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2018-05-07 - Village Board Committee of the Whole - Agenda PacketFifty Raupp Blvd Buffalo Grove, IL 60089-2100 Phone: 847-459-2500 A. Pledge of Allegiance 2. Village President's Report A. Special Recognition of Buffalo Grove's FCCLA State Champions (Trustee Stein) (Staff Contact: Dane Bragg) 3. Special Business A. BG Days Site Plan Update (Trustee Stein, Trustee Johnson) (Staff Contact: Michael Reynolds) B. Volunteer Insurance Coverage Overview (Trustee Berman) (Staff Contact: Arthur Malinowski) C. Communications Strategy (Trustee Johnson) (Staff Contact: Jenny Maltas) D. Board Liaison Program Update (Trustee Johnson, Trustee Ottenheimer) (Staff Contact: Jenny Maltas) E. Discussion Regarding the 2018 ICC Building Codes and Residential Sprinklers (Trustee Ottenheimer) (Staff Contact: Chris Stilling) F. Water Study Update (Trustee Stein) (Staff Contact: Michael Reynolds) 4. 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. 5. Executive Session A. Executive Session- Section 2(C)(3) of the Illinois Open Meetings Act: the Selection of a Person to Fill a Public Office, as Defined in This Act, Including a Vacancy in a Public Office, When the Public Body is Given Power to Appoint Under Law or Ordinance, or the Discipline, Performance or Removal of the Occupant of a Public Office, When the Public Body is Given Power to Remove the Occupant Under Law or Ordinance. (President Sussman) (Staff Contact: Dane Bragg) B. Executive Session- Section 2(C)(6) of the Illinois Open Meetings Act: the Setting of a Price for Sale or Lease of Property Owned by the Public Body. (President Sussman) (Staff Contact: Dane Bragg) C. Executive Session - Section 2(C)(11) of the Illinois Open Meetings Act: Litigation, When an Action Against, Affecting or on Behalf of the Particular Public Body Has Been Filed and is Pending Before a Court or Administrative Tribunal, or When the Public Body Finds that an Action is Probable or Imminent, in Which Case the Basis for the Finding Shall be Recorded and Entered into the Minutes of the Closed Meeting. (President Sussman) (Staff Contact: Dane Bragg) D. Executive Session- Section 2(C)(21) of the Illinois Open Meetings Act: Discussion of Minutes of Meetings Lawfully Closed Under This Act, Whether for Purposes of Approval by the Body of the Minutes or Semi -Annual Review of the Minutes as Mandated by Section 2.06. (Clerk Sirabian) (Staff Contact: Dane Bragg) 6. 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.A Information Item : Special Recognition of Buffalo Grove's FCCLA State Champions ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp N/A The Village President and Board of Trustees of the Village of Buffalo Grove are very proud of the accomplishments of Lauren Stein, Elizabeth Dungan, Shria Garlapati, and Preeti Kamma who are FCCLA State Champions. Trustee Liaison Staff Contact Stein Dane Bragg, Office of the Village Manager Monday, May 7, 2018 Updated: 5/3/2018 9:36 AM Page 1 Packet Pg. 3 3.A Information Item : BG Days Site Plan Update ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion. Staff will present an update regarding the most current site plan for the BG Days event. ATTACHMENTS: • BG Days Update 03212018 (DOCX) • Buffal oG rove Days_Cu rre nt Large (PDF) • Buffal oG rove Days_Cu rrent Detail (PDF) • Buffal oG rove Days_Proposed Large (PDF) • Buffal oG rove Days_Proposed Detail (PDF) Trustee Liaison Stein, Johnson Monday, May 7, 2018 Staff Contact Michael Reynolds, Public Works Updated: 5/3/2018 12:38 PM Page 1 Packet Pg. 4 3.A.a VILLAGE 0111' BUFFALO GROVE MEMORANDUM DATE: April 30, 2018 TO: Jennifer Maltas, Deputy Village Manager FROM: Mike Reynolds, Director of Public Works SUBJECT: Buffalo Grove Days Site Layout Considerations Plans for the 2018 Buffalo Grove Days continue to evolve as the Village and Committee embark on a wide variety of changes. On March 8t" Deputy Village Manager Jennifer Maltas provided a comprehensive status update with regard to the overall event and progress being made on a variety of fronts. This memo will provide an update on the site layout considerations thus far. In keeping with the Village's goal to create a break-even event, an internal meeting was held in mid -January between Village staff, Trustee Liaisons and Consultant Matt Settler. The purpose of this meeting was two -fold. First, the village wanted to bring Mr. Settler up to speed on the current layout and the rationale behind it. Second, was to review alternative site layout options. At this meeting, numerous issues were reviewed and various layout scenarios were discussed. The group also reviewed comments from the Chamber regarding the Beer Service tent location and Business Fair. The layout was also reviewed with the BG Days Chairs and various stakeholders. When reviewing the layout, keep in mind that in order to move anything, something else has to move as well. The discussion below relies upon all of the pieces moving together to facilitate the overall proposed outcome. The attached plans illustrate both the current layout as well as the proposed layout changes as discussed below. Carnival & Kid's Crafts/Entertainment There is no question that the carnival is the greatest revenue producer for the event. Therefore, a majority of the discussion has been how to get more people into the carnival area. In the current layout, the carnival is the furthest away from the main entrance and there is no clear thoroughfare to get there. After reviewing several options, it is proposed that the carnival would be expanded to the northwest and occupy the areas previous held by Rotary and the craft fair. This would provide more visibility to the carnival and create a nice entranceway into the rest of the carnival area. In conjunction with this, the kid's craft/entertainment tent would be moved to the craft area and positioned adjacent to the food tent. The benefit of this is that it provides for a more centralized location for kids activities and rides while remaining proximal to both the food tent and the carnival. Additionally, this moves the kids events further away from alcohol sales. This layout works for the carnival as well, as it provides more flexibility for set-up and take down activities, as well as providing more room to spread out the remaining larger rides, ticket booths and food service facilities. A third component of this scenario is that the walk around entertainment characters will be interspersed within the carnival area, hopefully bringing more kids and activity to the carnival area. It had been previously understood that the characters could not go into the carnival area but discussions with the carnival vendor revealed that the characters are welcome as they drive more traffic to the rides/games. Packet Pg. 5 3.A.a This move requires the relocation of the craft/business fair and the rotary booth which will be discussed later in this memo. Beer Service and Beer Tent The Chamber had two concerns about the beer sales location. The first is that in the new location they are farther away from food sales. The second was that people were leaving the main stage venue without having to go past the beer tent. If you recall, at the old site, you had to walk through or past the beer tent to exit the main stage venue. In the current configuration there is no clear thoroughfare or pathway to exit the entertainment area to bring people to food or beer sales. Staff agreed that it would be more convenient for festival goers if the alcohol sales were closer to the food sales and that a main thoroughfare would help people navigate the event. The proposed site plan moves the beer sales tent closer the food tend and more towards the main stage entertainment. The general location will be where the kid's craft/entertainment was previously located. Additionally, plan reconfigures the fencing so that all festival goers must enter and exit through the main drive, which has the added benefit of assisting with crowd control should something happen at the event. The beer entertainment tent is going to be re -branded as the "Buffalo Tent" or similar idea with a sponsorship partner yet to be determined. The tent is also going to be moved to a more central position in the main stage venue area. Currently, there is a vast amount of real estate between the beer tent and the area where the main stage patrons gather. This move will fill a generally under-utilized area making room to relocate the craft fair, business fair and Rotary. Additionally, it addresses numerous complaints that were received regarding the ability to actually hear and take orders in the beer sales area. Craft Fair & Business Fair: In order to facilitate the carnival reconfiguration as well as the kid's craft/entertainment, the craft fair, business fair, and Rotary Duck Race had to be relocated. With the relocation of the beer sales area and the beer entertainment tent, the craft fair, business fair and Rotary will be relocated to that area. Typically there are 35- 40 craft fair participants and 20-25 business fair participants. The layout as currently proposed will accommodate 75 participants total with expansion capabilities to 91, if needed. The craft and business fair will be combined in the proposed relocation with the hopes of driving more traffic to all of the booths. Miscellaneous Site Considerations: With the move of the carnival, it was decided that the trailer washroom facilities would be relocated. The Festival currently utilizes two units each of which can accommodate both men and women. One would be moved to the main stage area and the other would be moved to the area adjacent to the food tent that is currently occupied by the individual port -a -potty units. The trailer vacancy would be filled by the individual Aort- a -potty units previously located adjacent to the food tent. Staff is currently exploring the cost and logistics of a third trailered unit and reducing the number of individual units. Conclusion: It is anticipated that there will be several more meetings to finalize the layout in the coming month; however, this is a general overview of the layout progress thus far. Staff is seeking input from the Village Board on the changes. Attachments Trustee Johnson Trustee Stein Dane Bragg, Village Manager Dave Haisma, Utility Superintendent Packet Pg. 6 Buffalo Grove Days 2018 Proposed Layout Buffalo Grove Days 2018 Proposed Layout Buffalo Grove Days 2018 Proposed Layout Buffalo Grove Days 2018 Proposed Layout 3.B Information Item : Volunteer Insurance Coverage Overview ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion. Based on feedback received from Village elected officials, volunteers and staff, the attached document entitled "Volunteer Insurance Coverage Overview" was developed to provide the volunteers of the Village with a summary of the various lines of insurance coverage that the Village has in place for its volunteers and how that coverage coordinates with other lines of coverage that a volunteer may have personally. Both the Village attorney and insurance consultants to the Village have reviewed the "Overview" and approve of both its format and contents. ATTACHMENTS: • 2018 BG Volunteer Insurance Coverage Overview 04 30 2018 (DOCX) Trustee Liaison Berman Monday, May 7, 2018 Staff Contact Arthur a Malinowski, Human Resources Updated: 5/3/2018 12:39 PM Page 1 Packet Pg. 11 &NHI,do 11�'rove. H d Y,td,t89-r P0, Fa x 8.,,q 7 4o i;:yy➢uS� VOLUNTEER INSURANCE COVERAGE OVERVIEW Introduction This Overview is intended to serve as a reference guide which summarizes the various insurance coverages that are available to Volunteers of the Village of Buffalo Grove. Please note that, neither the existence of this Overview, nor anything contained in the Overview nor any written or oral statement interpreting, explaining or clarifying the contents of this Overview, is intended to create a promise or contractual commitment, either expressed or implied. Additionally, if there is a conflict between the terms of any insurance coverage document/ plan and a statement in this Overview, the actual terms of the insurance coverage document/ plan will govern in all cases. 1. General and public official's liability coverage Volunteers are named insured under the Village's insurance coverage while they are in the scope of their assigned duties. The Village has in excess of $10,000,000 each occurrence limit. 2. Automobile Liability Since it is not advisable to have more than one insurance policy covering liability on the same vehicle, the individual Volunteer's personal automobile liability coverage will be primary and the Village's coverage excess of the personal auto limit. The Village has in excess of $10,000,000 each occurrence limit. 3. Damage to Volunteers Auto Similar to the automobile liability policy, it is not advisable to have two policies covering damage to the same vehicle. The Village will reimburse the volunteer's deductible up to $500 for damage directly related to the volunteer task when vehicles are required as part of the volunteer project / duties. 4. Medical Bills / Injuries The Village will provide accident coverage to handle medical bills related to an injury that occurs in the scope of the assigned volunteer duties. The accident coverage is excess any other available coverage a volunteer may have (health insurance). Page 1 of 2 3.B.a Packet Pg. 12 5. Extraterritorial Coverage 3.B.a Volunteers are covered under the policies referenced above regardless of where the accident and/or injury occurs, including but not limited to, outside the boarders of the Village of Buffalo Grove so long as they have been directed by the Village to perform their Volunteer duties at the time of occurrence. Examples include, but are not limited to Emergency Management Agency (EMA) Volunteers, Symphonic Band Volunteers and Buffalo Grove Days Committee Volunteers. Acknowledgement of Receipt I hereby acknowledge receipt of the Village of Buffalo Grove Volunteer Insurance Coverage Overview (Overview). I agree and represent that I have read or will read the Overview in its entirety. I understand that the Overview has been developed as a reference guide for Village volunteers and that neither the Overview nor its individual terms constitute or represent binding contractual commitments or promises, either expressed or implied, on the part of the Village. I also understand that the actual terms of insurance coverage documents can be changed or discontinued by the Village at any time, with or without prior notice. Signature Print Name Date Name of Committee, Commission and/or Volunteer Project Page 2 of 2 Packet Pg. 13 3.0 Information Item : Communications Strategy ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion. One of the goals listed in the Village Board approved Strategic Plan is to establish a formal communications strategy. The first step in the process was revising and updating the Communications Policy which was adopted by the Village Board at the April Regular meeting. The attached document is an outline of seven (7) major goals and the identification of action steps for inclusion in the communications strategy. Staff is seeking feedback on the overall direction, prior to formalizing a strategy document to ensure the goals are consistent with the Village Board's goals. ATTACHMENTS: • Communications Strategy Memo (DOCX) • Citizen Engagement Strategy Outline (DOCX) • Communications Strategy Goals and Action Plans (DOCX) Trustee Liaison Staff Contact Johnson Jenny Maltas, Office of the Village Manager Monday, May 7, 2018 Updated: 5/3/2018 3:53 PM Page 1 Packet Pg. 14 3.C.a A1, L AGE )F MEMORANDUM DATE: May 3, 2018 TO: Village President & Board of Trustees FROM: Jennifer I. Maltas, Deputy Village Manager SUBJECT: Communications Strategy Introduction One of the goals listed in the Village Board approved Strategic Plan is to establish a formal communications strategy. The first step in the process was revising and updating the Communications Policy which was adopted by the Village Board at the April Regular meeting. The attached document is an outline of seven (7) major goals and the identification of action steps for inclusion in the communications strategy. Staff is seeking feedback on the overall direction, prior to formalizing a strategy document to ensure the goals are consistent with the Village Board's goals. Discussion The Communications Strategy is intended to both enhance the current modes of communication the Village uses, take advantage of additional communication channels available to the Village, and target specific information to be shared with the Village's stakeholders. There are seven (7) overall goals: 1. Evaluate and enhance communications methods 2. Consistent branding 3. Improve knowledge in the community of who the Village is what services are provided 4. Celebrate successes 5. Business friendly Buffalo Grove 6. Promote community volunteerism 7. Enhance communication to minority/ethnic populations In each area of the outline attached, there are stars included in front of actions/strategies that were identified in the 2017 community survey or discussed by the committee after the community survey next steps workshop. Overall, the strategy enhances what the Village is currently doing with a more targeted and deliberates approach. There is a strategic approach to use video, infographics, and photos to communicate a variety of different messages to the community. The way that individuals consume information has changed over time and reading articles or brochures is not as popular as watching a quick video about a topic. The Village's first attempt to employ this strategy was the Lake Cook Road Corridor Plan video. To give some context, the video was viewed over 8,500 views and the Village received countless compliments. Largely, the strategy can be executed with existing staffing. There will be additional costs associated with producing video content. These costs will be dependent on the number of videos completed and how complex the video is. In some cases, the Village may want a professional video produced (such as Lake Packet Pg. 15 3.C.a Cook Corridor) or the Village may be able to use a more informal approach with cell phones when reporting "from the field" on a service the Village provides. Staff is currently working to develop a cost profile for the desired video content and this will be discussed as a part of the next budget cycle. Finally, it is important to note that the Communications Strategy is intended to be an enhancement to how we currently share information with stakeholders. The strategy does not address engagement. The next step in this process is to move from the "inform" sphere to the "consult" and "involve" spheres of public participation. The Village Board will need to establish its policy position of the desired level of participation, a full strategy will need to be developed and a resource allocation identified for the FY 2019 budget. Conclusion Staff is seeking input on the overall direction of the goals and actions. Once input is received, staff will develop a formal document and further elaborate on the actions listed (such as putting timelines and frequencies associated with each of the actions and the allocation of financial and staffing resources.). Packet Pg. 16 3.C.b Village of Buffalo Grove December, 2016 Packet Pg. 17 Citizen Engagement Strategy Outline ml3.C.bn ExecutiveSummary Citizen engagement is often defined as "the ability and incentive for ordinary people to come together, deliberate and take action on problems or issues that they themselves have defined as important." At its core, citizen engagement includes three actions: • Exchanging information, dialogue and data pertinent to an issue facing a defined community; • The development of problem -solving approaches to issues perceived to be important to a defined community; and • A decision making framework that incorporates the data points gleaned from the exchange of information. Citizen engagement may occur either directly or indirectly, however, more recent approaches favor direct interaction. A key foundation of citizen engagement is moving from the exchange activities (those that simply provide information and increase transparency) to the engagement activities (those that involve a higher level of interaction in the problem -solving process). There are a number of factors to consider in developing a citizen engagement strategy, including: • Who are we trying to engage? • What resources are available to engage the community? • What possible channels could be developed to increase resident interaction? • Is the organization ready (both elected officials and staff) for a cultural shift to facilitative leadership, community collaboration and ownership of results? • Is the community prepared to actively participate in facilitative leadership, community collaboration and ownership of results? • What level of investment in human and financial capital is required to achieve the desired engagement strategy? • What is the desired timeline to achieve milestones, and how will we know when we have arrived? For purposes of this analysis, staff assumed that a "citizen" may be a resident, business owner, or member of a community organization. This report provides a snapshot of possible engagement strategy components collected from other municipal governments and academic research developed through the International City/County Management Association. The purpose of this report is to educate the Village Board on the components and mission of civic engagement, as well as challenges to implementation that could be expected. Ultimately, if the Village Board chooses to pursue a citizen engagement strategy, a number of items would need to be prioritized before developing and adopting a preferred plan. December, 2016 Packet Pg. 18 Citizen Engagement Strategy Outline uj3.C.bn Citizen Engagement in Buffalo Grove The Village of Buffalo Grove has been comprised of an involved populace since its establishment in 1958. Originally having a fairly homogenous demographic profile, many of the community's social interactions revolved around civic life (provision of infrastructure and basic services) and family/religious life. The longstanding presence of St. Mary's Catholic Church in the original community of Buffalo Grove affected the background of families that settled here, as well as the ensuing social network that developed. Over the last 50 years, the Village has become one of the most diverse communities in the Chicago metropolitan area, hosting dozens of native languages and dialects, ethnicities and religions. The community is generally well educated and successful. As the Lake County part of the Village developed, home styles, income levels and customer preferences changed, creating a dichotomous community — the established, post-war homes of Cook County and "Old Lake County" against the backdrop of larger footprint suburban homes. The change in housing styles and preferences had the positive impact of increasing home values in the area, while members of the established portion of Buffalo Grove felt that the community was changing in a way inconsistent with its original design. While this development trend was occurring, the Village's status as a center for the highest quality public education evolved. As a result, many of the networking opportunities provided to residents (particularly those with school -age children) focused on public schools and related activities such as youth sports, parent -teacher organizations and scholastic programs. To further complicate the issue, the Village is served by six independent school districts, with no overlap between the Cook County and Lake County portions of the Village. As a result of these and other factors, the Village's population is often segmented by a number of characteristics, including: • Ethnic/cultural background; • Cook County/Lake County residency; • Subdivision; and • Socioeconomic (income, education). Past Practice The Village's historical approach to citizen engagement activities has been primarily project- or planning -oriented endeavors. Modifications or additions to the Comprehensive Plan, as well as special area plans, have generally used the highest level of overall engagement activities with respect to exchanging data, developing problem -solving approaches and mapping out a decision -making framework. While these efforts have been inclusive of a number of ideas presented by the larger community, the typical interactions are limited to those willing to take time to attend open houses or public meetings and to express comment. With a project -driven engagement strategy, the engagement period is finite, limited generally to the timeline of the project itself. December, 2016 Packet Pg. 19 Citizen Engagement Strategy Outline ml3.C.bn The Village has also used the open house format for a number of infrastructure projects over the years, including several roadway expansion projects in Lake County, such as the widening of Lake Cook Road. The most recent engagement process involved the development of the Economic Development Strategic Plan, which included a steering committee (task force) with representatives from the business community, education system, local government and citizen representatives. This process was generally regarded as positive, although there were limited interactions with the broader community due to the volume of data to be reviewed and deliberated. To date, the plan's recommendations have been widely adopted and continue to be developed. The Village has developed social media tools (Facebook, Linkedln) to reach a wider audience of potential participants in the aforementioned activities, as well as to solicit volunteers, encourage attendance at public events and to provide general news and information about the Village and the community. The launch of social media presence has been well received, and many residents have expressed gratitude to the Village for making information publicly available. Currently, the Village's Facebook page has 1,911 "likes." The Village also launched its transparency portal and mapping applications on its website in 2014. These applications provide robust search capabilities and a significant volume of public records available instantly. The information provided through these channels is not "real time." The Village has maintained an email newsletter for a number of years, compiled by staff and transmitted each Thursday. The newsletter includes articles of general interest, events occurring in the community, safety reminders and the like. Currently, there are 2,789 subscribers to the E-News. The Village has maintained a local access cable channel, available to AT&T and Comcast subscribers, for several years. Village Board meetings are aired the day after the meeting, as well as slides with general information. There has been no specific programming schedule for the channel for a number of years. The information on the channel is generally not timely and does not change frequently. As part of the Lake Cook Road Corridor Plan and Market Study, the staff team worked with HOK Group and its sub -consultants to develop a number of citizen engagement tools, including an online input and dialog platform and audience participation tools. This will be the first time these methods have been used to reach a broader segment of the community than the traditionally civic -involved residents. The citizen engagement portion of this project is scheduled to substantially occur in 2017. Quasi -Village EIingag rnei t The community has a number of organizations that are generally issue -specific in their nature, and focused on solving identified problems or challenges within their defined community. A few examples of those organizations include: December, 2016 Packet Pg. 20 Citizen Engagement Strategy Outline � • Environmental Action Team, focused on water quality, waste stream reduction, energy efficiency; • Blood Donor Committee, encourages and administers blood donations for public health; • Rotary Club of Buffalo Grove, provides local grants for education, literacy, public safety, assistance to needy families; • Buffalo Grove Lincolnshire Chamber of Commerce, a business networking and support entity primarily focused on independent businesses; and • Lions Club, provides services for elderly individuals, community service projects. Each of these organizations (and many others) have built a social network of individuals with like interests/values and pursuits. While each group tends to have its own focus, they represent established citizen networks that can be leveraged to encourage engagement and meaningful dialogue about community issues. A recent addition to the social media network in the area is the NextDoor app, which segments subscribers by their geographic location or neighborhood. Several subdivisions in Buffalo Grove have established "neighborhoods" in this app environment. Further, the platform allows cross - posting of information for residents to learn and deliberate issues that may be of interest to a larger audience. To date, the Village has not established a presence in the NextDoor environment. Figure 1— NextDoor Communities in or near Buffalo Grove wmmmvr a.a..r U ��rY �iSR Ha thrirxt Clue � , The oaks 5.,�,Fy w o kwpocl �r�ek 1 r LPii"i}ff9ik n¢;�ri 1 t Sug �pr�t ar,.,,,.,CAha Crl� a R�o' a Terrace . Whispering Oa t � 4 G qer bbo i �e ire and uVater Ar 70retumtoDI' ier �i; r valaru . Old McHenry Road 7,., 11% flbbRd � n,�arulr r�.cI'i �4111 Farn Villa Grden Labe P rk ru " 9 (A 5ara(ay Sb k�%�l/�/ .. +7 Dw!drt!I k s f,l ir4D,eC Vu[ ;EJ ,r° `, tr[Yr IrnrgIrr Map Satellite Al �fr �f °'�"fky December, 2016 Packet Pg. 21 Citizen Engagement Strategy Outline ml; 3.C.b What Can Citizen Engagement ? Citizen engagement is a process designed to harness the "civic intelligence" of a local population to achieve certain ends. Generally, civic engagement can accomplish one or more of the following: • Dis-intermediate. This term refers to removing the middleman from the decision - making process. In this case, a unit of local government would be the identified middleman. Using the power of available information via the internet and open data sources, dis-intermediation brings a group of individuals together to research, debate and develop solutions, policies or demands regarding a specific topic. The advantage of disintermediation is "direct democracy," where ideas are not filtered but delivered to the policy body in a more raw state. The disadvantage of disintermediation is it may encourage louder voices to prevail on issues deemed important to a specific constituency. Dis-intermediation has been most widely seen in larger, national settings, by groups like Occupy Wall Street and Black Lives Matter. While these activities have not necessarily been applied at the local level, they have indirect effects on governmental activities such as community policing and transparency. • Fill a gap. Citizen platforms can be used to collect data, analyze, deliberate and marshal resources to solve an identified problem or issue. Issues can be as simple as identifying sources for disposal of specialized recyclable materials to complex systems to organize during times of emergency or crisis. The advantage of this approach is the ability to harness volunteer efforts and intelligence to solve a problem, while a disadvantage can be mixed messages if information is not properly vetted and managed. An example could include the clean water initiatives undertaken by the Buffalo Grove Environmental Action Team. At the local level, these activities may harness intellectual capital and financial resources that may not be within reach of local government. • Right a wrong. A citizen group may initiate a platform to fight corruption or correct what is considered a violation of government's commitment to its people. Notable efforts in this realm on the state and national level have included the development of applications/platforms that improve access to public records. Also, environmental advocates may utilize this channel to support or oppose certain initiatives. In reviewing the potential for citizen engagement by the Village, it appears that the dis- intermediation and gap -filling opportunities present the greatest potential. There hasn't been a significant effort toward the third objective since the Land & Lakes/water challenge led by former Village Trustee Lisa Stone. While there are a number of opinions about her approach to interacting with the Village Board, her actions did significantly change and adversely impact the dynamic of public involvement with local government. Spectruirn l' Citizen Engagernent The International Association for Public Participation has developed a table showing the spectrum of citizen participation activities, organized by level of involvement, as shown below: December, 2016 Packet Pg. 22 Citizen Engagement Strategy Outlined 3.C.b Figure 2 — IAP2 Public Participation Spectrum ���IVp�IIVVI�II�VI I�IIVUNVf iii iii iir n�@VIIIV�" Odt21IW" IS, t t�IIVI�IIINo� JM9 prouC"A7hNVQd1mIP�oN4 C%X"d"I UP J"oW�90,I�I"ftrAk»Y,'li 'phi V dWWh 011" Opp ��SG�I,d�U%'I W�"Il figti4A, �M7WE a 0IrMllhc W, I�WM1�'r���dd#`r �AuO dwis�'wm o9iDim',{PO` w M'MMow maiM or 0. w ma Pa V03, aw4ok M ubUiL Ww, UWO m IMati rlh ffl, d'Wm 49WI� he "'"& mg 4" 4@aY h,CPkw'* A v:Mmmoy uzwtmmmme mWYMarew«Wwnand 4"We tha4 amaaacmvwwm JWswin-makAnig VW qu v"W v;MaWobaunw, ,�wWw.a aawWWmmmwaam drWa� iimmmAgedf ayd �iaunw'M N/Mawj. "`Nm'WP WM11w.0*0 wamWn 'Nk W 111 VI;tiaawn ia11 And "We, WVR wwrawah 4MW U '° w WMk Omar, Mwm Vx& k im, "Wit WAR MrxaaN4##MwA vinks mol, ga7,a.;m Mm w,rrau m MW' w m+wu'min n"t 60AM AVa!k OffiiftatWO Who, Wanma lfl*," rnarrwpWmma." and nlV*Wlin& a mod dnmatmrrmswram^ k,NWfmo as aawal Ora 001anuar Wma"'* dod"WWnsmoawww;h al" d w,, N't",YW%ai SMIMWP'SwC." pa,W.Nn,I(ft0o, ", Source: International Association for Public Participation (IAP2), Used with permission. In the table above, the rows describe the intended outcome of each type of exchange or engagement, while the columns show the level of engagement from lowest to highest. It is important to manage the expectations for each group of stakeholders when designing an engagement strategy, as each participant will choose to engage at his or her desired level. Potential Pitfalls Potential pitfalls or gaps that are common to any engagement strategy include the lack of measures to determine effectiveness, not enough electronic channels for engagement, a deficiency in embedding engagement across service units or projects (creating unpredictability and reducing trust in the process), and the inability to connect with and engage a diverse cross section of the defined community. In addition, there are significant challenges in competing for others' time to commit to engagement. Managing expectations of the level of involvement and impact any one person or group of people will have on the outcome of a specific issue requires skill and tact. December, 2016 Packet Pg. 23 Citizen Engagement Strategy Outline mi3.C.bn Outline for Citizen Engagement The outline below depicts a progression of decisions to be made in pursuing an engagement strategy. There are a number of alternate scenarios in developing an actual plan, based on Village Board and public preference. Thus, the outline is presented at the conceptual level. 1. Determine readiness for citizen engagement a. Survey elected officials b. Survey staff c. Survey boards/commissions/committees d. Baseline of how effective we are today e. Understand the receptiveness of various groups (internal/external) to community -driven engagement 2. Develop mission (below are ideas) a. Educate b. Participate c. Connect d. Dialogue e. Trust f. Decision -making 3. Define levels of desired citizen engagement (from inform to empower) by type of issue a. Ongoing/general topics b. Specific (Village) projects c. Community projects/initiatives d. Regional issues 4. Define audience a. Who is participating now? b. Who are we trying to reach? c. What are they looking for? d. Are there identified leaders in this area already? 5. Define desired platforms for engagement a. Current structure b. Expansion/development of current platforms c. New platforms needed or wanted d. Use of existing social networks in the community e. Implementation milestones 6. Define resource allocations a. Staff development/training needed b. Elected/appointed official training c. Engagement platforms and costs i. Face-to-face ii. Electronic 7. Prioritize topics for engagement a. Community dialogue December, 2016 Packet Pg. 24 Citizen Engagement Strategy Outline M3.C.bn b. Citizen survey questions? c. What information is currently available? d. What information should be made available? 8. Develop tailored strategies for each project/issue (examples below) a. Face-to-face i. Focus group/task force ii. Innovation teams iii. Citizen academy iv. Pop-up village hall v. Citizen science vi. Civic hacking b. Electronic i. Usability testing ii. Civic upsell iii. Open data iv. Next Generation 911 v. Design -centered web services vi. Crowdsourcing vii. Public data dashboard 9. Develop Success Measures a. Are we reaching the intended population? b. Are we encouraging dialogue and debate? c. Is the process adding value to decision -making? December, 2016 Packet Pg. 25 Citizen Engagement Strategy Outline m3.C.b Summary This report provides a small snapshot of the factors to consider in developing a citizen engagement strategy. Fundamentally, adopting a citizen engagement approach creates a paradigm shift in the way in which we interact with our constituents, with a major emphasis on expanding outreach and dialogue opportunities well in advance of the policymaking function. Staff anticipates that the adoption and buildout of a full citizen engagement strategy will require a 3-5 year commitment to realize its full potential. If the Village Board wishes to explore this concept further, a budget will also be prepared for review before making any long-term commitments to the process. December, 2016 Packet Pg. 26 Citizen Engagement Strategy Outline ml3.C.bn Additional Reading: , laer irY C �t' iC()I'HIE'Cfted,Coimi,nunilv ��Rfinz GtIzen q"I C I I I i 1'I .'I LPr." F CIIf I p g t �I Genen-id A�:,�I,f.!ssrrI&IL Fgdh, y \Mckc.ed 3r-'JdPll�' nj,ag&,'ric,rfl' PM Magazine, August 2013 December, 2016 LPacket Pg. 27 77- 3.C.c Communications Strategy Goals/Actions 1. Evaluate and enhance communications methods a. Deputy Village Manager and Communications Consultant set messaging strategy quarterly i. Determine important messages and plan for content dissemination at the appropriate time, through the appropriate medium b. *Deploy new Village website C. *Target specific publications and/or communication channels based on the audience i. Nextdoor neighborhoods— neighborhood specific news ii. Linkedln — business news iii. Instagram —younger audience iv. News publications — Ex. India Tribune, My Chicago News d. *Develop community champions to share messages and important information i. Reach out to Neighborhood Nextdoor leads ii. Reach out to leaders from outside organizations (HOAs, Neighborhood Watch, places of worship, schools, service clubs) iii. Target at least one community champion per identified geographic area e. Develop BG Area Communicators Group i. Consists of communicators from other governmental agencies that service Buffalo Grove. Develop plan to effectively cross share and promote information, ranging from day to day to during an emergency f. *Move to utilize video and infographics with smaller digestible information as a new communications emphasis g. Evaluate BGTV as a communications medium 2. Consistent branding a. Members of the public should know information is coming from Buffalo Grove by simply taking a quick glance i. Use consistent fonts, color families, and templates for all major documents and video media, both internally and externally as as L U) r_ 0 M U 3 E 0 U M N Packet Pg. 28 3.C.c ii. Bring individual department branding into Village branding 3. Improve knowledge in the community of who the Village is and what services are provided to stakeholders a. *Familiarize residents with our workforce —feature employees in the e- News, print newsletter, and social media channels. i. *Use employee spotlight videos. Videos should communicate who the employee is as a person, and what services he/she provides for L the Village N U) ii. *Take selfies (pictures taken from a phone camera) with residents o when solving problems out in the community, promote through U social media 3 E b. Create PSAs regarding Village services and frequently asked questions o U i. *Use short videos that can be shared on multiple platforms ii. *Highlight not only what a service is, but what the service level is N and what community members should expect 4. Celebrate Successes a. Highlight employee/volunteer/elected official anniversaries and career achievements b. Highlight how the Village is innovative through process improvements or partnering with other communities c. Highlight sustainability activities 5. Business Friendly Buffalo Grove a. *Highlight growth and success of local businesses i. Develop policy for business recognition efforts b. *Develop business e-newsletter C. *Highlight goals and achievements that result from the Economic Development Strategic Plan d. Enhance Village's role on Linkedln i. *Regular updates on development projects including financial impacts ii. Highlight businesses per the business recognition policy e. *Create a page on the website that includes updates on key properties i. Large properties that are available ii. Properties that are commonly discussed Packet Pg. 29 3.C.c 6. Promote Community Volunteerism a. *Create individual profiles and marketing plans for each of our volunteer opportunities i. If you like x, y, z then these opportunities are perfect for you ii. Behind the scenes at different events — show what Buffalo Grove volunteers do b. *Volunteer Spotlights —similar to employee spotlights C. *Market directly to service clubs and other local government agencies/organizations 7. Enhance communication to minority/ethnic populations a. *Identify places of worship, service groups, news publications in different languages where information is being shared and gathered i. Distribute information directly to these locations and through these channels b. *Include minority publications on the Village's media list c. Reach out to Japanese Consul General's office for information sharing *Identified as a strategy based on resident responses to the 2017 Buffalo Grove Resident Survey. Packet Pg. 30 3.D Information Item : Board Liaison Program Update ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends a trial run of the Board Liaison Program. At the January Committee of the Whole meeting, the Village Board asked staff to reach out to the other taxing bodies in Buffalo Grove to find out if each entity was interested in participating in such a program with the Village. The attached memo reviews the goals of the program and includes the outreach to each of the taxing bodies in Buffalo Grove. Likewise, attached are the 2018-2019 Board and Commissions Trustee Assignments. ATTACHMENTS: • Liaisons to Local Taxing Bodies Memo (DOCX) • 2018-2019 Boards and Commission Trustee Appointments (DOCX) Trustee Liaison Staff Contact Johnson, Ottenheimer Jenny Maltas, Office of the Village Manager Monday, May 7, 2018 Updated: 5/2/2018 7:56 AM Page 1 Packet Pg. 31 3.D.a A1, L AGE )F MEMORANDUM DATE: May 3, 2018 TO: Village President & Board of Trustees FROM: Jennifer I. Maltas, Deputy Village Manager SUBJECT: Liaison Program to Buffalo Grove Taxing Bodies IN 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 between the elected officials, enhance communications between agencies, and lay the ground work for future partnerships with each local government agency that serves Buffalo Grove residents. The outline of the program was originally presented to the Village Board at the January Committee of the Whole meeting. Prior to establishing the program, the Village Board asked whether or not the other agencies in Buffalo Grove were interested in the program. This memo outlines the proposed program and discusses the results of outreach to other governmental entities. Discussion As stated above the liaison program has the following goals: 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 meetings would be with the elected official the taxing body assigns to be the point of contact with Buffalo Grove. It is up to the liaison and the entity to decide together what makes the most sense in terms of type and frequency of communication. o As a jumping off point, the meeting would 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. Packet Pg. 32 3.D.a • When appropriate, attend special events of the entity. Special events may include ribbon cuttings or kick-offs to new programs. • Attend the entity's board meeting when a policy issue is discussed when the Village Board has a vested interest in the outcome. Taxing Bodies in Buffalo Grove Staff reached out to the taxing bodies in Buffalo Grove and the following table shows the result of these communications: .............................................................................................................................................................................................................................................. Entity Interest Cook Count - 1.1 Com1. mission1. er GosIIin Yes Lake County -„Commissioner Mathias, Lake County — Commissioner Stolman „Yes Yes .............................................................................................................................................................................................................................................. BG Park District Yes Wheeling Park District ............................................................................................................................................................................................................................................. No Indian Trials Library District Yes Vernon Area Library District Yes .............................................................................................................................................................................................................................................. Vernon Township Yes 1. Wheeling Township .................................................... .............................................................................................................................................................................................................................................. School District 21 Yes .... ......................................... SchoolDistrict96 .......... Yes .............................................................................................................................................................................................................................................. School District 102 Not Now ........................................... School District903 .......... Yes School District 214 School District.1.25........................................Yes......... If the entity is listed as yes, that means I heard back directly from their elected officials that they are interested in participating in the trial run of the program. Those that said yes were very interested in the program and felt it was a good opportunity for more communication. Additionally, many of the entities that said yes had a liaison assigned to Buffalo Grove already but there was nothing formal in place to facilitate meetings/communication. A question mark means that I have reached out to the entity and have not yet heard back. I will follow up again with the entity if the Village Board wishes to move forward. The Wheeling Park District indicated that they did not have many constituents in Buffalo Grove and they have other means in place to connect with those parties regarding park district issues and welcome contact at any time. School District 102 indicated that they felt they already had a great relationship with the Village and did not see the need for the program at this time but wanted to be kept informed on how it develops. Other Considerations 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 If the Village Board would like to move forward with the program, staff believes that there is enough interest and enthusiasm for the program to be successful. Staff would recommend that the Village President be the liaison to the counties as the larger entities that serve the residents of Buffalo Grove. Staff will work with President Sussman on making liaison assignments based on existing portfolios and projects that are ongoing with each entity. Packet Pg. 33 3.D.b 2018-2019 Board and Commissions Trustee Assignments J o i Transportation Farmers Market As Needed Peggy Starczowski Jeff Berman Legal Board of Health 3rd Thursday, 7:30 Peggy pm LLCR Starczowski Commission for 4th Wednesday, Brian Environmental Residents with 7:00 pm LLCR Sheehan Disabilities Les Planning & 1st & 3rd Ottenheimer Zoning Wednesday, 7:30pm Chris Stilling Public Safety Commission Council Chambers Board of Fire & 1 st Monday, 6:00 Art Police PM, Village Hall Malinowski Commissioners 2nd Wednesday, Arts Commission 7:00 pm EOC Evan Michel Conference Room Planning & 1st & 3rd Andrew Stein Finance Zoning Wednesday, 7:30pm Chris Stilling Commission Council Chambers Buffalo Grove 2nd & 4th Tuesday, Mike Days Committee 7:00 pm, Village Hall Reynolds 2nd Wednesday, Engineering Arts Commission 7:00 pm EOC Evan Michel Eric Smith Conference Room Board of Fire & 1st Monday, 6:00 Art IT Police Commissioners PM, Village Hall Malinowski Community Electrical 2nd Monday, Development Commission Feb/May & Ron Hackett August/November Dave Weidenfeld Farmers Market As Needed Peggy Starczowski Golf Commission for Residents with 4th Wednesday, Brian Disabilities 7:00 pm LLCR Sheehan Buffalo Grove 2nd & 4th Tuesday, Mike Joanne Public Works Days Committee 7:00 m, Village Hall Re Holds Board of Health 3rd Thursday, 7:30 Peggy Johnson pm LLCR Starczowski L 0 a 0 N 2 J 0 m _o M N E 0 Q. CL a 0 y N E 0 c.� M 0 m CD N 00 Tmm N C �o a Packet Pg. 34 3.E Information Item : Discussion Regarding the 2018 ICC Building Codes and Residential Sprinklers ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,ll Staff recommends discussion. Over the last several months, Community Development staff has performed a comprehensive review of the 2018 codes to identify any local amendments. Based upon this analysis, staff has determined that there may only be a few amendments to the 2018 ICC. The key amendment is sprinklers in new single- family detached homes. As a result, staff is seeking direction from the Village Board as it relates to requiring fire sprinklers for new single-family detached dwellings. ATTACHMENTS: • BOT Memo Sprinklers (DOCX) Trustee Liaison Ottenheimer Monday, May 7, 2018 Staff Contact Chris Stilling, Community Development Updated: 5/3/2018 12:42 PM Page 1 Packet Pg. 35 3.E.a BUFFALO GROVE DATE: May 3, 2018 TO: President Beverly Sussman and Trustees FROM: Christopher Stilling, Director of Community Development Brian Sheehan, Building Commissioner SUBJECT: International Code Council (ICC) 2018 Building Codes IN BACKGROUND As previously discussed with the Village Board and as identified in the Village's Strategic Plan and the 2016 Economic Development Plan, the Community Development Department is in the process of updating the Village's Building Codes to the 2018 International Code Council (ICC) family of Codes. Currently, the Village is utilizing the 2006 ICC Codes. Since the Village's adoption of the 2006 ICC Codes, the ICC has released updates in 2009, 2012, 2015 and most recently in 2018. The Village has historically updated the codes once every two to three cycles to insure that the Village is keeping up to date on building requirements. Implementing the 2018 ICC Codes allows the Village to stay abreast of changes in technology and building construction methodology. Furthermore, staff has received requests from commercial/industrial developers suggesting the update to the most recent code (2018 ICC). Over the last several months, Community Development staff has performed a comprehensive review of the 2018 codes to identify any local amendments. Based upon this analysis, staff has determined that there may only be a few amendments to the 2018 ICC. The key amendment is sprinklers in new single-family detached homes. As a result, staff is seeking direction from the Village Board as it relates to requiring fire sprinklers for new single-family detached dwellings. RESIDENTIAL SPRINKLERS One of the more significant changes to the ICC since the Village adopted the 2006 version is the inclusion of fire sprinkler requirements for new single-family detached home construction. The single-family detached sprinkler requirement has been included in ICUs Residential Code since 2009 and this will be the first time this regulation is included in an edition of the ICC that the Village is considering. Currently, the Village only requires residential sprinklers in two-family dwellings, townhomes, multi -family and commercial. Staff is not proposing to change this requirement. As part of staff's analysis, we have reviewed nearby communities/agencies who are on later versions of the building codes to determine who requires sprinklers in new single-family detached homes. These include: Page 1 of 3 Packet Pg. 36 3.E.a To assist with the discussion, staff has provided the following table identifying the benefits and challenges with requiring sprinklers for new single-family detached dwellings I IV V�VI IV �VI�VI IV � f According to the NFPA, having a sprinkler can increase a person's survival expectancy by 80%. In a 15 year study in Prince Georges County, MD, Life Safety there were zero fatalities in homes protected by fire sprinklers. The most susceptible are those over the age of 65 at a risk of 2.3 times that of younger age populations. Fire Sprinklers have been shown to halt and/or slow fire spread. Limit Property Engineered woods and other materials in current building technologies Damage can fail very quickly when exposed to fire. Sprinklers also greatly reduce the risks of flashovers. By limiting the spread, sprinklers can help reduce the potential injuries to Firefighter Safety first responders. Decrease According to the Home Fire Sprinkler Coalition, the average loss in a Homeowners home with sprinklers is $2,166 versus $45,019 in a home without Insurance Cost sprinklers. This could result in a 10-25% annual savings to insurance rates. Fire Department Sprinklers can provide additional time for fire department initial Response operations. It is estimated that the cost to install a sprinkler system for anew single - family detached home could be $2.80/ gross square foot. A typical new Cost home has 3,000 square feet of occupied space plus another 1,000 square foot basement. This adds $11,200 to new home construction costs. In addition to the construction costs, a new sprinkler, especially for new teardown construction, may require a new larger water line and Water Connection connection to the main. Depending on the location of the main and distance of the new line, the cost can vary from $3,000-$5,000. On -going Fire sprinklers and backflow protectors may require routine maintenance Maintenance and inspections to ensure they are working properly. Page 2 of 3 Packet Pg. 37 3.E.a OPTIONS Staff discussed this matter with the Village Board over a year ago and while there was no consensus on whether or not to amend out the sprinkler requirements for single-family detached dwellings, several Trustees did express concern about the potential costs. To assist with the discussion, staff has identified the following options for the Board to consider: Option 1- Require Residential Sprinklers in New Single -Family Detached Homes This option would adopt the 2018 ICC "as is" which would require new single-family detached homes to provide sprinklers. It should be noted that additions and remodels are exempt from the sprinkler requirement in the 2018 ICC. Option 2- DO NOT Require Residential Sprinklers in New Single -Family Detached Homes This option would require the Village to amend the 2018 ICC to NOT require sprinklers in new single-family detached homes. This would be consistent with our current practices. Should the Board wish to proceed with this option, the Board may want to consider requiring that all new developments/subdivisions ensure that homebuilders offer sprinklers to potential buyers and let the buyer choose, based on an actual cost estimate. Staff would require builders to provide accurate estimates before issuing permits to make show they are not inflating the cost of the sprinklers. Option 3- Require Residential Sprinklers in New Single -Family Detached Homes in High Hazard Areas and Basements with Open Floor Trusses. This option would require the Village to amend the 2018 ICC to only require sprinklers in certain high hazard areas of a home (furnace room and/or kitchens) and in unfinished basements with open floor trusses. This approach helps to keep costs down since the limited number of sprinkler heads can connect directly to domestic lines already within the house. Furthermore, to avoid the need for sprinklers in open floor trusses, builders could install drywall in the ceiling to enclose the open trusses in unfinished basements, further reducing the cost. ACTION REQUESTED Staff is seeking feedback from the Village Board as it relates to residential sprinklers in new single-family detached homes. Page 3 of 3 Packet Pg. 38 3.F Information Item : Water Study Update ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion. Staff will provide an update on the challenges associated with the Village's water system and study currently underway to address those challenges long-term. ATTACHMENTS: • COW Memo (DOCX) • Exhibit A - Water and Sewer Fees-75-17 (PDF) • Exhibit B - WaterMain_Expiration_24x36_NoHotSpot_v2 (PDF) • Exhibit C - Water Repair Hot Spot Analysis_24x36_v2_withLocations (PDF) Trustee Liaison Stein Monday, May 7, 2018 Staff Contact Michael Reynolds, Public Works Updated: 5/2/2018 8:53 AM Page 1 Packet Pg. 39 3.F.a A1, L AGE 0F MEMORANDUM DATE: April 30, 2018 TO: Jenny Maltas, Deputy Village Manager FROM: Michael J. Reynolds, Director of Public Works SUBJECT: Water System Study Update As part of the 2017 Strategic Plan, Public Works was charged with the task of evaluating the current water service connection fees. Pursuant to this, Public Works staff performed a cursory review of the history of the subject fees and related water system study documentation to determine the next steps and feasibility of undertaking such an effort. With the exception of water meter fees, and, to a much lesser extent, water connection fees, the overall fee structure related to water & sewer connections has not changed since 1975. Accordingly, the Village's 2018 Strategic Planning document was amended to include a much broader water rate study. This study would evaluate all aspects of the water system and provide a more holistic long-term approach to funding, fees and capital planning for the sewer and water system. At the February 261" Village Board meeting, the Village Board approved a contract with Strand Associates, Inc. to complete this study. Historical Overview: With the exception of water meter fees, and, to a much lesser extent, water connection fees, the overall fee structure related to water & sewer connections has not changed since 1975. It is uncertain how the fees as published in 1975 were originally determined. The attached table (Exhibit A) illustrates the documented changes in the various fees (highlighted in yellow) since 1975. Clearly, the fees need to be updated to reflect current market conditions, operational and maintenance expenses, water rates and other system revenue priorities. In researching the fees, staff looked at available historical records for the Village and past engineering studies and reports. Had fees been increased annually at a rate of 3% annually since 1975 the Village would have a much more robust fee structure. The likely revised fee amounts are provided in the second to last column in the attached exhibit A. A review of available records indicates that an engineering study of these fees was performed in 1977 by Clark, Dietz & Associates. The recommendations of that study led to the fee changes approved by the Village Board in that year and considered annexation as far north as Aptakisic Rd. A second study was conducted in 1980 by Harland Bartholomew & Associates and recommended fee changes, which were approved by the Village Board in 1980. The 1980 fee structure is currently in use by the Village. The later study was derived, in part, from a study of the Citrust/Hilltown Development proposal, which appears to be the Fiore annexations and considered annexation as far north at Route 45. Both of these studies evaluated and addressed only the issue of water system improvement fees. Since that time, Strand & Associates conducted a study in 1991 and Baxter & Woodman performed a water pressure and flow Packet Pg. 40 3.F.a study of the system on 2006. Other than fees for the water meters themselves and Sewer & Water consumption rates, there have been no significant fee increases since 1980. Study Outcomes: While this study and related discussion only address water & sewer issues, over the next five to ten years, the Village is going to face enormous challenges with regard to all of its infrastructure replacements and the funding of those replacements. Through the completion of this study, staff expects to see the exact nature of those challenges as it relates to water & sewer infrastructure and specific recommendations to address them. The expected outcomes of this study will be to recommend updated fees and rates; provide a system condition assessment to determine the long-range replacement plan and associated costs of the plan; and determine system capacity with regard to system expansion and future water sales opportunities. With regard to water connection fees, sewer fees and water & sewer rates, as mentioned earlier, fees have not been adjusted for decades and water/sewer rates have only increased since 2012. With the increase in development activity expected over the next five years, it is anticipated that as much as $700,000 in water fund revenue could be realized. Fees will need to be increased in an effort to generate revenues and provide long-term financial stability for the water & sewer systems. With regard to the system condition assessment, staff has previously reported that increases in capital expenditures must be allocated to address current and future water & sewer infrastructure replacements. The attached exhibits (Exhibits B & C) provide a clear visual representation of the importance of long term planning and funding. The attachments also provide some insight into the limitations of our previous capital planning and funding criteria and the need to re-evaluate our assumptions. Finally, with regard to system capacity, the study will evaluate the Village's ability to serve remaining undeveloped areas as well as its ability to provide water to other agencies. This is a secondary component to the system condition assessment and will have a large influence on the long term planning effort. At the February 26t" Village Board meeting, the Village Board approved a contract with Strand Associates, Inc. to complete this study and on March 12, 2018 a kick-off meeting was held to review the various details for the study and the expected outcomes. Strand is currently in the data gathering stage and it is expected that a final report will be completed by December of this year. Packet Pg. 41 3.F.a Exhibit A Water system connection fees since 1975. The areas highlighted in yellow indicate years in which increases were implemented. The areas highlighted in blue indicate either the commencement or discontinuation of the particular fee. The areas highlighted I green indicate that there was no information available for that item in that year. The columns at the far right indicate what the current rates may be had annual increase been implemented over the past 30 years and the revenue impact of those fees on anticipated future development. Packet Pg. 42 3.F.a Exhibit B Pipe Expiration Analysis This exhibit illustrates the scheduled pipe expiration of the various water mains within the Village. As has been our general evaluation practice, the scheduled expiration is based the life sixty -year life of the watermain. For funding purposes, we have further assumed that only 25% of the expired water mains would be replaced at any given time. This practice has led to an effective water main life of 240 years, which is simply unrealistic or adequately manageable. With the Village incorporating in 1958 and the majority of development occurring after that time, the majority of the Village's water mains have yet to reach the end of their useful life. The mains colored gray have yet to expire. The mains colored in black have already expired and should be replaced. The mains in blue have been replaced. Packet Pg. 43 3.F.a Exhibit C Water Main Break Analysis +; ca CL This exhibit illustrates water main break activity and frequency on various water mains within the Village D since 1981. As has been our general evaluation practice, the scheduled expiration is based the life sixty - year life of the watermain. However, this exhibit clearly indicates that this assumption may not be the to most appropriate. The exhibit indicates where our highest frequency of breaks occurs and shows the migration of the break activity moving from south to north. Packet Pg. 44 1 n oo' o o m o 0 �moNo ��o ooN o o oo o E o0 .N .. N o o .n o o o o — N o ry o o N 0 o N o 0 INN o 0 0 0— _ o ooo � a 10 o o o FO 00 0 W + c O 0 00- O ` N m m N O O %m�j����� \ 3 o o m o c 0 oo o oo c c o o c-I rl N U V4 V4 � vY vl vl vL V1V1V� / o o R o o 0 0 0 0 oo o 00 n m ti ti N O O O N N o O � N w 8. O E c o m1 o oro ti ti ry o 0 0 o n x o o 0 0� n o o o 0 0 0 o, o rci o F o o o ,. ,. N o 0 cj w ON E E o om �. c � + o � 0 0 � 0 T mm mm a o c m U 3 m ry n v o o 11 Water r--------------------- r-------------------- I I ' L__-__-__-__-__-__-__-� _ I I I I --------------------- ------------------------ 5.A Information Item : Executive Session- Section 2(C)(3) of the Illinois Open Meetings Act: the Selection of a Person to Fill a Public Office, as Defined in This Act, Including a Vacancy in a Public Office, When the Public Body is Given Power to Appoint Under Law or Ordinance, or the Discipline, Performance or Removal of the Occupant of a Public Office, When the Public Body is Given Power to Remove the Occupant Under Law or Ordinance. ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, Recommendation of Action pp ll N/A Executive Session- Section 2(C)(3) of the Illinois Open Meetings Act: the Selection of a Person to Fill a Public Office, as Defined in This Act, Including a Vacancy in a Public Office, When the Public Body is Given Power to Appoint Under Law or Ordinance, or the Discipline, Performance or Removal of the Occupant of a Public Office, When the Public Body is Given Power to Remove the Occupant Under Law or Ordinance. Trustee Liaison Staff Contact Sussman Dane Bragg, Office of the Village Manager Monday, May 7, 2018 Updated: 5/3/2018 3:38 PM Page 1 Packet Pg. 48 5.B Information Item : Executive Session- Section 2(C)(6) of the Illinois Open Meetings Act: the Setting of a Price for Sale or Lease of Property Owned by the Public Body. Recommendation of Action pp ,,,,,,,,,,,,,7..... ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, N/A Executive Session- Section 2(C)(5) of the Illinois Open Meetings Act: The setting of a price for sale or lease of property owned by the public body. Trustee Liaison Staff Contact Sussman Dane Bragg, Office of the Village Manager Monday, May 7, 2018 Updated: 5/3/2018 3:38 PM Page 1 Packet Pg. 49 5.0 Information Item : Executive Session - Section 2(C)(11) of the Illinois Open Meetings Act: Litigation, When an Action Against, Affecting or on Behalf of the Particular Public Body Has Been Filed and is Pending Before a Court or Administrative Tribunal, or When the Public Body Finds that an Action is Probable or Imminent, in Which Case the Basis for the Finding Shall be Recorded and Entered into the Minutes of the Closed Meeting. ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, Recommendation of Action pp ll N/A Executive Session - Section 2(C)(11) of the Illinois Open Meetings Act: Litigation, when an action against, affecting or on behalf of the particular public body has been filed and is pending before a court or administrative tribunal, or when the public body finds that an action is probable or imminent, in which case the basis for the finding shall be recorded and entered into the minutes of the closed meeting. Trustee Liaison Staff Contact Sussman Dane Bragg, Office of the Village Manager Monday, May 7, 2018 Updated: 5/1/2018 8:55 AM Page 1 Packet Pg. 50 5.D Information Item : Executive Session- Section 2(C)(21) of the Illinois Open Meetings Act: Discussion of Minutes of Meetings Lawfully Closed Under This Act, Whether for Purposes of Approval by the Body of the Minutes or Semi -Annual Review of the Minutes as Mandated by Section 2.06. ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll N/A Executive Session - Section 2(C)(21) of the Illinois Open Meetings Act: Discussion of minutes of meetings lawfully closed under this Act, whether for purposes of approval by the body of the minutes or semi-annual review of the minutes as mandated by Section 2.06. Trustee Liaison Staff Contact Ms. Sirabian Dane Bragg, Office of the Village Manager Monday, May 7, 2018 Updated: 5/3/2018 9:13 AM Page 1 Packet Pg. 51