth
Personal Services
19,811,404
20,603,860
21,428,015
22,285,135
23,176,541
1.04
Personal Benefits
10,325,000
f
10,686,375
11,060,398
11,447,512
11,848,175
1.035
Operating Expenses
2,516,618
((
2,566,950
2,618,289
2,670,655
2,724,068
1.02
Insurance & Legal Services
1,500,000
1,560,000
,,,
1,622,400
1,687,296
1,754,788
1.04
Commodities
441,140
450 845
460 763
470,900
481,260
1.022
Maintenance & Repairs
3,215,606
3,286,350
3,358 649
3,432,540
3,508,056
1.022
CapitalOutlaY
400 000
408 800_
--------------------
411,111, 794
426 985436,379
_
1.022
All Other Expenses
350,000
355,250
360,579
365,987
371,477
1.015
Total Expenditures
38,559,768
39,918,430
41,326,887
42,787,011
44,300,743
Operating Surplus/(Deficit)
2,368,247
2,021,042
1,653,242
1,263,834
851,759
Annual Increase
3.2%
3.5%
3.5%
3.5%
3.5%
General Fund Transfers
Projected (2016-2020)
2016
2017
2018
2019
2020
Capital Reserve - Vehicles
850,000
850,000
850,000
850,000
850,000
Capital Reserve Facilities
200,000
200,000
200,000
200,000
200,000
Capital Reserve,, Technology.,,,l(,,,,,,
7500075,000
75000„�,,,,,,,,75000,JJ,,,,
75000
Motor Fuel Tax
, , , , , 844,600
J„
869,938
896,036 J
922,917 JJ
950,605
Capital Improvement Plan
1,188,356
534,535
910,804
613,840
508,430
Total Transfers 1
3,157,956
1
2,529,473
2,721,840 11
2,451,757
2,374,035
Total Fund Surplus/(Deficit)
(789,709)
(508,431)
(1,068,598)
(1,187,923)
(1,522,275)
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2.8.a
The forecast provides two levels of analysis. The first level is to show the General Fund's ability to
meet day-to-day expenditures. The highlighted row designed as Operating Surplus/ (Deficit) is an
indicator of whether anticipated revenues support operating expenditures. In all five years of the
forecast, revenues will support current services. This is a measure of short-term sustainability.
The second level of the analysis includes transfers for capital projects and infrastructure reserves.
Long term sustainability is measured through the Village's ability to invest in infrastructure
including funding reserves for vehicles, buildings, equipment, technology, streets (though Motor
Fuel Tax), and projects in the Capital Improvement Plan. Commitments to long-term capital
programs are identified under "General Fund Transfers - Projected." All projects submitted for
inclusion in the FY 2016-2020 have been added to this report. After including these transfers, the
total fund shortfall at the end of FY 2016 is estimated to be nearly $.8 million. Again, the shortfall is
the result of incorporating all initial capital requests and full capital reserve funding.
Included with the review are two rows in dark blue. The rows signify State of Illinois legislative
threats to revenue. At the time of this report, the property tax freeze passed out of the Senate with
an affirmative vote. Once there is clarity on any legislative impacts, this report will be modified to
reflect those changes. Staff has constructed several scenarios of potential revenue enhancements
and/or budget cuts to address compromised state shared revenues and property tax limitations.
One of the financial indices the bond rating houses (Standard & Poors and Moody's Investor
Services) cite as the reason for the current AAA bond rating is the low level of debt. The current
budgeting strategy is to try and fully fund capital reserve programs in order to remain on a pay-as-
you-go basis of capital asset financing. If reserve amounts are depleted, or inadequately funded,
staff will need to consider debt financing for future expenditures,
A continued commitment to properly funding capital will require either a significant revenue
enhancement, a reduction in services, or a combination of both. The impact of doing nothing has
severe consequences on the Village's reserves.
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2.8.a
General Reserves
The General Fund Fund Balance Reserve Policy sets forth a minimum unassigned reserve level of 25
percent of the subsequent year's budget (less pension and capital funding transfers). Within the
adopted Strategic Priorities is a goal of reestablishing a 35 percent threshold by the end of FY 2016.
It is important to maintain a strong reserve level for several reasons, (1) it provides more time to
react and respond to revenue threats created by economic conditions, (2) it helps to better
withstand any unfunded legislative mandates that will create additional expenditure obligations
without corresponding revenue, and (3) to fund unforeseen infrastructure/capital asset costs.
Spending down of prior period reserve balances allows the Village time to reallocate resources
within the budget and restructure service levels to react to the fiscal environment. After drawing
down on the balance to respond to emergency conditions, it is important to rebuild those reserves
in order to remain flexible to respond to the next threat.
The following chart provides a history of fund balance reserves and includes estimates for the
current fiscal year and the five forecasted years using the assumptions in the financial forecast.
The red line on the graph represents the fund balance policy minimum of 25 percent less pension
and capital transfers. In FY 2016, the policy minimum is adjusted to 35 percent to be consistent
with Village Strategic Priorities. At the conclusion of the last audited fiscal year (2014), unassigned
fund balance represents 32.71 percent of the operating expenses of the FY 2015 Budget. Based
upon the five year analysis, if all capital and reserve transfers are made the 35 percent target will
not be attained over the next five years.
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Packet Pg. 80
2.8.a
Revenue Review
Approximately 86 percent of all General Fund revenue is generated from seven revenue sources
including property tax, combined sales tax including prepared food and beverage, income and use
tax, telecommunications tax, utility (natural gas & electricity) use tax and real estate transfer tax.
Almost half of the Village's major revenue sources are elastic. Elastic revenues are those sources
that tend to fluctuate with the economy. A balance between elastic and inelastic revenue is desired
as a hedge against market volatility. General Fund revenues considered to be elastic include: sales
and use taxes, income taxes, telecommunications tax, real estate transfer tax, building revenue and
fees, and investment income. The property tax is an example of a non -elastic source of revenue as
collections are stable and predictable.
The following is a summary of significant Village revenue sources.
PROPERTY TAX
Growth in the corporate property tax levy is tied to the Municipal Cost Index (MCI). The MCI is an
amalgam of several key inflationary indices including the Producer Price Index (PPI), Employment
Cost Index (ECI), and the Consumer Price Index -Urban (CPI-U). The MCI weights the indices
accordingly based on how a typical municipality spends its resources.
The Police and Firefighter Pension Funds levies are calculated by an independent actuary. The
pension levies are pass -through revenues that will have a corresponding expenditure. Beginning in
FY 2014, the pension levies for the Illinois Municipal Retirement Fund and Social
Security/Medicare have been added to the General Fund.
A continuing concern with property taxes is the lack of growth in the property tax base. Assessed
value declines began in 2010 (6.47%). Subsequently, the following declines have taken place -
2011 (6.18%), 2012 (8.01%), 2013 (7.45%), and 2014 is estimated to be near zero. Because the
Village levies a dollar amount, a uniform change across all property classifications has no financial
impact to tax payers. This dynamic has not materialized as commercial/industrial properties have
been more successful contesting and decreasing their property values. Any aggregate decrease that
exceeds the county average decrease results in a greater share of the tax burden shifted to
residential properties.
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2.8.a
Listed below is a history of equalized assessed valuations since 2004.
Equalized Assessed Valuation
2,000,000,000
i
1,800,000,000.:
a
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1,600,000,000
1,400,000,000
1,200,000,000
i
1,000,000,000
'
800,000,000
600,000,000
400,000,000
200,000,000
0
2004
2005
2006
2007
2008 2009
2010
2011
2012
2013 2014
Cook County UTotalEAV WLakeCouty
Future ability to raise property tax revenue to support General Fund operations will be challenging
as the corporate levy must compete for tax dollars with pension and debt service levies. In 2003,
levies for pensions accounted for 32.1 percent of the tax extension. In the most recent tax year
(2014), pensions represent 41 percent of property tax as illustrated below. The corporate levy,
which funds core General Fund services, has been stagnant until the current year. There was a 3
percent increase in the 2014 levy. The large increase in 2007 was due to the elimination of the
Village Vehicle Sticker Program. Those revenues were shifted to the property tax with a net
revenue grow of zero.
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2.8.a
Components of Tax Levy
SALES TAX
Inflation sets the growth baseline for both the base (3%) and home rule sales taxes (3%).
Combined, this is the second largest revenue source for the Village. The base sales tax revenue is
directly related to the dollar value of sales made within the Village. Home rule sales tax applies to
the same transactions as the base sales tax except in the following transactions, food for human
consumption off the premises where sold (groceries), prescription and non-prescription medicines
and tangible personal property that is titled with an agency of the State of Illinois.
The assumption for the five-year analysis is that the retail mix will remain substantially similar to
what is present today. The forecast applied to both base and home rule sales tax produces the
following;
State Sales Tax History
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Packet Pg. 83
2.8.a
INCOME TAX
The Illinois Income Tax is imposed on every individual, corporation, trust, and estate earning or
receiving income. The tax is calculated by multiplying net income by a flat rate. The current rate is
five percent of net income. The rate reverted to 3.75 percent beginning January 1, 2015 to
December 31, 2024. The rate will then reduce to 3.25 percent starting on January 1, 2025. The
formula for distribution for local governments was 10 percent of the revenue, allocated on a per
capita basis, when the rate was 3 percent. When the state rate increased to 5 percent, the increase
was not included in the distribution making the effective per capita distribution to municipalities
six percent.
The Village's unemployment rate as of June 2015 is 4.4 percent, Cook County is 6.5 percent, Lake
County is 4.6 percent, and the State of Illinois is 6.9 percent. The growth in revenue is due to
improving corporate earnings, recovery in employment, and tax changes to increase total net
income. The forecast accounts for 3 percent growth each year through the duration of the forecast.
The chart below shows the performance of the revenue since FY 2006.
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Packet Pg. 84
2.8.a
PREPARED FOOD AND BEVERAGE TAX
This tax (1%) was adopted in 2008 and is levied on the purchase of prepared food for immediate
consumption and the sale of liquor. Similar to sales tax, inflationary growth is the central driver of
revenue increases with five-year increases projected at two percent annually. There are 111
establishments that charge and remit this tax to the Village. The following chart shows the growth
of the revenue since inception. The revenue drop in FY 2014 is due to the Dominick's closing.
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2.8.a
TELECOMMUNICATIONS TAX
This tax levied at 6 percent on all types of telecommunications except for digital subscriber lines
(DSL) purchased, used, or sold by a provider of internet service (effective July 1, 2008). The
exemption of DSL service has made a significant impact on collections. Recent legislation has also
mandated that data packages no longer be bundled with all other telecommunications billing for
the sake of taxation. Those services have been exempted. This revenue is down almost 36 percent
from the peak in FY 2007. The forecast calls for a continued decline in 2016 then flat over the
remainder of the plan.
UTILITY USE TAX NATURAL GAS &. ELECTRICITY)
Natural gas and electricity charges are based on consumption and will fluctuate with seasonal
demands. The Village is charging the highest statutory rate. No growth is projected over the next
five years. Any new growth will be predicated on adding square footage to houses or buildings and
offset by more energy efficient construction and mechanical systems.
REAL ESTATE TRANSFER TAX
Real estate transfer tax is collected at the rate of $3 per $1,000 of sales consideration. This revenue
reached a peak in 2005 at $1.3 million. There has been a recovery in sales since the market reached
a bottom in FY 2012. Traditional sales are increasing as well as the number of high value
commercial transactions.
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2.8.a
Expen.dftu.re Review
The average annual increase in operating expenditures over the next five years is 3.5 percent. In
each of the next five years, wages and benefits account for about 73.6 percent of all expenditures.
The next largest expenditure account group is for Maintenance and Repair expenditures (7.6
percent). For FY 2016 the distribution of General Fund expenditures is shown in the table below.
FY 2016 Expenditure Distribution
1% __. 2°/a 3%
1%
Personal Services
Personal Benefits
Operating Expenses
Insurance & Legal
Commodities
Maintenance & Repairs
Capital Outlay
Fa All Other Expenses
ICJ Capital Reserve Transfers
O Motor Fuel Tax
Capital Improvement Plan
PERSONAL SERVICES
Wages are anticipated to increase by a factor of 4 percent each year. The wage forecast anticipates
the general wage increases plus merit based pay range adjustments. The forecast does not
14
Packet Pg. 87
2.8.a
anticipate another Voluntary Separation Incentive (VSI) during the review period. If one is offered,
the forecast will need to be adjusted to reflect as the impact of retirements, the effect of any service
realignments, and any hiring decisions become more evident.
Personnel levels have decreased significantly since 2010 as a result of the Village's previous VSI
programs combined with reorganization strategies. Full time staffing is at 216 employees or 11.2
percent less than staffing levels five years ago. The chart below shows the financial impact of the
efforts to reorganize Village operations. The data includes all employees spanning the General,
Water, and Golf Funds.
A major initiative in FY 2015 is to establish a pay for performance system that will allow employees
to move through their pay ranges. A merit wage pool will be included with the FY 2016 Budget and
managed by the Human Resources Department. The ability to advance employees through their
pay range based upon performance is critical in maintaining an effective and motivated work force.
PERSONAL BENEFITS
The largest single expenditure within Personal Benefits is for health insurance. The Village is a
member of the Intergovernmental Professional Benefits Cooperative (IPBC). As a member of IPBC,
the Village is better able to stabilize medical costs through risk pooling and provide for a
mechanism to help establish positive cash flow and rebuild reserves. The forecast calls for 3.5
percent growth each year in premium expenses. There will be a spike in the health insurance costs
in FY 2016. After experiencing two years with an average annual growth of 1.5 percent, the
premium will need to be adjusted by nearly 10 percent. The Village does continue to reap the
benefits of pooling health insurance risk as the average national increase is 7.2 percent per year.
Over the five-year projection, the employees' contribution is set to cap at 15 percent of the
premium in FY 2016. Continued efforts will be made to maintain costs. A renewed emphasis on
wellness programs and evaluating data will be critical in the next few years to help stabilize
experience.
Staff will be actively working with the IPBC to manage tax implications of the Patient Protection and
Affordability Care Act. The Village's plan will be subject to the 'Cadillac Tax' in FY 2017 whereby
any premium expenses that exceed the mandated threshold will be subject to a 40 percent tax.
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2.8.a
Beginning in FY 2014, employer pensions obligations for police and firefighters are classified under
Personal Benefits instead of all other expenses and the Illinois Municipal Retirement Fund has been
closed. Employer pension costs have been assigned to each operating department budget. The
intent of the change was to better represent the true cost of providing a specific service. Employer
pension obligations are anticipated to be $5.9 million in 2016 or 14.1 percent of the General Fund
Budget.
INSURANCE
Within the Insurance category is the premium paid to the Intergovernmental Risk Management
Pool (IRMA) for general liability and workers' compensation coverage. The deductible was lowered
in FY 2014 from $50,000 to $25,000 due to the recent proliferation of worker's compensation
claims. The forecast assumes growth of 4 percent as recent claims experience will factor into the
rolling five-year claims experience modifier.
COMMODITIES
The single largest expenditure within the Commodity account group is for purchase of salt for the
snow and ice control program. The forecast calls for increases of 2.2 percent per annum. Staff
continues to seek innovative ways to reduce commodity costs, such as bulk electric procurement,
and utilizing centralized purchasing to leverage the Village's buying power.
MAINTENANCE & REPAIR
Expenditure growth in this account group is estimated to be 2.2 percent per year. Included in these
expenditures are costs related to the maintenance and repair of sidewalks and bike paths, street
patching, street lights, building facilities, vehicles and parkway trees. Included in these costs are
Internal Service Chargebacks for Central Garage and Building Maintenance expenditures.
Gen(?ral Fund Trtt11s t!rs
Included in the transfers are $5.63 million for vehicles, technology, and building reserves over the
next five years. If the Village intends to continue with a pay-as-you-go approach to acquiring
vehicles and technology infrastructure, and repairing facilities, then these transfers must be
programmed.
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2.8.a
$4.49 million is allocated for transfer to the Motor Fuel Tax Fund to supplement state funding for
road repairs. The annual transfer to the Motor Fuel Tax Fund, in conjunction with state allocation,
only covers about 45 percent of the streets identified for improvement in a given year. In FY 2016,
staff will be recommending a debt issuance to supplement both state shared Motor Fuel Tax
revenue and Home Rule Sales Tax. At the end of FY 2015, staff will present a recommendation on
the $6 million line of credit for tree replacement. The line of credit will either need terms
renegotiated or a take out financing will be structured.
The Five Year Financial Forecast calls for a cumulative five-year shortfall of $5.1 million over the
review period. Given the relatively stagnant revenues and growing infrastructure needs, this deficit
is not unexpected. Two years ago, the same gap was estimated at $8.1 million. Future funding
strategies will need to address shortfalls on either or both sides of the ledger. On the expenditure
side, there is little ability to reduce significant operating costs that are not wage and benefit driven.
Those efforts have taken place over the last five years.
While efforts will continue to focus on how to deliver the same high level of services at lower unit
costs, staff recognizes that revenues will also need to be reviewed. Every opportunity to grow the
sales tax base should be considered. Staff must ensure that revenues are reviewed for adequacy
(fees), efficiency (collections), and efficacy (diversified). New revenue sources should be
researched, discussed, and if warranted, presented to the Village Board for consideration.
This report will be used as a guide for the development of the FY 2016 Budget and will help shape
the discussion about how the Village adapts to the current and future financial landscape. Staff
seeks further input from the Village Board on the operating forecast.
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2.9
Information Item : Property Tax Levy
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
Staff will present the preliminary property tax levy numbers.
ATTACHMENTS:
• 2015 Tax Levy -Preliminary (DOCX)
Trustee Liaison
Board Member Johnson
Monday, August 17, 2015
Staff Contact
Scott Anderson, Finance
Updated: 8/12/2015 1:29 PM
Page 1
Packet Pg. 91
2.9.a
BUFFALO GROVE
TO: DANE C. BRAGG
FROM: SCOTT D ANDERSON
SUBJECT: FY 2014 PRELIMINARY PROPERTY TAX LEVY
DATE: 8/13/2015
11
In conjunction with the development of the FY 2016 Village Budget, staff is currently working on a
recommendation for the FY 2015 Property Tax Levy (collected in 2016).
The current year's levy (2014 Tax Levy) is $14,721,611 and was an increase of .57 percent from the
previous year's levy request. The components of the change were;
• Corporate Levy + 3.0%
• Special Purpose/IMRF - 1.6%
• Public Safety Pensions +3.96%
• Debt Service - 26.94%
The tentative levy request is $15,312,381. The components of the change are;
• Corporate Levy +3.0%
• Special Purpose/IMRF +3.5%
• Public Safety Pensions +2.04%
• Debt Service .28%
For the FY 2016 Budget, the following levy requests are proposed.
Corporate Levy.
Historically the amounts requested to support the core functions of government are based on
inflationary growth values published by American City & County as the Municipal Cost Index (MCI).
This index is then added to the previous year's levy request. The MCI is a blended index that factors
for the Consumer Price Index, Producer Price Index, and other relevant inflationary indices applied to
how municipalities traditionally acquire goods and services. For the year ending July 2015, the cost
index is near zero.
In order maintain the same level of service; staff requests an additional 3 percent to help reduce the
current deficit in the General Fund. In conjunction with the property tax increase, staff continues to
review methods to increase revenue (local adjudication program and local debt recovery initiative)
and decrease expenditures.
Debt Service
Last year's debt service requirement was $804,813. After the approval of a $200,000 tax abatement
the net property tax supported debt service amount was $604,813. Next year's debt service is
$807,063. The existing line of credit is due November 19, 2015. Amounts due on the line will need
either to be paid off, the line refinanced, or a takeout financing will need to be structured. Options
will be presented later in the year. If the line is extended, there will not be a property tax
Page 1 of 4
Packet Pg. 92
2.9.a
ramification until FY 2017. The following is a summary of the Village's debt position through FY 2030.
It is anticipated that another debt issuance will occur in FY 2016 for the street maintenance program.
Debt Service Schedule by Fiscal Year
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
yR yh ti� tiA ti% �� tiO ti'y ti'L fib' LR L� ti� tit ti0 ti' jO
tiO yO yO yO yO y0 LQ LO y0 LO LO LO LO LO LO LO ,LO
2010A
2010E
2012
Pensions.
Both the Police and Fire Pension Fund annual required contributions are being calculated by the
Village's independent actuary. The Illinois Municipal Retirement Fund (IMRF) reports that the
employer portion of the pension will increase 3.5 percent in 2016. The current year's levy for IMRF
and employer FICA and Medicare cost was $1,537,616. The request for FY 2016 will be
approximately $1,591,612, an increase of 3.5 percent or $53,816.
The Firefighter Pension Levy will remain unchanged for FY 2016 at $2,174,632. The estimate for the
Police Pension Levy will be 4 percent growth resulting in a levy amount of $2,346,943. Staff should
receive the final police pension actuarial study within the next several weeks. The total additional
required amount for all pension levies is estimated to be $144,083.
EA
Over the last four years, the equalized assessed value of property in Buffalo Grove has dropped 28.1
percent from $1.89 billion to $1.42 billion. Staff anticipates the decline to end with the FY 2015 levy.
Below is a graph depicting the growth, and decline, of EAV over the last ten years;
Page 2 of 4
Packet Pg. 93
2.9.a
Equalized Assessed Valuation
2,000,000,000
1,500,000,000
1,000,000,000
500,000,000
0
2005
2006 2007 2008 2009 2010 2011 2012 2013 2014
Cook County W Total EAV ILf Lake Couty
I.Mpact
The result of the increases noted above would result in a tentative levy of $15,312,381 or 2.62
percent growth. The first hurdle in the process is the truth in taxation report. If the Village's tax levy
request exceeds the prior year's tax extension (less debt service levies) by more than 5 percent the
Village must publish for, and conduct a public hearing. Using the amounts above, the increase would
be under 2.8 percent. The reason for the difference in the percentage increases is that the debt
service levies are not part of the calculation for levy growth for truth in taxation purposes. At this
point in the process, staff anticipates the tax levy to resemble the table below;
Estimated Distribution of 2015 Property Tax
Cook County
Cook
Lake County
Lake
Total 2015
Total 2014
Levy Prior to Tax Abatement Consideration
Levy*
County
Levy*
County
Levy Request
Levy Request
With Estimated Assessed Valuation
23.13%
Rate (1)
76.87%
Rate (1)
100.00%
100.00%
Tax Levies:
575,782.96
0.2061
1,913,551.05
0.1682
2,489,334.01
2,416,829.13
Corporate
Street and Bridge
180,624.13
0.0646
600,284.35
0.0528
780,908.48
758,163.57
Street Lighting
61,238.34
0.0219
203,518.87
0.0179
264,757.21
257,045.83
Police Protection
135,806.16
0.0486
451,336.78
0.0397
587,142.95
570,041.70
Fire Protection
971,120.33
0.3476
3,227,411.15
0.2837
4,198,531.48
4,076,244.16
ESDA
3,240.13
0.0012
10,768.20
0.0009
14,008.32
13,600.31
Crossing Guard
13,329.48
0.0048
44,299.05
0.0039
57,628.53
55,950.03
1,941,141.53
0.6948
6,451,169.45
0.5670
8,392,310.98
8,147,874.73
Sub -Total: Corporate
368,098.35
0.1317
1,223,334.21
0.1075
1,591,432.56
1,537,616.00
IMRF/Social Security
Corp. Purpose Bonds Facilities (2010A)
92,612.52
0.0331
307,787.48
0.0271
400,400.00
398,525.00
Corp. Purpose Bonds Facilities (2010B)
62,251.62
0.0223
206,886.38
0.0182
269,138.00
268,763.00
Corp. Purpose Bonds Facilities (2012)
31,809.53
0.0114
105,715.47
0.0093
137,525.00
137,525.00
Police Pension
542,847.93
0.1943
1,804,095.11
0.1586
2,346,943.04
2,256,676.00
Fire Pension
502,992.38
0.1800
1,671,639.62
0.1469
2,174,632.00
2,174,632.00
Total
3,541,753.86
1.2676
11,770,627.72
1.0346
15,312,381.58
14,921,611.73
The a
JIIII.JUIICIILJ UI LIIC IUVy dIC UIJLI IUULUU d5 IUIIUWJY
Corporate
Special Purpose - IMRF
Pension
Debt Service
Total
2014 Reauest 2014 Reauest
8,392,310.98 8,147,874.73
1,591,432.56 1,537,616.00
4,521,575.04 4,431,308.00
807,063.00 804,813.00
15,312,381.58 14,921,611.73
Dollar Percentage
244,436.24 3.00%
53,816.56
3.50%
90,267.04
2.04%
2,250.00
0.28%
390,769.84
2.62%
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Page 3 of 4
Packet Pg. 94
2.9.a
One of the strategic goals set forth in FY 2013 was to present a tax levy that represents no more than
11 percent of the total property tax bill. That goal is attained in the current year's tax levy.
Property Tax Distribution - 2015
County of Lake
7%
Buffalo Grove
u�
11%
Township & Forest
Preserve
I 4%
Library
3%
Schools
69%
Park District
6%
The levy numbers are still tentative and will be further refined as the independent actuaries provide
the police pension levies and the FY 2016 Budget process is completed.
Currently the State Legislature is contemplating a two-year property tax freeze. This report reflects
no legislative changes to the property tax code. At this point it is difficult to determine what the
financial impact of a freeze would entail given there are a number of exemptions being
contemplated.
Page 4 of 4
Packet Pg. 95
2.10
Information Item : Twenty Year Water Fund Proforma
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................11
Discussion
Attached is the Twenty -Year Water Rate Proforma. The report has been advanced a year and supports
the most recent 4 percent rate increase.
ATTACHMENTS:
• 20 year water proforma - 2015 (DOCX)
• 20 year (XLSX)
Trustee Liaison
Board Member Johnson
Monday, August 17, 2015
Staff Contact
Scott Anderson, Finance
Updated: 8/13/2015 4:03 PM
Page 1
Packet Pg. 96
2.10.a
W[IAGE, OF
B(JFFAL0 GROVE
TO: Dane C. Bragg, Village Manager
FROM: Scott D. Anderson, Finance Director
DATE: August 12, 2015
RE: FY 2015 — Water Fund 20 Year Pro Forma Annual Update
11
SY 'teii'in Status Qpdate
In FY 2015 the combined Village water and sewer rate was increased by four percent. The intent of
the rate is to match the true cost of the system (operating, capital, and depreciation and reserve
costs) with the consumption fees assessed to water customers. In determining the adequacy of the
rate, the Twenty -Year Water Fund Proforma is updated to provide either a justification for the
current rate or a recommendation to modify the water rate ordinance.
A review of the audited 2014 Water Fund performance results in the following;
• The cash and investment balance is $3.1 million
• The fund generated a surplus of $113,145. The previous year was a loss of $.4 million.
• Total gallons billed were 1.2 billion (proforma estimate —1.31 billion).
The rate increase in the current year was $1.23 moving the water rate from $5.26/1,000 gallons to
$5.47/1,000 gallons.
I1a'N� a111 CWIIIsUur111 l t3 OII III°°°IIIliiist ll Y
The Village maintained a water and sewer rate of $1.80/1,000 gallons for a period of twenty three
years (1983-2005). One significant reason leading to this period of rate stability was due to the age of
the water and sewer infrastructure. During the peak growth decades of the 1980's and 1990's,
developers donated approximately 53 percent of the water and sewer system assets. Through a
combination of minimal capital expenses, receipt of building and development fees, coupled with a
period of growing water consumption, the Water Fund was able to generate strong cash reserves to
allow for a strategy of pay-as-you-go financing for future infrastructure repair. Funding for future
infrastructure replacement (funding depreciation) was never a component of the rate structure.
Beginning in 2003, a pattern of declining water usage started. In 2002, 1.63 billion gallons of water
was billed. In 2013, 1.27 billion gallons were billed, a decrease of 22 percent. There is no expectation
that the amount of water billed will reach those levels again absent a significant drought or the
addition of heavy industrial uses.
The following chart shows the annual gallons billed since 1993.
Page 1 of 5
Packet Pg. 97
2.10.a
The outlier in FY 2005 was drought induced. If that year is removed from the analysis, a fairly linear
decline begins after FY 2002 and plateaus in FY 2010. Even with the decline, the Water Fund was able
to cover its operating expenses and generate a small surplus each year until 2006. A rate
recommendation was made to increase the rate by 33 percent to $2.40/1,000 gallons effective
January 1, 2007. The increase stabilized the fund but did not start building additional cash reserves
for future asset replacement. A second rate increase of 25 percent to $3.00/1,000 was implemented
for 2010. Again the increase helped to ensure that water sales would offset operating expenditures.
The next increase was to $4.05/1,000 or 35 percent in FY 2013 and the most recent increase to
$5.47/1,000 or 4 percent. The new rates begin the process of developing a fully loaded water rate
that will fund operating, capital and infrastructure reserve demands.
Last year marked the lowest amount of water billed since 1987. This year, water usage is trending the
similar to the previous year due to an unusally mild and wet summer to date. Factors that continue
to impact water usage include weather, conservation, mature landscaping and more efficient
appliances. The Villge's philosophy on establishing an infrastructure reserve is to cash finance system
replacement over the long term.
It is estimated, in the study, that the current fiscal year will close at 1.2 billion gallons billed. The
analysis uses an estimate of 1.3 billion gallons and will carry forward through the next 20 years.
Although there will be an increase in total consumers over the next two decades, continued
conservation efforts could partially counterbalance that growth. One factor that has not been
integrated into this analysis is any potential impact of replacing worn out meters in homes. As these
devices start to fail and are replaced, there is the potential for more accurate (higher) reads. The
Village is currently working with Siemens Industry, using a performance contracting model, that may
result in replacing all water meters in the Village. Ideally, the savings generated through more
efficient measurement will offset the cost of the capital (meters). For purposes of this analysis, the
water meter project was excluded, to be considered as a standalone project.
Water IIII'°° ur°m ° i°°inaric4e
During the high growth years of the water system, the Water and Sewer Fund was able to amass a
cash balance that allowed for a reserve to address infrastructure maintenance and improvement.
Due to the relative age of the system, over a fifteen year span (1993-2007) the only capital expense
was $229,527 for the St. Mary's Road water main replacement. Since 2008, $5.1 million in
Page 2 of 5
Packet Pg. 98
2.10.a
infrastructure repairs and improvements has been spent. In FY 2015, it is anticipated that another
$8.8 million will be invested in system infrastructure. $6 million of the infrastructure improvement is
related the performance contracting program. Over the next year and a half, all water meters are
being replaced. The revenue generated by the guaranteed efficiency rates of the new meters will be
used to service the debt for the meters.
On the attached financial analysis, staff has presented a twenty year estimate of revenues, operating
expenses, Capital expenses and Operating Transfers. Revenues include all building fees and billed
amounts for water consumption. Operating expenses are those expenses related to the day to day
activities such as wholesale water purchase, labor and materials, and energy costs. Capital expenses
are those amounts spent to repair or improve capital assets and infrastructure. Operating transfers
are amounts paid to reimburse the General Fund for expenditures related to Water Fund activities.
Working cash represents 25 percent of operating expenses. Once the working cash balance reaches
the 25 percent threshold, remaining funds are then allocated as the 'net reserve' that is available for
capital and infrastructure spending. At the end of FY 2015, working cash is anticipated to be $1.1
million and the net reserve is $2.8 million. Those funds support an enterprise system valued at $.5
billion.
The following chart shows the impact of the current rate structure (with 4% inflationary increases
beginning FY 2016) on the fund's cash position.
The Water Fund remains in a precarious financial position for the next few years. Any significant
unanticipated repairs will deplete the working cash and reserve balances.
'ii , r I i u i d Sep ,ve r Systep C iin Asvets
The utility system consists of 181 linear miles of water and sewer main. The value of the water main
alone in today's dollars is approximately $200 million. The service life of the infrastructure ranges
from 50 years for cast iron main to 75 years for ductile iron. The replacement cost of the entire
system (water and sewer main, lift stations) at the end of the 20 year study, inflated at 3% per year,
is $700 million. The assumption used for replacing any future water mains is that on any given year
where sections of the system have reached the end of their useful life 25% of the system will be
replaced. For instance, water main constructed in 1965 has a replacement cost of about $372,000;
Page 3 of 5
Packet Pg. 99
2.10.a
we then forecast that $94,000 in repairs would occur in FY 2016. This cost estimate compensates for
the improbability that the entire section will be replaced. The estimates reflect rolling replacements
where in certain instances only sections are repaired. Another factor for consideration is that the
replacement cost includes a curb -to -curb street reconstruction. About 50 percent of that expense
will be charged to the Capital Projects Street Fund or the Motor Fuel Tax Fund.
Within the straight line depreciation calculation beginning with the oldest main constructed in 1929,
the first replacement should have occurred in 1979. Approximately $13 million in water mains have
'expired' but have not needed to be repaired. Estimating the actual asset life at times is more
abstract than qualitative. Pipe that is ensconced in stable soil and subjected to consistent water
pressure may have a service life that may double an engineering estimate, and conversely, weak soils
or pressure fluctuations may reduce the life by many years.
The following chart shows the pattern of construction of water main since 1929.
80,000
60,000
40,000
20,000
0
Water Main Construction
in linear feet
MWON lD W O N I;j- lD WON -;t lD M O N't 1Z W ON 1:t lD W O
N � lD lD lD lD I� n n n n W W W W W Ql Ql Ql Ql Ql O O O O O c-I
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During the thirteen years spanning 1983-1996, almost 50% of the water system was constructed.
Fortunately during those years, the more resilient ductile iron was used. The cost of that original
installation was paid by developers as specified within development agreements.
The age distribution of the water main leads to the cost estimates to replace the system noted in the
graph presented below:
Projected Infrastructure Replacement
Replacement costs begin to ramp up in the 2060s and 2070s as main installed during the peak
construction years reaches seventy years of age.
Page 4 of 5
Packet Pg. 100
2.10.a
Water main is only one component of the delivery system. Other assets include the sanitary sewer
main, lift stations, and booster stations. The sanitary sewer mains have roughly the same total
mileage as the water main. The service life of the sewer mains should be significantly higher than
water mains as they are not subjected to pressure. Since the Village does not treat waste there are
no treatment facilities to fund. For the purpose of the pro forma, the FY 2014-2018 Capital
Improvement Plan was added to the calculation. Beyond 2018, a flat amount is budgeted each year
to address sanitary sewer system and lift station repairs.
Each year staff reviews the financial condition of the fund to determine the adequacy of current
rates. The rate is set by ordinance to increase in FY 2016 by 4 percent annually. There are no
changes recommended with this update.
The impact of infrastructure maintenance costs and the related strain on the water and sewer fund is
not unique to the Village of Buffalo Grove. All communities to varying degrees are challenged on how
to maintain and protect their system assets. A proper rate structure is the first step to ensuring that
the fund will have the resources available to maintain the integrity of the system.
At some point in the future, staff will present recommendations to institute a minimum usage for
billing. Residents who consume no water still should share fixeds cost related to maintaining the
enterprise infrastucture.
Page 5 of 5
Packet Pg. 101
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2.11
Information Item : Administrative Adjudication Update
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
Six-month update on the Village's new Administrative Adjudication process.
ATTACHMENTS:
Admin Adjudication Update August COW (DOCX)
Trustee Liaison Staff Contact
Trustee Trilling Michael Szos, Police
Monday, August 17, 2015
Updated: 8/12/2015 7:23 AM A Page 1
Packet Pg. 105
2.11.a
'Ii,i; GE ()p:;,
MEMORANDUM
DATE: August 13, 2015
TO: President Beverly Sussman and Trustees
FROM: Michael Szos, Deputy Police Chief
Steven Casstevens, Chief of Police
Is
SUBJECT: Administrative Adjudication Update — Six -Month Review
Administrative Adjudication Review
At the beginning of 2015, the Village initiated an Adjudication Citation program, which
redirected parking, vehicle equipment, abhorrent conduct, building, and zoning violations
away from the circuit court. The goal was to improve service to residents and to shift some of
the burden of "education through enforcement" away from the overcrowded criminal court
system and use a civil process instead. The Village Board passed a municipal ordinance,
which gives the Village the authority to adjudicate certain offenses, normally considered
criminal or petty offenses, in a civil process.
The adjudication system involves the issuance of citations for traditional parking and vehicle
equipment violations. The violator has the option of paying a fine or going before a hearing
officer, employed by the Village, in a civil proceeding. David Eterno is the Village's hearing
officer and Melissa Wach is the Village's counsel.
The hearings were slow and time consuming in the first few months, but have become more
efficient. Members of the Finance Department check in those who wish to appear before the
hearing officer. A uniformed police officer performs security and bailiff duties and a hearing
clerk documents the proceedings. The Village has heard 150 cases during the first six -months
and has averaged 25 cases per hearing. All hearings to date have been orderly and
professional.
Adjudication Fees & Fines
Although the adjudication process is new to Buffalo Grove, there has been an increase of
$18,059 (57%) in fines and fees for ordinance violations so far this year (2015 vs. 2014). It
should be noted Lake County court fines have decreased during the same period by $24,205
(11%) meaning that overall, there has been a reduction of $6,000 in fines from 2014 to 2015.
Prior to the adoption of the administrative adjudication program, fees and fines dropped in the
previous year. The chart on page two shows a breakdown of ordinance violations and
fines/fess collected.
Page 1 of 2
Packet Pg. 106
2.11.a
2015 Administrative Adjudication Fines/Fees
Fine/Fee Revenue*
YTD 2015
YTD 2014
Difference
Compliance/Animal
$ 17,350.00 $;
970.00
26,380.70
.70
Parking Citations
$ 32,410.00 $
30,731.00 $
1,679
Total Adjudication Fines & Fees
$ 49,760,00 $
31,761.00 $
18"6"59
`Reflects total fines/fees currently paid, does not include outstanding fines/fees if'ota ll 5 "! 3,053wifif
The direct cost of the local court system is $17,000. At this time, the program is not breaking
even; however, staff believes that a full year review of the program will have results that are
more favorable as there were adjustments made when the program started. Additionally, staff
is currently in the process of reviewing the adjudication ordinance to make adjustments based
on the last six months of experience. There are currently more than fifteen additional
violations and verbiage changes under review. Some of the modifications include provisions
for daily fines, additional court costs for hearings found in favor of the Village, and several
vehicle code violations such as tinted windows, seat belt infractions, and improperly
displayed license plates. These changes will be presented to the Village Board in September.
Conclusion
The adjudication process continues to evolve and grow. Making the adjustments to the
adjudication program is intended to be financially beneficial and able to offset the costs of the
hearing officer, prosecutor, and annual software maintenance. In addition, as employees
become more comfortable with the process and violations are added to the ordinance, fines
and fees should increase.
Page 2 of 2
Packet Pg. 107
2.12
Information Item : Pay for Performance Update
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
Based on direction and discussions with the Village Board, earlier this year staff developed and
implemented a formal pay for performance plan for its non -represented employees.
By September 2015, staff will have met its objectives of:
(1) creating a system of formally evaluating the performance of employees based on the attainment of
established Village -wide, departmental and position specific goals;
(2) moving employees through their respective pay ranges based upon the level of their individual
performance;
(3) rewarding employees who perform at the "exceeds expectations" or "outstanding" level by providing a
faster means to progress in their salary range; and
(4) improving the performance of under performing employees via a formal performance improvement
plan.
Human Resources Director Arthur Malinowski will update the Village Board concerning this new program,
including the financial impact of the program in 2015, now that the performance of all Village employees
has been evaluated under the new system.
ATTACHMENTS:
• 2015 Pay for Performance Update 08 17 2015 2 (DOCX)
Trustee Liaison Staff Contact
Village President Sussman Arthur a Malinowski, Human Resources
Monday, August 17, 2015
Updated: 8/13/2015 2:15 PM Page 1
Packet Pg. 108
To: Dane C. Bragg, Village Manager
From: Arthur A. Malinowski, Jr., Director of Human Resources and Risk Management
Peter M. Cahill, Management Analyst
Date: August 12, 2015
Subject: Update on the 2015 Pay for Performance Program and 2016 Merit Increase Pool
Recommendation
Effective January 1, 2015, staff implemented a newly created pay for performance program,
which was designed to achieve a more focused relationship between the compensation of all non -
represented employees and the Village's strategic plan and the goals within it.
In other words, this program directly ties any performance based pay increase that a non -
represented employee may be granted to the achievement of identified goals of the Village,
department and individual employee's position.
At the core of this program is the performance evaluation tool. In fall 2014, staff selected a
software program called NeoGov, which has aided staff in creating a more uniformed,
streamlined evaluation document. The NeoGov program also gave staff the ability to run reports
to create a statistical analysis and compare departmental and supervisory scores. It is important
to note that although the pay for performance system includes only non -represented employees,
the performance of all year-round employees have been evaluated via the NeoGov program.
Based upon data obtained following the completion of performance evaluations of all year-round
employees, this program has successfully met its year one objectives. For example:
• The performance evaluation scores were distributed very closely to what staff had
anticipated.
a) No employees received an overall performance rating of "Unacceptable."
b) 23 employees received an overall rating of "Needs Improvement."
c) 168 employees received an overall performance rating of "Meets Expectations."
d) 21 employees received an overall performance rating of "Exceeds Expectations."
e) No employees received an overall performance rating of "Outstanding."
• The average performance evaluation rating is 3.37, the median rating was 3.29, and the
spread (the Difference between the highest and lowest rating) was 2.34.
• The cost of the program for year one will be approximately $165,000, which is less than
half of what staff had forecast for 2015.
Page 1 of 2
Packet Pg. 109
2.12.a
• The average merit pay increases for eligible employees (employees that have been
employed for over six months and under the maximum salary for their positions) is
3.31%
• The scores for departments closely mirrored the scores overall, for more information,
please refer to the following table.
Next Steps
Based on the success of this year's program, staff recommends that the program remains
substantially similar in 2016, with the following components comprising the programs core:
• The employee will receive an overall performance evaluation rating of
1("Unacceptable"), 2 ("Needs Improvement"), 3 ("Fully Meets Expectations"), 4
("Exceeds Expectations"), and 5 ("Outstanding").
• Employees that receive an overall performance evaluation rating of "Fully Meets
Expectations," "Exceeds Expectations" or "Outstanding" will be eligible for a merit pay
increase based on their rating and where they are situated in their pay range.
• Employees that receive an overall rating of "Unacceptable" or "Needs Improvement" will
not receive a merit pay increase and will be put on a formal performance improvement
plan.
• Non -represented employees at the top or above their range or who have not been
employed in their current position for 6 months will not be eligible for merit increases.
Recommendation
For budgetary purposes and based upon the assumption that the 2016 performance evaluation
rating distribution will be similar to that of this year, staff recommends that the 2016 pay for
performance budget be set at $200,000. This recommendation represents a twenty percent or
$50,000 decrease from the amount budgeted in 2015 ($250,000) and is based primarily on actual
2015 program data.
Peter and I are available to discuss this topic with you further at your convenience.
Page 2 of 2
Packet Pg. 110
2.13
Information Item : Fines and Fees Recommendation
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action pp
ll
Staff recommends discussion.
At the August 17, 2015 Committee of the Whole meeting, staff is seeking the Village Board's comments
regarding the following changes to the fine and fee schedule:
1. School and Park District Impact Fees
2. Annexation Fees
3. Fines and Fees for Non -Compliance
4. Metra Fees
ATTACHMENTS:
• BOT Memo (DOCX)
• Buffalo Grove Impact Fees Table (PDF)
• Buffalo Grove -Formula —School Park Library Donations —Buffalo Grove (PDF)
Trustee Liaison
Board Member Johnson
Monday, August 17, 2015
Staff Contact
Brett Robinson, Finance
Updated: 8/13/2015 4:03 PM
Page 1
Packet Pg. 111111
2.13.a
"II'Le GE OF
BUFFALO CROVE
MEMORANDUM
DATE: August 13, 2015
TO: President Beverly Sussman and Trustees
FROM: Christopher Stilling, Director of Community Development
Scott Anderson, Director of Finance
N1
SUBJECT: Fine and Fees Recommendation- August 17, 2015 Committee of the Whole
Discussion
Back2round
At the August 17, 2015 Committee of the Whole meeting, staff is seeking the Village Board's
comments regarding the following changes to the fine and fee schedule:
1. School and Park District Impact Fees
2. Annexation Fees
3. Fines and Fees for Non -Compliance
4. Metra Fees
Impact Fees
Pursuant to Village Code, all new residential construction projects (single family and multi-
family) are required to pay impact fees in accordance to the attached fee schedule. The purpose of
impact fees are to assess a one-time fee that is used to off -set any potential population "impact" a
new development may have on the infrastructure or services provided by a local taxing body. For
large residential developments, land donations can be made to offset any impact fee costs,
however since most park and school sites are already established in Buffalo Grove, cash in lieu
donation (impact fee) is typically applied. Currently, Buffalo Grove collects impact fees on behalf
of the school districts, park district and library district.
School & Park Land Donation Formula
Impact fees for school and parks are based on the following formula:
1. Land and/or enrollment size of a typical school or park
2. Population estimate based on an industry standard formula known as "Table of Estimated
Ultimate Population Per Dwelling Units" from the 1996 Illinois Consulting
Service/Associated Municipal Consultants, Inc
3. "Fair market" value of 1-acre of land in Buffalo Grove
As with most surrounding communities, the factor with the greatest impact on the cost of an
impact fee is the land value per acre. Currently, Buffalo Grove's impact fees are based on a
current land value of $175,000 per acre. This value was last updated by the Village Board in 2005.
For comparative purposes, staff did complete an analysis of surrounding communities land
value/acre. The following is a summary of the results:
Page 1 of 3
Packet Pg. 112
2.13.a
Municipality
Land Value/Acre
Lincolnshire
$545,000
Long Grove
$200,000
Vernon Hills
$190,000
Buffalo Grove
$175,000
Arlington Heights
$165,000
Palatine
$156,000
Wheeling
$105,000
While each community may have minor differences in their land and/or population assumptions,
overall the formulas were very similar. Furthermore, each communities land value/acre was the
variable with the greatest influence on the total impact fee.
Staff recommends discussion amongst the Board concerning the Village's impact fees. Should the
Village Board wish to amend the "fair market" value of 1-acre of land in Buffalo Grove, staff
recommends that the Village hire a real estate firm specializing in land appraisals to assist with
land the valuation determination. The cost of a typical analysis is approximately $10,000415,000.
It should be noted that future development sites, such as Didier Farins, will be subject to an
annexation agreement. Therefore, the Village Board will have authority to negotiate changes to
impact fees (higher or lower).
Residential Annexation Fees
Currently, it has been Village policy to charge a $700/unit annexation fee for proposed residential
developments. This fee has not been codified and is typically subject to negotiations as part of an
annexation agreement. Staff is seeking the Board comments on increasing the fee to $1, 500/unit
as this fee has not been increased in approximately 20 years. Staff did research other surrounding
communities and found that most communities negotiate a fee on a case by case basis as part of
the annexation agreement. Staff believes a $1,500/unit fee is reasonable given the potential
impacts a development may have on municipal services (public safety and streets). It should be
noted that the Village would still collect a separate sewer and water tap fee to cover the costs a
development would have on our utility system.
Fines and Fees for Non -Compliance
Staff is recommending a fine structure for certain licenses and inspections due to non-compliance.
Currently there is no structure in place to bring a licensee or business into compliance. Staff is
proposing a revised fine and fee structure for the following items:
• Animal Licenses
Solicitor Licenses
Chauffer Licenses
• Alarm Licenses
• Elevator License
• Annual Fire Inspection
Staff recommends charging a minimum $50 fine if caught without a license or failure to comply
that would be administered through the administrative adjudication process. Additionally, staff is
proposing that licenses obtained late will cost the licensee 150%.
Page 2 of 3
Packet Pg. 113
2.13.a
Metra Fees
Since 2010, the Village has been charging a $1.75/day daily parking fee at the Metra Stations.
Staff is proposing to increase the fee to $2.00/day. Over the past 5 years, the costs of maintaining
the parking lot and facility have increased and the proposed increase can help mitigate those costs.
The following surrounding communities charge $2.00/day:
• Deerfield
Glenview
• Palatine
• Prospect Heights.
In addition to the increase in the daily fee, staff is proposing changes to the existing parking pass
program. Currently, the Village provides Metra riders the availability of a bi-monthly parking
pass for $60.00. Staff recommends that the passes be made available on a quarterly basis for
$120.00. The increase in cost is associated with the increase in the daily fee and the assumed
calculation is 20 "work" days per month at $2.00 per day. By purchasing the pass, riders will
save an average of $10.00 per quarter compared to purchasing a daily fee. Passes are currently
sold at Village Hall and in person at the train station by staff. Moving the pass to a quarterly
purchase would reduce the amount of passes printed, saving the Village approximately $500.00
per year. The Village has included making Metra passes available online which could also
increase efficiencies for Village staff and the patrons alike.
Attachments
A. Impact Fee Schedule and Population Table
B. School and Park District Formula
Page 3 of 3
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