2018-01-08 - Village Board Committee of the Whole - Agenda Packet2. Special Business
1. Lake Cook Corridor Market Study and Plan Update (Trustee Berman) (Staff Contact:
Chris Stilling)
2. Liaison Program to Local Taxing Bodies (President Sussman) (Staff Contact: Jenny
Maltas)
3. Golf Course Financial Review (Trustee Johnson) (Staff Contact: Scott Anderson)
4. Discussion of Village Board Priorities (President Sussman) (Staff Contact: Dane Bragg)
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. Executive Session
5. 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.a
V. "N' E OF
MEMORANDUM
DATE: January 8, 2018
TO: President Beverly Sussman and Trustees
FROM: Nicole Woods, Village Planner
SUBJECT: Lake Cook Corridor Market Study and Plan Update
N1
PROJECT'S PROGRESS -TO -DATE
The Lake Cook Corridor Market Study and Plan project continues to make progress in developing
a vision and plan for the Corridor. An open house was held at Village Hall on November 16, 2017
to present and collect feedback on the draft vision. For those stakeholders that could not attend
the meeting in -person, materials (including the video and poster boards) and an online survey
were available via the project website. Approximately 300 people attended the meeting, filled
out a feedback form, and/or participated in the online survey.
The following are the key takeaways from the feedback collected:
Most respondents expressed support for:
• Stage 1 redevelopment of Town Center and Chase Plaza.
• Flexible open space options (golf, park programming or some combination of the
two) and utilizing open space to mitigate flood risk.
• Improved pedestrian and bike paths that are integrated and connected to retail
and entertainment centers.
Some respondents expressed interest in:
• Learning more of the need/demand for retail and the types of retail anticipated
• Understanding how the plan would be implemented and impact on taxes.
Some respondents expressed concern for:
• Traffic and congestion impacts.
Building off this feedback, the project team is now beginning to outline a draft plan that would
include the vision presented at the Nov 161h meeting.
DRAFT PLAN OUTLINE
Domenic Salpietra from HOK will be presenting an outline of the Draft Plan outline at the January
8th Committee of the Whole Meeting. The preliminary outline is highlighted below.
Page 1 of 2
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2.1.a
Preliminary Draft Plan Outline:
I. Introduction
An overview of the Corridor as well as the plan's objective and relationship to other
local and regional plans and initiatives.
II. Public Engagement Overview
This chapter will feature a summary of all public engagement activities conducted
over the course of the project as well as the takeaways from outreach activities that
have shaped the direction of the plan as it has evolved.
III. Market Assessment and Existing Conditions Summary
A full summary of the Market Assessment and Existing Conditions Report that was
drafted in April 2017. The findings from this report helped lay the groundwork for the
vision and plan.
IV. Plan Principles, Elements, and Strategies
Feedback from community engagement activities and the Corridor Planning Group
meetings created a strong foundation for the plan's direction, which are distilled into
10 Principles and the 4 Key Elements and Strategies. This chapter will describe the
principles, elements, and strategies along with the process by which they were
created.
V. Lake Cook Corridor Plan: Vision, Approach, and Recommendations
This chapter provides an overview of the vision that was presented to the pubic on
November 16th. It will discuss the staged -development approach and each stage's
general vision and fiscal impact. This chapter will also include recommendations to
achieve that vision. The recommendations will be grouped under the three categories:
• Land Use, Development, and Existing Assets,
• Connectivity, and
• Open Space and Natura Resources.
VI. Implementation Summary
A summary of the recommended implementation actions.
NEXT STEPS
The project team is looking for feedback on the proposed outline, general direction, and content
of the plan. Once feedback has been collected, the project team will begin to draft the plan. The
project team is looking to present a draft plan to the Village Board at the March 5t" Committee
of the Whole. At this meeting, the project team will also present a short video that summarizes
the main concepts of the plan. This video will be used to advertise the plan to residents, the
development community, and to other economic development and regional partners. After the
presentation to the board on March 5t", the draft plan will be available for public viewing and
comments via online. Staff will also be scheduling time for residents to come to Village Hall and
discuss the plan and its contents in person with staff.
After the open comment period is over, the project team will review and integrate any final
feedback and then present it for adoption. The anticipated date is Spring 2018.
Page 2 of 2
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2.2.a
BUFFALO CRO'VE
MEMORANDUM
DATE: January 5, 2018
TO: Village President & Board of Trustees
FROM: Jennifer I. Maltas, Deputy Village Manager
SUBJECT: Liaison Program to Buffalo Grove Taxing Bodies
Introduction
One of the goals listed in the Village Board approved Strategic Plan is to establish a liaison program to
the local taxing bodies in Buffalo Grove. The goal of the program is to enhance relationships,
communications, and future partnerships with each local government agency that serves Buffalo Grove
residents. This memo outlines proposed responsibilities for the Village Board to consider for the liaison
program and has been reviewed with the Village President.
Discussion
As stated above the liaison program has the following goals:
00
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Provide for enhanced relationships between the elected officials of Buffalo Grove and the elected
officials of the local taxing bodies.
Enhance communications between the Village and the local taxing bodies that serve Buffalo
Grove residents.
Look for ways that the entities can partner together to provide joint programs for residents and
businesses, eliminate duplication of services, or partner to save money in a joint purchase or bid.
Keeping the stated goals above in mind, the responsibilities for a liaison to a local taxing body are
proposed to be as follows:
Set up a regular meeting schedule with the entity.
o No formal timeline is proposed for the meetings. As an example, the meetings may be
quarterly or twice a year. Additionally, these regular meetings could be with the Board
President or other another board member. It is up to the liaison and the entity to decide
together what makes the most sense.
o As a jumping off point, the meeting should be an opportunity for each entity to update the
other on important projects or issues that entities are faced with. The liaison should take
time to talk about areas in which the entities could partner on a program or project.
o Depending on need and the topical area, a Village staff member may attend the meetings
with the board liaison. As an example, if there is a residential development in the district
it may make sense for the Community Development Director to attend. Or, if there is a
large construction project planned it may make sense for the Public Works Director or
Village Engineer to attend.
o After each meeting, the liaison should provide a written summary to the Village Board.
When appropriate, attend special events of the entity. Special events may include ribbon cuttings
or kick-offs to new programs.
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2.2.a
• Attend the entity's board meeting when a policy issue is discussed when the Village Board has a
vested interest in the outcome.
It is important to note that some entities may require more time and attention than another depending on
what the district is working on or the number of residents/services that are provided by that agency. The
Village President will appoint the liaisons with this consideration in mind to make sure that the portfolio of
each Village Board member is balanced portfolio and no one board member is overwhelmed. The liaison
assignments will be evaluated after a six month period to determine if they are appropriate and if changes
are needed. If not, liaison assignments will be included as a part of the annual development of the
Trustee portfolio.
Conclusion
Staff provides this information as a starting point for discussion. Staff is seeking feedback from the Village
Board on the proposed responsibilities.
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2.3.a
01 )FFALO GROVE
TO: Dane C. Bragg, Village Manager
FROM: Andrew Brown, Deputy Director of Finance
Scott Anderson, Finance Director
DATE: January 4, 2018
RE: Golf Enterprise Accounting & Budgeting
im
Over the last several years the manner in which department expenditures were budgeted and
accounted for was modified to better reflect the true cost of service delivery. In fiscal years prior
to 2015, all indirect costs were excluded from all Village department budgets. These costs
included accounts payable, general liability insurance and claims, debt service, worker's comp
liabilities, unemployment claims, building maintenance, payroll, employer pension obligations,
accounting, contract negotiation/management, information technology and central garage
services.
As the Village progressed towards the implementation of program based budget in FY 2018,
departments and programs were modified to properly account for expenditures related to
insurance premiums and claims costs, employer pension obligations, internal service
chargebacks for technology, building maintenance, and central garage fleet and generator
maintenance. Costs that were not added back to the FY 2018 Annual Budget included general
administrative and finance department charges and general obligation bond debt service
payments.
The advantage of charging back these costs is to provide staff a more consistent means of
evaluating performance levels as measured against public and private sector benchmarks. In the
case of the Enterprise Funds (water/sewer and golf), the departments can determine an
appropriate user fee that will cover all costs, both direct and indirect, of providing the
service/program.
Currently there is some debate regarding what the golf courses should report for expenses,
account for as revenue, and how the profitability of the courses is measured. In order to provide a
framework for future golf enterprise discussions, staff is seeking to establish a consistent model
for evaluating golf course profitability to use in future business case options to be presented later
in the year.
For the purpose of this analysis three options for determining profitability are presented. Those
options include the current year's method, a direct cost method and a full cost method. Also
included is a financial impact analysis of exiting the golf enterprise. That analysis identifies the
costs associated with ceasing operations and the expenses related to terminating contracts,
paying off outstanding debt, and maintaining vacant building(s) and property.
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2.3.a
Included with this memo is a detailed financial analysis of both golf courses that support the
numbers used in this memorandum. For purposes of the report, the recently completed fiscal year
(2017) is used. The numbers are in draft form and have not been audited. Staff believes the
revenues and expenses represented reflect fairly the amounts that will be included in the annual
audit, less depreciation. Each analysis provides a look at the golf courses under each financial
model.
Option One - Current Method
This option continues the current practice of accounting for all golf revenues (direct and
indirect), operating expenses, internal service charges for building, IT and central garage services
and setting aside reserve funding for buildings and infrastructure (irrigation system).
Under this model it is anticipated that a transfer of $245,275 out of the General Fund will be
needed to eliminate cash deficits at both courses. This accounting/budgeting method provides a
good baseline for determining the financial viability of both courses.
See Table 2: Summary of Financial Options and Related Performance, for an itemized
breakdown of the accounting/budgeting components of this method and the resultant financial
performance.
Option Two — Direct Cost Method
This option accounts for all golf revenues (direct and indirect) and only direct golf expenses. The
result of this method is that all services provided by non -golf staff, except for contracted course
maintenance, would not be charged to the golf operations. No reserves would be established and
all unforeseen facility repairs would be funded through General Fund transfers.
Under this model it is anticipated that the course would generate a profit of $2,334 in FY 2017.
This method provides little value as a tool to gauge the profitability of the golf enterprise and
does nothing to further staff's ability to evaluate the golf course's position in the market related
to greens fees.
This option generates indirect General Fund subsidies. Indirect subsidies are costs incurred to the
General Fund, on the behalf of golf, which do not flow through the golf financial statements.
Competitor courses, especially privately held courses, do not receive government subsidies and
must charge a rate that covers all expenses related to the operation including property tax.
See Table 2: Summary of Financial Options and Related Performance, for an itemized
breakdown of the accounting/budgeting components of this method and the resultant financial
performance.
Option Three — Full Cost Method
This option accounts for all golf revenues (direct and indirect), adds sales tax revenue back to the
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2.3.a
golf courses, accounts for direct and indirect expenses similar to the Current Method and adds in
debt service and administration/finance overhead charges and forestry reimbursements for
services provided on behalf of the golf enterprise.
Under this model it is anticipated that a subsidy of $700,309 from the General Fund will be
needed to eliminate cash deficits at both courses. The additional revenues/expenses related to this
method include:
• Sales Tax
• Debt Service
• Finance/Administration
• Forestry
$ 28,168
(Revenue)
$289,454
(Expense)'
$ 85,300
(Expense)
$ 4,543
(Expense)
It should be noted that the final debt service payment will occur on December 31 ", 2020.
This option provides the best perspective on the true cost of owning and operating a golf
enterprise.
The following is a breakdown of revenues/expenses related to leasing the banquet space over the
last five years and whether those revenues offset the portion of the debt service related to space
assigned to the operator.
Table 1: Lease Revenue Debt Coverage -
Arboretum Golf Club
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Fiscal Year
2013
2014
2015
2016
2017
Annuai Debt
$693,244
$......5
$284,826
$286'166_
$289,454
11=�ercernt of Debt Assigned (43.7%)
224,287
217,291
124,469
125,055
126,491
Revenue Recapture
Rent
64,904
60,468
50,258
50,114
45,205
Base Sales Tax
13,484
12,609
10,589
10,561
9,564
Home Rule Tax
13,484
12,609
10,589
10,561
9,564
Food and Beverage
12,981
12,094
10,052
10,023
9,041
Sub -total
104,853
97,780
81,488
81,259
73,373
Debt Coverage
46.7%
45.0%
65.0%
65.0%
58.0%
5 year average
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
55.9%
Annual debt represents the annual principal and interest payment on the 2010A General
Obligation Bonds. Those bonds were issued in 2003 and subsequently refunded and reissued in
2010 at a lower yield and interest cost. The percent of debt assigned is the amount of the debt
identified in the bond ordinance (43.7%) that directly supports private activity (banquet
operator). Revenue recapture is the amount of revenue generated by the private activity and
received by the Village. Debt coverage is the amount of the annual debt payment that is
recaptured through tenant revenue. The five year average coverage is 55.9 percent. That
recapture coverage does not include expenses related to building maintenance, custodial services,
elevator and fire inspections and other related tenant space concerns. For planning purposes, the
current lease expires at the end of 2023.
See Table 2: Summary of Financial Options and Related Performance, for an itemized
' Remaining debt service payments include; 2018 ($290,547), 2019 ($287,391), 2020 ($294,708)
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2.3.a
breakdown of the accounting/budgeting components of this method and the resultant financial
performance.
The following is a graphic illustration of the differences in budgeting/accounting amongst the
three options.
Table 2: Summary of Financial Options and Related Performance
Revenue
Operating Revenue
Rental Income
Q
Q
Q
Cell Tower Income (BGGC)
Q
Q
Q
Sales Tax Rebate
Q
Expenses
Operating Expenses
Q
Q
Q
Building Maintenance
Q
Q
IT Services
Q
Q
Central Garage Maintenance
Capital Reserves
Q
Q
Finance Suite (AP/PayrolUAudit)
Q
Forestry Services
Q
Administrative Services
Q
Debt Service
R1
FY 2017 Golf Performance (est. unaudited) profit/(loss)
Buffalo Grove Golf Course
$ (142,589)
S (17393)
$ (246,495)
Arboretum Golf Course
$ (102,686)
S 19,727
$ (453,814)
Total
$ 245,275
$ 2,334
$ 700,309
The bottom line is that Option 43 accounts for all of the costs associated with owning and
operating golf courses. The cost of operation does not change between the options. The only
aspect that changes is the transparency, and financial reporting of, any General Fund subsidy.
The final financial analysis provides a picture of the economic impact of exiting the golf
business over the next six years. There are significant one-time costs tied to contracts with five
or fewer year terms. A sixth year (2023) is shown to demonstrate run -out costs of exiting golf
after active contracts have expired.
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2.3.a
Exit Strategy - Cease Golf Operations
The following provides the run out costs of ceasing golf operations. There are one-time costs
associated with cancelling contracts and having the remainder of the debt on the Arboretum
clubhouse called immediately upon the business closing. Also included are recurring costs
related to basic property maintenance, commodity costs, and landscaping. The assumption for
this analysis is that the Village would no longer operate the golf enterprise and the land would
function as open space. The building(s) would need repairs as warranted, temperature control,
and landscape maintenance to minimum aesthetic standards. The following is a snapshot of the
costs to unwind from the golf business for each year of the next six.
Table 3: Financial Imnact of Ceasing Operations
Fiscal Year
2018
2019
2020
2021
2022
2023
1x
Tenant Buyout
500,000
500,000
e
500,000
500,000
500,000
0
Cost
Golf Cart Lease
174,252
139,402
104,551
69,701
34,850
0
Total One Time Costs
Cell Tower (revenue)
674,252
(30,000)
639,402
(30,000)
604,551
(30,000)
569,701
(30,000)
534,850
(30,000)
0
(30,000)
Annual
Cost
Utilities
15,500
15,500
15,500
15,500
15,500
15,500
Insurance
10,000
10,000
10,000
10,000
10,000
10,000
Land Maintenance
60,000
60,000
60,000
60,000
60,000
60,000
Building Maintenance
5,000
5,000
5,000
5,000
5,000
5,000
Total Recurring Costs
60,500
60,500
60,500
60,500
60,500
60,500
Exit Costs
734,752
699,902
665,051
630,201
595,350
60,500
Option #3 Subsidy
(246,495)
(246,495)
(246,495)
(246,495)
(246,495)
(246,495)
Net Savings/(Cost) by Year
(488,257)
(453,407)
(418,556)
(383,706)
(348,855)
185,995
1x
Golf Cart Lease
279,312
ee e
223,450
e
167,587
111,725
55,862
-
Cost
Debt Repayment
872,646
582,099
294,708
-
-
-
Total One Time Costs
Utilities
1,151,958
13,000
805,549
13,000
462,295
13,000
111,725
13,000
55,862
13,000
0
13,000
Annual
Cost
Insurance
10,000
10,000
10,000
10,000
10,000
10,000
Land Maintenance
50,000
50,000
50,000
50,000
50,000
50,000
Building Maintenance
5,000
5,000
5,000
5,000
5,000
5,000
Total Recurring Costs
78,000
78,000
78,000
78,000
78,000
78,000
Exit Costs
1,229,958
883,549
540,295
189,725
133,862
78,000
Option #3 Subsidy
(454,907)
(451,751)
(454,068)
(164,360)
(164,360)
(164,360)
Net Savings/(Cost) by Year
(775,051)
(431,798)
(86,227)
(25,365)
30,498
86,360
TotalGolf Net Savings / (Cost)
(1,263,308)
(885,205)
(504,783)
(409,071)
(3-18,357)
272,355
The chart should be reviewed with the understanding that each year is a separate and distinct
calculation. The savings/(costs) are not cumulative as the chart is viewed left to right. Each
course is listed separately. This chart shows for each course, separately, its one-time exit costs,
the recurring costs of maintenance and measures it against the reported annual General Fund
subsidy calculated in Option #3. Net savings/(costs) represents the annual subsidy less one-time
costs and recurring costs. For example, if the Buffalo Grove Golf Course were to cease
operations in FY 2018, the one-time cost would be S674,252 for contract buyouts, S60,500
would be required for utilities, land and building maintenance offset by cell tower income. The
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2.3.a
total cost $734,752 would be offset by the planned subsidy of $246,496. The actual financial
impact after accounting for the run -out costs less the anticipated subsidy is $488,257.
Next Steps
As soon as there is a base line of agreement regarding what the golf enterprise costs to operate
and a consistent approach on how to measure profitability, staff can provide more cogent
approach business options to address the current market, and present opportunities for future
years.
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2.3.a
Village of Buffalo Grove
Golf Course Financial Review
Profitability Models for Fiscal Year 2017
As of December 27, 2017
Prepared by the Golf and Finance Department
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2.3.a
Table of Contents
Buffalo Grove Golf Club
— Options Summary 1
Buffalo Grove Golf Club
— Option #1 Current Valuation Method Summary 2
Buffalo Grove Golf Club
— Option #2 Direct Cost Method Summary 3
Buffalo Grove Golf Club
— Option #1 and Option #2 Line Item Detail 4
Buffalo Grove Golf Club
— Option #3 Full Cost Method Summary 5
Buffalo Grove Golf Club
— Option #3 Line Item Detail 6
Buffalo Grove Golf Club
— Cease Operation of Club as of 12/31/17 Summary 7
Buffalo Grove Golf Club
— Cease Operation of Club as of 12/31/17 Detail 8
Arboretum Golf Club — Options Summary 9
Arboretum Golf Club — Option #1 Current Valuation Method Summary 10
Arboretum Golf Club — Option #2 Direct Cost Method Summary 11
Arboretum Golf Club — Option #1 and Option #2 Line Item Detail 12
Arboretum Golf Club — Option #3 Full Cost Method Summary 13
Arboretum Golf Club — Option #3 Line Item Detail 14
Arboretum Golf Club — Cease Operation of Club as of 12/31/17 Summary 15
Arboretum Golf Club — Cease Operation of Club as of 12/31/17 Detail 16
Building Maintenance Itemized Cost Detail 17
Allocation of Internal Service for Administration 18
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2.3.a
Buffalo Grove Golf Club
Option 1 - Current Valuation Method
Profit and Loss Summary
Revenues Summary
Est Actuals
Golf Course Fees Total
1,051,005
All Other Revenue Total
(292)
Total Revenue
1,050,713
Expenditures Summary
Est Actuals
Personal Services Totals
329,712
Personal Benefits Totals
106,381
Operating Expenses Total
558,660
Insurance Total
11,420
Commodities Total
53,500
Maintenance & Repairs - Facilities Total
52,310
Maintenance & Repairs - Vehicles Total
5,934
Capital Reserve Total
70,600
Capital Projects Total
31865
All Other Expenses Total
921
Total Expenditures
1,193,303
Profit/(Loss) FY 2017
(142,589)
General Fund Revenues Excluded Est Actuals
Sales tax 1% (state) 4,271
Sales Tax 1% (home Rule) 4,271
Food and Beverage Tax 1% 3,688
Gaming Tax
957
Totals 13,186
Expenditures Excluded Est Actuals
Buildings & Structures 820,170
Internal Service Funds Admin 80,987
Internal Service Funds Forestry 36,105
Debt Service -
Totals 937,262
Packet Pg. 15
2.3.a
Buffalo Grove Golf Club
Option 2 - Direct Cost Method
Profit and Loss Summary
Revenues Summary
Est Actuals
Golf Course Fees Total
1,051,005
All Other Revenue Total
(292)
Total Revenue
1,050,713
Expenditures Summary
Est Actuals
Personal Services Totals
329,712
Personal Benefits Totals
106,381
Operating Expenses Total
558,660
Insurance Total
11,420
Commodities Total
53,500
Maintenance & Repairs - Facilities Total
52,310
Maintenance & Repairs - Vehicles Total
5,934
Capital Reserve Total
70,600
Capital Projects Total
3,865
All Other Expenses Total
921
Total Expenditures
1,193,303
Profit/(Loss) FY 2017
(142,589)
Internal Service
IT Internal Svc Contribution
15,229
Building Mnt Internal Svc Cntrb
39,367
Central Garage Internal Svc
-
Capital Reserve
Reserve for Technology
1,000
Reserve for Buildings
10,000
Reserve for Infrastructure
59,600
Profit/(Loss) Total
(17,393)
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Line Item Detail for Option 1 and Option 2
Buffalo Grove Golf Club
Revenues
Est Actuals
Expenditures
Est Actuals
Greens Fees
637,481
Salaries - Full Time
201,110
Power Cart Rental
151,299
Salaries - Part Time
27,121
Pull Cart Rental
4,870
Salaries - Seasonal
99,081
Driving Range Fees
68,478
Salaries - Longevity
2,400
Memberships & Passes
56,031
Personal Services Totals
329,712
Merchandise Sales
58,281
Sales Tax
5,826
Group & Medical Life
44,186
Club Rental Fees
935
Professional Training
-
Locker Room Rental
25
Dues & Memberships
1,588
Club Storage
165
Employer's Contribution - FICA
20,432
Rental Income Facility
27,035
Employer's Contribution - IMRF
35,397
Rental Income Cell Tower
30,773
Employer's Contribution Medicare
4,778
Utility Reimbursement
9,633
Personal Benefits Totals
106,381
Other Revenue
175
Golf Course Fees Total
1,051,005
Maintenance Contracts
390,785
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Printing
632
Miscellaneous Income
(292)
IT Internal Svc Contribution
15,229
All Other Revenue Total
(292)
Audit Fees
-
Supplies - Office
4,018
v
Total Revenue
1,050,713
Supplies - Golf Course
6,268
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Supplies - All Other
1,100
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Merchandise Purchases
46,409
Golf Cart Rental
31,366
Driving Range
2,795
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Advertising & Promotions
4,828
Credit Card Fees
49,725
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State Sales Tax
5,505
Operating Expenses Total
558,660
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10,00000
Unemployment Insurance
1,420
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Deductible - Non Wrker's Co
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Insurance Total
11,420
d
Electricity - Facilities
50,000
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Gas - Facilities
3,500
Commodities Total
53,500
Building Mnt Internal Svc Cntrb 39,367
Buildings & Facilities 3,859
Golf Course 6,378
Irrigation System 2,705
Maintenance & Repairs - Facilities Total 52,310
Central Garage Internal Svc -
Gasoline 5,934
Maintenance & Repairs - Vehicles Total 5,934
Reserve for Technology 1,000
Reserve for Buildings 10,000
Reserve for Infrastructure 59,600
Capital Reserve Total 70,600
Golf Course 3,865
Capital Projects Total 3,865
All Other Expenses 921
All Other Expenses Total 921
Operating Transfers Corporate Fund
Packet Pg. 17
Total Expenses 1,193,303
2.3.a
Buffalo Grove Golf Club
Option #3 - Full Cost Method
Profit and Loss Summary
Revenues Summary
Est Actuals
Golf Course Fees Total
1,051,005
All Other Revenue Total
12,894
Total Revenue
1,063,899
Expenditures Summary
Est Actuals
Personal Services Totals
329,712
Personal Benefits Totals
106,381
Operating Expenses Total
675,752
Insurance Total
11,420
Commodities Total
53,500
Maintenance & Repairs - Facilities Total
52,310
Maintenance & Repairs - Vehicles Total
5,934
Capital Reserve Total
70,600
Capital Projects Total
3,865
All Other Expenses Total
921
Total Expenditures
1,310,394
Profit/(Loss) FY 2017*
(246,495)
*Excludes Capital Improvement of $820,170
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Line Item Detail for Option 3
Buffalo Grove Golf Club Option #3 - Full Cost Method
2.3.a
Revenues
Est Actuals
Expenditures
Est Actuals
Greens Fees
637,481
Salaries - Full Time
201,110
Power Cart Rental
151,299
Salaries - Part Time
27,121
Pull Cart Rental
4,870
Salaries -Seasonal
99,081
Driving Range Fees
68,478
Salaries - Longevity
2,400
Memberships & Passes
56,031
Personal Services Totals
329,712
Merchandise Sales
58,281
Sales Tax
5,826
Group & Medical Life
44,186
Club Rental Fees
935
Professional Training
-
Locker Room Rental
25
Dues & Memberships
1,588
Club Storage
165
Employer's Contribution - FICA
20,432
Rental Income Facility
27,035
Employer's Contribution - IMRF
35,397
Rental Income Cell Tower
30,773
Employer's Contribution Medicare
4,778
Utility Reimbursement
9,633
Personal Benefits Totals
106,381
Other Revenue
175
Golf Course Fees Total
1,051,005
Maintenance Contracts
390,785
Printing
632
Sales tax 1% (state)
4,271
IT Internal Svc Contribution
15,229
Sales Tax 1% (home Rule)
4,271
Internal Service Funds Admin
80,987
Food and Beverage Tax 1%
3,688
Internal Service Funds Forestry
36,105
Gaming Tax
957
Audit Fees
-
AII Other Revenue Miscellaneous
(292)
Supplies - Office
4,018
All Other Revenue Total
12,894
Supplies - Golf Course
6,268
Supplies - All Other
1,100
Total Revenue
1,063,899
Merchandise Purchases
46,409
Golf Cart Rental
31,366
Driving Range
2,795
Advertising & Promotions
4,828
Credit Card Fees
49,725
State Sales Tax
5,505
Operating Expenses Total
675,752
Premium
10,000
Unemployment Insurance
1,420
Deductible - Worker's Comp
-
Deductible - Non Wrker's Co
-
Insurance Total
11,420
Electricity - Facilities
50,000
Gas - Facilities
3,500
Commodities Total
53,500
Building Mnt Internal Svc Cntrb
39,367
Buildings & Facilities
3,859
Golf Course
6,378
Irrigation System
2,705
Maintenance & Repairs - Facilities Tota
52,310
Central Garage Internal Svc
-
Gasoline
5,934
Maintenance & Repairs - Vehicles Total
5,934
Reserve for Technology
1,000
Reserve for Buildings
10,000
Reserve for Infrastructure
59,600
Capital Reserve Total
70,600
Debt Service
-
Buildings & Structures
820,170
Golf Course
3,865
Capital Projects Total
824,035
All Other Expenses 921
All Other Expenses Total 921
Operating Transfers Corporate Fund
Total Expenses 2,130,565
Packet Pg. 19
2.3.a
Buffalo Grove Golf Club
Exit Strategy
Revenue and Expenditure Summary Est Actuals
Total Forgone Revenue 1,033,126
Total Non-Recuring Expenses 1,138,706
Total
Revenue Maintained
105,580
Est Actuals
Rental Income Cell Tower 30,773
Total Maintained Revenue 30,773
Expenditures Absorbed to General Fund
Est Actuals
IT Internal Svc Contribution
15,229
Internal Service Funds Admin
80,987
Internal Service Funds Forestry
36,105
Building Mnt Internal Svc Cntrb
39,367
Total Expenses absorbed to General Fund
171,688
Property Maintenance Expenditures into Perpetuity Est Actuals
Electricity - Facilities 15,000
Gas - Facilities 500
Buildings & Facilities 5,000
Insurance 10,000
Course Maintenance 60,000
Total Expenses to Maintain Bldg/Facilities 90,500
Buyout Expenditures - One Time as of 12/31/17 Est Actuals
Debt Service -
Tenant Buyout 500,000
Golf Cart Lease Buyout 174,252
Total Buyout Expenditures 674,252
Packet Pg. 20
Line Item Detail
Buffalo Grove Golf Club
Exit Strategy
2.3.a
Revenues Forgone
Est Actuals
Greens Fees
637,481
Power Cart Rental
151,299
Pull Cart Rental
4,870
Driving Range Fees
68,478
Memberships & Passes
56,031
Merchandise Sales
58,281
Sales Tax
5,826
Club Rental Fees
935
Locker Room Rental
25
Club Storage
165
Rental Income Facility
27,035
Utility Reimbursement
9,633
Other Revenue
175
Sales tax 1% (state)
4,271
Sales Tax 1% (home Rule)
4,271
Food and Beverage Tax 1%
3,688
Gaming Tax
957
All Other Revenue Miscellaneous
(292)
Total Forgone Revenue 1,033,126
Non -Recurring Expenditures Est Actuals
Salaries - Full Time 201,110
Salaries - Part Time 27,121
Salaries - Seasonal 99,081
Salaries - Longevity 2,400
Personal Services Totals 329,712
Group & Medical Life
44,186
Professional Training
-
Dues & Memberships
1,588
Employer's Contribution - FICA
20,432
Employer's Contribution - IMRF
35,397
Employer's Contribution Medicare
4,778
Personal Benefits Totals
106,381
Maintenance Contracts
390,785
Printing
632
Audit Fees
-
Supplies - Office
4,018
Supplies - Golf Course
6,268
Supplies - All Other
1,100
Merchandise Purchases
46,409
Golf Cart Rental
31,366
Driving Range
2,795
Advertising & Promotions
4,828
Credit Card Fees
49,725
State Sales Tax
5,505
Operating Expenses Total 543,431
Premium 10,000
Unemployment Insurance 1,420
Deductible - Worker's Comp -
Deductible - Non Wrker's Co
Insurance Total 11,420
Electricity - Facilities 50,000
Gas - Facilities 3,500
Commodities Total 53,500
Buildings & Facilities 3,859
Golf Course 6,378
Irrigation System 2,705
Maintenance & Repairs - Facilities Tot; 12,943
Gasoline 5,934
Maintenance & Repairs - Vehicles Tot< 5,934
Reserve for Technology
1,000
Reserve for Buildings
10,000
Reserve for Infrastructure
59,600
Capital Reserve Total
70,600
Debt Service -
Golf Course 3,865
Capital Projects Total 3,865
All Other Expenses 921
All Other Expenses Total 921
Operating Transfers Corporate Fund
Total Expenses 1,138,706
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2.3.a
Arboretum Golf Club
Option #1- Current Valuation Method
Profit and Loss Summary
Revenues Summary
Est Actuals
Golf Course Fees Total
1,160,161
Total Revenue
1,160,161
Expenditures Summary
Est Actuals
Personal Services Totals
141,581
Personal Benefits Totals
22,008
Operating Expenses Total
873,586
Insurance Total
29,999
Commodities Total
57,500
Maintenance & Repairs - Facilities Total
67,037
Maintenance & Repairs - Vehicles Total
-
Capital Reserve Total
55,400
Capital Projects Total
14,146
All Other Expenses Total
1,591
Total Expenditures
1,262,847
Profit/(Loss) FY 2017
(102,686)
General Fund Revenues Excluded Est Actuals
Sales tax 1% (state) 9,564
Sales Tax 1% (home Rule) 9,564
Food and Beverage Tax 1% 9,041
Gaming Tax -
Totals 28,168
Expenditures Excluded Est Actuals
Internal Service Funds Admin 85,300
Internal Service Funds Forestry
Debt Service
4,543
289,454
Totals 379,296
Packet Pg. 23
2.3.a
Arboretum Golf Club
Option #2 - Direct Cost Method
Profit and Loss Summary
Revenues Summary
Est Actuals
Golf Course Fees Total
1,160,161
Total Revenue
1,160,161
Expenditures Summary
Est Actuals
Personal Services Totals
141,581
Personal Benefits Totals
22,008
Operating Expenses Total
873,586
Insurance Total
29,999
Commodities Total
57,500
Maintenance & Repairs - Facilities Total
67,037
Maintenance & Repairs - Vehicles Total
-
Capital Reserve Total
55,400
Capital Projects Total
14,146
All Other Expenses Total
1,591
Total Expenditures
1,262,847
Profit/(Loss) FY 2017
(102,686)
Internal Service
IT Internal Svc Contribution
11,185
Building Mnt Internal Svc Cntrb
55,828
Central Garage Internal Svc
-
Capital Reserve
Reserve for Office and Other
-
Reserve for Buildings
10,000
Reserve for Infrastructure
45,400
Profit/(Loss) Total
19,727
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Line Item Detail for Option 1 and Option 2
Arboretum Golf Club
2.3.a
Revenues
Est Actuals
Expenditures
Est Actuals
Greens Fees
680,792
Salaries - Full Time
49,672
Power Cart Rental
171,649
Salaries - Part Time
24,375
Pull Cart Rental
11022
Salaries - Seasonal
67,133
Memberships & Passes
53,925
Salaries - Longevity
400
Merchandise Sales
52,248
Personal Services Totals
141,581
Coupon Sales
17,440
Sales Tax
4,008
Group & Medical Life
-
Club Rental Fees
3,856
Dues & Memberships
798
Locker Room Rental
355
Employer's Contribution - FICA
8,780
Rental Income Facility
45,205
Employer's Contribution - IMRF
10,377
Utility Reimbursement
37,638
Employer's Contribution Medicare
2,053
Other Revenue
92,023
Personal Benefits Totals
22,008
Golf Course Fees Total
1,160,161
Maintenance Contracts
684,153
Printing
595
IT Internal Svc Contribution
11,185
Audit Fees
-
Supplies - Office
4,728
Supplies - Golf Course
13,831
Merchandise Purchases
42,416
Golf Cart Rental
56,132
Advertising & Promotions
8,807
Credit Card Fees
47,814
State Sales Tax
3,925
Operating Expenses Total
873,586
Premium 10,000
Unemployment Insurance -
Deductible - Worker's Comp
Deductible - Non Wrker's Co 191999
Insurance Total 29,999
Electricity - Facilities 47,500
Gas - Facilities 10,000
Commodities Total 57,500
Building Mnt Internal Svc Cntrb 55,828
Buildings & Facilities 361
Golf Course 2,487
Irrigation System 8,361
Maintenance & Repairs - Facilities Total 67,037
Central Garage Internal Svc
Gasoline
Maintenance & Repairs - Vehicles Total -
Reserve for Office and Other -
Reserve for Buildings 10,000
Reserve for Infrastructure 45,400
Capital Reserve Total 55,400
Golf Course 14,146
Capital Projects Total 14,146
All Other Expenses 1,591
All Other Expenses Total 1,591
Operating Transfers Corporate Fund
Packet Pg. 25
Total Expenses 1,262,847
2.3.a
Arboretum Golf Club
Option #3 - Full Cost Method
Profit and Loss Summary
Revenues Summary
Est Actuals
Golf Course Fees Total
1,160,161
All Other Revenue
28,168
Total Revenue
1,188,329
Expenditures Summary
Est Actuals
Personal Services Totals
141,581
Personal Benefits Totals
22,008
Operating Expenses Total
963,428
Insurance Total
291999
Commodities Total
57,500
Maintenance & Repairs - Facilities Total
67,037
Maintenance & Repairs - Vehicles Total
-
Capital Reserve Total
55,400
Capital Projects Total
303,600
All Other Expenses Total
1,591
Total Expenditures
1,642,143
Profit/(Loss) FY 2017
(453,814)
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2.3.a
Line Item Detail Option #3
Arboretum Golf Club Option #3 - Full Cost Method
Revenues Est Actuals Expenditures Est Actuals
Greens Fees
680,792
Power Cart Rental
171,649
Pull Cart Rental
1,022
Memberships & Passes
53,925
Merchandise Sales
52,248
Coupon Sales
17,440
Sales Tax
4,008
Club Rental Fees
3,856
Locker Room Rental
355
Rental Income Facility
45,205
Utility Reimbursement
37,638
Other Revenue
92,023
Golf Course Fees Total 1,160,161
All Other Revenue Est Actuals
Sales tax 1% (state) 9,564
Sales Tax 1% (home Rule) 9,564
Food and Beverage Tax 1% 9,041
Gaming Tax -
Total All Other 28,168
Total Revenues 1,188,329
Salaries -
Full Time
49,672
Salaries -
Part Time
24,375
Salaries -
Seasonal
67,133
Salaries -
Longevity
400
Personal Services Totals
141,581
Group & Medical Life
Dues & Memberships
798
Employer's Contribution - FICA
8,780
Employer's Contribution - IMRF
10,377
Employer's Contribution Medicare
2,053
Personal Benefits Totals
22,008
Maintenance Contracts
684,153
Printing
595
IT Internal Svc Contribution
11,185
Internal Service Funds Admin
85,300
Internal Service Funds Forestry
4,543
Audit Fees
-
Supplies - Office
4,728
Supplies - Golf Course
13,831
Merchandise Purchases
42,416
Golf Cart Rental
56,132
Advertising & Promotions
8,807
Credit Card Fees
47,814
State Sales Tax
3,925
Operating Expenses Total
963,428
Premium 10,000
Unemployment Insurance -
Deductible -Worker's Comp -
Deductible - Non Wrker's Co 19,999
Insurance Total 29,999
Electricity - Facilities 47,500
Gas - Facilities 10,000
Commodities Total 57,500
Building Mnt Internal Svc Cntrb 55,828
Buildings & Facilities 361
Golf Course 2,487
Irrigation System 8,361
Maintenance & Repairs - Facilities Total 67,037
Central Garage Internal Svc
Gasoline
Maintenance & Repairs - Vehicles Total
Reserve for Office and Other -
Reserve for Buildings 10,000
Reserve for Infrastructure 45,400
Capital Reserve Total 55,400
Debt Service 289,454
Golf Course 14,146
Capital Projects Total 303,600
All Other Expenses 1,591
All Other Expenses Total 1,591
Operating Transfers Corporate Fund
Total Expenses 1,642,143
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2.3.a
Arboretum Golf Club
Exit Strategy
Revenue and Expenditure Summary Est Actuals
Total Forgone Revenue 1,188,329
Total Non -Recurring Expenditures 1,485,287
Total 296,958
Expenditures Absorbed to General Fund Est Actuals
IT Internal Svc Contribution
11,185
Internal Service Funds Admin
85,300
Internal Service Funds Forestry
4,543
Building Mnt Internal Svc Cntrb
55,828
Total Expenses absorbed to General Fund
156,856
Property Maintenance Expenditures Est Actuals
Electricity - Facilities 7,500
Gas - Facilities 5,500
Buildings & Facilities 5,000
Insurance 10,000
Course Maintenance 50,000
Total Expenses to Maintain Bldg/Facilities 78,000
Buyout Expenditures Est Actuals
Debt Service 869,361
Tenant Buyout -
Golf Cart Lease Buyout 279,312
Total Buyout Expenditures 1,148,673
3
Packet Pg. 28
Line Item Detail
Arboretum Golf Club
Exit Strategy
Forgone Revenues
Est Actuals
Non -Recurring Expenditures
Est Actuals
Greens Fees
680,792
Salaries - Full Time
49,672
Power Cart Rental
171,649
Salaries - Part Time
24,375
Pull Cart Rental
1,022
Salaries - Seasonal
67,133
Memberships & Passes
53,925
Salaries - Longevity
400
Merchandise Sales
52,248
Personal Services Totals
141,581
Coupon Sales
17,440
Sales Tax
4,008
Group & Medical Life
-
Club Rental Fees
3,856
Dues & Memberships
798
Locker Room Rental
355
Employer's Contribution - FICA
8,780
Rental Income Facility
45,205
Employer's Contribution - IMRF
10,377
Utility Reimbursement
37,638
Employer's Contribution Medicare
2,053
Other Revenue
92,023
Personal Benefits Totals
22,008
Sales tax 1% (state)
9,564
Sales Tax 1% (home Rule)
9,564
Maintenance Contracts
684,153
Food and Beverage Tax 1%
9,041
Printing
595
Gaming Tax
-
Audit Fees
-
Total Forgone Revenue
1,188,329
Supplies - Office
4,728
Supplies - Golf Course
13,831
Merchandise Purchases
42,416
Golf Cart Rental
56,132
Advertising & Promotions
8,807
Credit Card Fees
47,814
State Sales Tax
3,925
Operating Expenses Total
862,401
Premium 10,000
Unemployment Insurance -
Deductible - Worker's Comp -
Deductible - Non Wrker's Co 19,999
Insurance Total 29,999
Electricity - Facilities 47,500
Gas - Facilities 10,000
Commodities Total 57,500
Buildings & Facilities 361
Golf Course 2,487
Irrigation System 8,361
Maintenance & Repairs - Facilities Total 11,209
Central Garage Internal Svc
Gasoline
Maintenance & Repairs - Vehicles Total
Reserve for Office and Other -
Reserve for Buildings 10,000
Reserve for Infrastructure 45,400
Capital Reserve Total 55,400
Debt Service 289,454
Golf Course 14,146
Capital Projects Total 303,600
All Other Expenses 1,591
All Other Expenses Total 1,591
2.3.a
Operating Transfers Corporate Fund -
Packet Pg. 29
Total Expenses 1,485,287
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Distribution
Program Total
BGGC %
BGGC in $
Arbo %
Arbo in $
Finance
Fiscal Services
415,490
6.25%
25,968
6.25%
25,968
Administration
282,625
5.00%
14,131
5.00%
14,131
Budgeting/Reporting
308,465
2.41%
7,434
2.94%
9,069
Purchasing
292,684
2.41%
7,054
2.94%
8,605
OVM
Innovation/Analytics
93,984
2.41%
2,265
2.94%
2,763
Communications
118,593
2.41%
2,858
2.94%
3,487
HR
Benefits Administration
204,858
0.76%
1,557
0.76%
1,557
Recruitment
131,413
4.89%
6,427
4.89%
6,427
Risk Managemnt
204,858
6.25%
12,804
6.25%
12,804
Training
64,462
0.76%
490
0.76%
490
Total Cost
80,988
85,300
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2.4.a
Draft Board Priorities
Financial
Goal: The Village will allocate state shared revenues to fund Tier II and Tier III services
within five years.
Policy Implication: State shared revenues will be allocated to one-time and non -essential services
based upon the availability of funds.
Prior Actions: The Village Board previously allocated its non -debt service levy to public safety
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expenditures, ensuring a stable revenue source for this program area.
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Capital reserve transfers are made at the end of each calendar year, providing
maximum flexibility to the Village in allocating resources for programs.
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Services have been assigned priority by Tier I, II and III, and further used as a
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guide to develop resource allocations.
Staff developed a comprehensive fee and fine survey and rate analysis, which is
used to compare rates to comparable service providers.
Specific Actions: Generate revenue allocation profile by service. As part of the program based
budget, each service will show its corresponding revenue source(s)
The Village Board will assess and provide direction on any identified local
revenue sources that can be enhanced or implemented.
The Village will continue to pursue entrepreneurial arrangements to sell
external services to other units of local government, where a net benefit can be
realized.
The Village will continue to provide services based on core competencies,
seeking alternate service delivery models where practical and beneficial.
Packet Pg. 32
2.4.a
Economic Development
Goal: The Village will encourage and foster economic development as a means to
provide resources for operational and capital needs as well as to improve the
quality of life of the community.
Policy Implication: Economic development requires systemic reinvestment in existing and new
commercial areas. The Village Board will explore and adopt financial
mechanisms that allow needed reinvestment to occur — in the planning and
development phases of redevelopment.
Prior Actions: The Village has previously approved revenue sharing agreements for sales tax y
producing entities (Hines Lumber, Connexion, auto dealers).
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property for a downtown project.
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Tax increment financing was used to develop the Town Center property. N
Specific Actions: The Village Board will assess successful projects in other communities to gain an
understanding of financial, legal, land use and other aspects necessary to
develop successful local projects.
The Village will explore establishing a commercial brokerage relationship to seek
and vet potential projects.
For obsolescent, underutilized, environmentally challenged and/or vacant
commercial properties, the Village will identify and make available development
finance mechanisms for the redevelopment of the property, dependent upon
specific site/trade characteristics.
The Village will implement the goals adopted in the Economic Development
Strategic Plan.
Packet Pg. 33
2.4.a
Goal: The Village Board will strive to communicate effectively and work cooperatively
to achieve common goals. The Board will respect and accept differences of
opinions and will work together in a constructive manner that is both essential
and necessary to achieve its goals for the residents of the Village of Buffalo
Grove. The Village President will take every opportunity to share information
regarding the President's activities including a summary of the meetings and
ribbon cuttings attended by the President and any important information
related to these activities.
Policy Implication: Effective cooperation is essential for the success of the Village Board and the
achievement of identified goals and to accomplish what is in the 2018-2023
Strategic Plan.
Prior Actions: N/A.
Specific Actions: Village President/Trustee Communications: In order to improve
communication, the Village President will make every effort to communicate
with Trustees. The Village President will share information with Trustees on an
ongoing and continuous basis. To build relationships and mutual support,
interaction with Trustees will be a number one priority. The Village President
will always be available to Trustees. Communication can take place through
telephone calls, emails, one-on-one meetings and any additional ways to
achieve the goal of successful communication. Trustees will contact the Village
President with questions that might arise.
Trustee/Trustee Communications: Trustees will work well together by
respecting and accepting differences of opinions to enhance the decision -
making process. Trustee liaisons will provide updates of
committee/board/commission activities to the Village Board that they feel are
important to share at Village Board Meetings on an ongoing basis.
The Village Board will periodically review the Code of Conduct as a guide for
Board activities.
The Village Board will promote itself and the Village of Buffalo Grove through
the Village News, ENews, FACEBOOK Page, Community Development
Information, etc.
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