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2018-10-01 - Village Board Committee of the Whole - Agenda Packetm' Meetingof the Village of Buffalo Grove Fifty Raupp Blvd g Buffalo Grove, IL 60089-2100 iL u r Village Board Phone: 847-459-2500 Committee of the Whole October 1, 2018 at 7:30 PM Call to Order A. Pledge of Allegiance 2. Special Business A. Follow Up Discussion Regarding the Regulation of Sale of Pets (President Sussman) (Staff Contact: Dane Bragg) B. Fire Department Response Determinants (Trustee Ottenheimer) (Staff Contact: Mike Baker) C. Next Steps Workshop Recommendation Prioritization Discussion (Trustee Johnson) (Staff Contact: Jenny Maltas) D. Website Refresh Update (Trustee Johnson) (Staff Contact: Evan Michel) E. FY 2019 Capital Budget (Trustee Stein) (Staff Contact: Scott Anderson) F. Update on the Results of the 2017/2018 Employee Performance Evaluation Process (Trustee Stein) (Staff Contact: Arthur Malinowski) G. Future Comprehensive Plan Project (Trustee Ottenheimer) (Staff Contact: Chris Stilling) 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 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. (President Sussman) (Staff Contact: Dane Bragg) 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.A Information Item : Follow Up Discussion Regarding the Regulation of Sale of Pets ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,ll Staff recommends discussion. President Sussman and staff met with the Illinois Pet Lovers Association which has an opposing view to the proposed ordinance regulating the sale of pets that was proposed at the August Committee of the Whole Meeting. President Sussman invited Illinois Pet Lovers Association to present additional information regarding the regulation of pet stores. As of September 26, 2018, Petland has withdrawn its zoning request for a location in Vernon Hills. ATTACHMENTS: • Breeder Profiles - Binder Pages (PDF) • Final_petstore_mvfact (DOCX) • Final_USDA_mvfact (DOCX) • Safe Pets Bill - fact sheet -FINAL 2018 (PDF) • SB 2280 - fact sheet opposed - revised 2.12.18 (DOCX) • Vernon Hills DH Article (PDF) • Illinois Pet Lovers Association Trustee Liaison Sussman Monday, October 1, 2018 Staff Contact Dane Bragg, Office of the Village Manager Updated: 9/27/2018 10:37 AM Page 1 Packet Pg. 3 I 2.A.a I Packet Pg. 4 2: a \\. : .f�.» i})*+1 12 � !y ;;.:}«' amazing ^ kennel « I Packet Pg. 5 1 2: a Staff, >:» \>\,, \y \\>e}} ,�;.. .� 2t() ,k.» }: : w other Petland owners Bill �l; visiting breeders with of2af2: -L» »)« « .;��� participating ©�» largest t i' `(}} \ l ,»:!!f:fE I Packet Pg. 6 1 2.A.a The Staff of TTffanie' The Heritage Ke�els Crew N d IL 4- 0 m �a 0 c 0 m a� a� CD a) m a L a) m 0 a d d L m rt+ s ca Q Packet Pg. 7 2.A.a Monica with a 6-week old Yorkshire Terrier. Susie's adults are all within the breed standard for Toy Breeds. Her adult Yorkies and Maltese should not be larger than 7-8 pounds. Adam & Susie sit with a very impressive French Bulldog Male. This male will be a major part of the French Bulldog program. in the future. Susie's new small breed building was just finished in spring of 2017. She will be fencing inthe mowed areas to create larger outdoor exercise areas for her adult dogs. I Packet Pg. 8 1 2.A.a Stacy and Don have a converted a horse arena into an exercise yard. The Imme Stacy and Don with their adorable 7-week old Cavalier King Charles Spaniel Puppies, Stacy's Puppies are all registered AKC and APRI. Many of Stacy's Adults have won ribbons at APRI shows. I Packet Pg. 9 1 2.A.a Adam, meets two of Menno Yoder's female Labs. Menno Yoder's Kennel features a large play yard with natural shade. He also has a deck area with a swimming pool! WN Monica meets four of the highly social adults owned by Menno Yoder. I Packet Pg. 10 1 2.A.a IIIiIIIIIIIIIq lilipliq 11111 Pleasant View Kennel features large indoor ru with tiled, heated floors Each indoor run has ful time access to an outdo] area via a doggy door Packet Pg. 11 2.A.a View of the outdoor runs at Mark Yoder's kennel. Each outdoor section is Tx 16! A view of one wing of Mark Yoder's Kennel. Each individual indoor section is 12'xT Monica & Ll Alyssa meet a SilverLab puppy that 'iJ will be a part of Alyssa & Monica meet an adult Mark Golden Retriever . . . . .. . . Yoder's breeding in program the future. A beautiful blue merle Mini Poodle with her newborn puppies at Mark Yoder's Kennel I Packet Pg. 13 1 2.A.a Two one week old English Toy Spaniels. These are the first English Toy Spaniels to come Out of Samuel's new Kennel FIRM Monia & Natalie hold adult dogs that are part of Samuel's breeding program. Monica is holding an adult toy poodle and Natalie has an adult English Toy Spaniel. Adam & Monica hold poodles. Adam has an adult Toy poodle and Monica is holding a beautiful. red Toy Poodle Puppy. Samuel's kennel features skylights, ceramic tile, spacious pens, and full time indoor/outdoor access for all adults. Ell Packet Pg. 15 2.A.a Breezy Crest Kennel -features a huge exercise yard for the dogs to run and play. Here Monica and Alyssa run with the Huskies. Breezy Crest Kennel is fully tiled inside. Natalie & Brianna hold a fitter of Husky puppies in the whelping area of the kennel The dogs at Breezy Crest Kennel are highly social. Here Alyssa & Adam meet adult Huskies in the play yard. Jill0 0 ff .2 Breezy Crest Kennel is design W'D with a direct route to the play y n from the outdoor runs, Here yoL (D 0)", see Huskies running to the play M 0- from their open outdoor pew rn I- 0. ,47 E Packet Pg. 16 2.A.a Joseph's most impressive Husky male is a brushcoat red: & white named "Demon's Pride". He's superfriendly too! he � NII dogs exercised and mit entally stimulated Monica meet Husky mom z her puppies Joseph's doh are very soci; I Packet Pg. 17 1 2.A.a Adult rr e df°r o d; " running in the yard Pond View Packet Pg. 18 2.A.a UIS ITIL II I I German Shepherds at Shady Lawn I Packet Pg. 19 1 2.A. a Blue Star Kennel features solar power, LED lighting, and heated ceramic tiled floors. All dogs have 171 full time indoor -outdoor access. RIPTI N Blue Star Kennel features a half grass half gravel play yard with enrichment obstacles & toys for adults and puppies to play with. ... . ...... . ...... . . !r'77= "Stoney" is the �main Stud at Blue Star Kennel. He is 3 years old and weights 140 lbs! He is very friendly. 2.A.a Retriever enjoys a belly rub in: the play yard at Florseshoe Lake Kenne4--. w Monica, Danielle, and Brianna meet English Mastiffs in the play yard. "Big Dan" (left) is the Stud Mastiff at Horseshoe Lake Horseshoe Lake Kennel features full time indoor -outdoor access and a large, tree shaded, play yard for dogs to run in. The interior of Horseshoe Lake Kennel is ceramic tiled and features a "spa" area for puppy bathing. I Packet Pg. 21 1 VOTE "NO" ON SB 2280 (CONNELLY) MYTH v FACTS — TRUTH ABOUT PET STORES MYTH: "Reputable and responsible breeders never sell to pet stores." FAC ll.'.: Obviously, this is nothing more than an opinion. Reputable and responsible should be defined by the care the dogs rece along with the conditions in which the dogs are raised. MYTH: "Pet stores can easily switch to a rescue -only model." A II :_ Contrary to what you are being led to believe, this is a drastic change to a pet store's business model, especially for a s- that specializes in the sale of puppies and is not a full -line pet store. Some have looked to the pet store, Dog Patch in NaperN as a model for this, however, the owner of the store has publicly stated the following regarding the transition to a rescue model, "the facts are that there's plenty of stores that can do this without skipping a beat. What they're not looking at is a s like (Naperville's pet shops), that does most of its business from puppy sales, can't do that.i' The Petland store in Whe< attempted this business model in 2008 and was forced to close after less than a year, due to the consumer demand warrantied, pure and specialty -bred, breeder -sourced, puppies. Also, just recently, a PETCO store in Cambridge, Massachus announced the closing of that store after the passage of a rescue -only ordinance .Z If the largest pet supply store in the cou cannot survive a rescue -only model, it is unfathomable to believe an independent pet store can. Also, the primary enclosurE pet stores are designed to house young puppies (8-12 weeks old), and according to a 2015 RSPCA study, the majority of c if relinquished to shelters tend to be between 5 months and 2 years of age.3 The cost to build larger enclosures to accommoc o larger, heavier dogs would be substantial and well over $100,000, depending on the size of the store. The addition of la 2 enclosures would result in less floor space for dog supplies and dog food, resulting in a drastic loss of revenue. c _ 0 "There are enough shelter/rescue dogs to fill consumer demand." FA(s III According to a comprehensive 2016 survey conducted by Mississippi St. University, the number of dogs in shelters is at i all time low. The results reflected that 5,532,904 dogs are taken into shelters, 2,628,112are adopted, 969,443 are returned to their owner, 778,385 are transferred to other shelters and 776,970 are euthanized (however, the euthanasia number does not quantify the number of dogs deemed unadoptable due to health and behavioral issues) .4 A 2015 study conducted by the Moor Research Group that shows that shows that Americans own 89 million dogs. When factoring in that the average life -span of a I E is 11 years, this indicates a need for 8.1 million dogs per year just to maintain current levels of ownership. With only 2.6 millior 2� dogs being adopted out of shelters each year and far fewer transferred or euthanized that means millions more must come fro y other sources. That same study also shows that pet stores account for 7% of all sources. 5 Q, i "B forcing et stores to offer shelter rescue dogs it will lessen the demand for purebred and specialty bred puppies." Y g p / g p p Y p p p ii FAC II : This is false and will not change consumer's desires to have a pure and specialty bred puppy. All this will do is divert consumers to unregulated sources. A recently published report by the Better Business Bureau showed that 80% of the E sponsored advertising links that appear in an internet search for pets may be fraudulent.6 This will undo the previous work of U the Illinois General Assembly's Puppy Lemon Law, as it only applies to pet stores. Those same consumers the legislature a vowed to protect will now have no state mandated recourse in the event their new puppy becomes ill. "The majority of the general public wants to see pet stores only offer rescue dogs." „ ',;;;;IIC°.: A 2016 study on "public perception on dog welfare, sourcing, and breeding regulations" contradicts this statement and found that a mere 14% of respondents strongly agreed with legislative bans on pet store sales. That same study also showed approximately 58% of people believe consumers should have a choice on where to purchase a puppy. Lastly, it also found that 90% of those surveyed believed that dogs can be "bred responsibly."' 1 "City Council puts Naperville puppy sale ban on hold." The Sun - Naperville (IL). Sun -Times News Group. 2014. HighBeam Research. 24 Del 2017 <https://www.highbeam.com>. z http://www.petproductnews.com/News/PIJAC-PETCOs-Cambridge-Store-Closure-Predicts-Troubling-Trend-for-Industry/ 3Weiss, E., Gramann, S., Spain, C.V. and Slater, M. (2015) Goodbye to a Good Friend: An Exploration of the Re -Homing of Cats and Dogs in tf U.S. Open Journal of Animal Sciences, 5, 435-456. http://dx.doi.org/10.4236/ojas.2015.54046 4 https:Hpetleadershipcouncil.org/resources/uploads/MSU_Shelter_Census_ Presentation _NAVC_2017.pdf 5 https:Hpetleadershipcouncil.org/resources/uploads/Dog_Ownership_and_Sources_of_Pet_Dogs_in_the_US.pdf 6 https://www.bbb.org/globalassets/article-library/puppy-scam-study/puppy-scams-bbb-study-20170901.pdf https:Hvet.purdue.edu/CAWS/files/documents/20160602-public-perceptions-of-dog-welfare-sourcing-and-breeding-re Packet Pg. 22 2.A.c MYTH: "Pet stores buy from puppy mills." FAIr.... With the passage of SB1882 (Public Act 100-0322) in 2017, pet stores can only source their puppies from breeders with less i 5 female breeding dogs ("hobby breeders") or USDA licensed breeders with no "direct" (health -related) violations of the USDA An Welfare Act ("AWA") in the previous 2 years. Direct violations can range from matted fur to overgrown toenails and are the kin conditions you may find in a puppy mill.' This bill effectively prohibits puppy mill puppies from making their way into Illinois pet stc According to the Illinois State Director of The Humane Society of the United States ("HSUS"), "this bill now includes meaningful pet s sourcing regulations."Z MYTH: "USDA breeders are puppy mills." F cIli: Federal law commands that any breeder who has more than 4 breeding female dogs and sells to a pet store must be U licensed. Licensed breeders must meet or exceed the standards set forth in the USDA AWA. The AWA requires compliance in following categories: proper record keeping of veterinarian visits, protocols, health checks & certificates, vaccinations and de -worry Housing (indoor, outdoor and sheltered) is checked for soundness of construction, impervious nature of materials, ventilal temperature, adequate size, flooring, lighting, enclosures, walls and safe surfaces, proper sanitation of animal waste, compa- grouping of dogs for safety and socialization, all animals must receive adequate exercise, daily feeding & watering, be housed in a c and sanitized environment, as well as documentation of pets purchased or sold with proper age records. The Humane Society of United States ("HSUS") defines a puppy mill as "an operation that sells dogs for money and fails to breed them appropriately or pro adequate housing, shelter, staffing, nutrition, socialization, sanitation, exercise, and veterinary care.i3 Therefore, a breeder that good standing with the USDA and has been found to have no violations for the above -mentioned criteria cannot by HSUS definii be defined as a "puppy mill." MYTH: "The USDA AWA is insufficient and is for all kinds of animals." FAcr:. The USDA AWA was passed to ensure that humane care was provided to warm-blooded animals sold as pets, specifically d cats, rabbits, guinea pigs, and hamsters. The standards set forth in the AWA that pertain to dogs are designated for dogs and no o species of animal (§2132 (g))4. It is commonly stated by our opponents that the AWA provides one size fits all guidelines for all kinc animals, including farm animals used for food, such as livestock and poultry. This is 100% false. (§2132(g))SThe AWA is enforce) highly -trained USDA inspectors located throughout the United States who conduct routine, unannounced inspections of all facil licensed or registered under the AWA to assess the facilities compliance with AWA. Inspectors are classified as veterinary mei officers (VMOs) or Animal Care inspectors (ACIs). All VMOs have graduated from a veterinary medical college, and many have k private -practice veterinarians prior to joining USDA Animal Care. ACIs have education in the biological sciences and/or exter experience in the care and handling of animals. 6 MYTH: "Breeding dogs at USDA breeders spend their entire lives in cramped cages and do not receive proper veterinary care." FA( 'wTm...§3.8 of the AWA states that all dogs must have an opportunity for regular exercise if their primary enclosure is not at least do the size of the minimum standard. Again, this is a minimum standard, as many breeders allow their dogs unfettered access to out( runs with further access to even larger exercise areas (please see attached pictures). Under §2.4, all USDA licensees must also ha formal arrangement with a licensed veterinarian and must have a written "protocol for veterinary care" ("PVC') along with regu scheduled visits to the premises. The "PVC' must cover the following categories with adequate detail: care of an injury, treatmer diseases, administering vaccinations and medications, parasite control, nutrition and reproduction. Non-compliance issues in the arE adequate veterinary care at a regulated facility usually stem from the failure of the licensee to contact or to follow instructions from attending veterinarian.' Therefore, any breeder who does not provide adequate veterinary care to their dogs would not be able to their puppies to Illinois pet stores under PA100-0322. MYTH: "All breeders simply meet the minimum requirements of the USDA." FAcn r.-This is simply false and there is no factual evidence to substantiate this claim. In fact, the attached documentation disproves statement. 1 https://www.aphis.usda.gov/animal_welfare/downloads/Animal-Care-Inspection-Guide.pdf Z http://www.chicagotribune.com/suburbs/daily-southtown/community/chi-ugc-article-iIIinois-safe-pets-legislation-set-to-becom-2017-05-11-story.htm1 3https://www.animaIsheItering.org/magazine/articles/anatomy-puppy-mill-raid 4 https://www.aphis.usda.gov/animal_welfare/downloads/AC_BlueBook_AWA_ FINAL _2017_508comp.pdf 5 https://www.aphis.usda.gov/animal_welfare/downloads/AC_BIueBook_AWA_FlNAL_2017_508comp.pdf Cn a a w 0 ay �a 0 c 0 a� m U E I Q 0 I �a c ii c d E U (a Q 6 https://www.aphis.usda.gov/aphis/ourfocus/animalwelfare/SA_AWA ' htt .s: enrenrw.a his.usda. ov animal welfare downloads awa AV-Presenl:ation-Scri t..:for...Narration ...09...2.5...20].7. df .......0......//...................................................................../.........................................................../........................................../................./................................................................................p...........................................................................................................p........ Packet Pg. 23 2.A.d PLEASE SUPPORT SB 1882 (HASTINGS/COSTELLO) THE "SAFE PETS BILL" BEST PRACTICES AND UNIFORM STANDARDS TO ENSURE CONSUMER PROTECTION Background: An initiative of the Illinois Pet Lover's Association ("IPLA"), SB 1882 was introduced to provide for a statewide standard for purchasing dogs and cats by pet stores, ensure consumer have full range of options and protections when choosing a pet, and allow pet stores to assist in re -homing dogs/cats from shelters and rescues. Since the bill's introduction, Sen. Hastings has conducted stakeholder negotiations between IPLA, Illinois State Veterinary Medical Association, Illinois Animal Control Association, the Humane Society of the United States (working in conjunction with other animal advocates), and interested units of local government (City of Chicago, and Cook, Will and DuPage counties). SB 1882 UNANIMOUSLY PASSED THE SENATE 56-0-0 AND THE HOUSE 113-0-0. THE GOVERNOR SIGNED SB 1882 INTO LAW AS PUBLIC ACT 100-322. cn d a Summary: The stakeholder -negotiated agreement provides for the following: o • Provides for one of the strongest statewide pet sourcing standard for Illinois pet stores while maintaining local control 2m (does not preempt home rule authority); Cn • Prohibits pet stores from acquiring dogs and cats from sources that are not licensed by the USDA, if required, and °_ have had direct or critical non-compliance citations (impacting the welfare of the animal) within last two years; • Requires pet stores to obtain copies of breeder inspection reports prior to purchasing dog or cat; � • Requires pet stores to microchip all dogs sold (as is required by rescues and shelters, and is current business practice by most pet stores); W • Allows pet stores to be an option for a shelter or animal control to contact to re -home a dog/cat in cases where owner does not want the animal; and 0 N • Maintains pet shops are subject to existing provisions and penalties for violation of the Illinois Animal Welfare Act. J z M Goal: By implementing a statewide sourcing standard for the sale of puppies and kittens by pet stores, SB 1882 will: • Protect the health and well-being of animals sold in Illinois by ensuring they are from acceptable sources, including s licensed USDA breeders that are in good standing; • Enhance public confidence that they are purchasing healthy animals by providing disclosure of information prior to 2 purchasing the animal; = • Allow consumers to retain the option to choose where to purchase a pet (whether from a pet store, pound, rescue m organization or breeder); N • Assure state regulators that the public continues to have recourse against any licensed pet shop that does not adhere to the law (e.g., Puppy Lemon Law and current statutory penalties); and Cn • Allows pet stores to assist shelters and animal control in re -homing dogs/cats given up by its owner. m Other states with similar sourcing laws include Arizona, Ohio, Maryland, New Jersey, Virginia, and Florida. ca SB 1882 was negotiated with the Humane Society of the United States; and there was no opposition to SB 1882. a Proponents Include: Illinois Pet Lovers Association Illinois State Veterinary Medical Association Illinois Animal Control Association Illinois Retail Merchants Association Pet Industry Joint Advisory Council American Kennel Club Federation of Dog Clubs & Owners Packet Pg. 24 2.A.e WE RESPECTFULLY URGE YOU TO VOTE "NO" ON SB 2280 (CONNELLY) AND STOP THE FALSE NARRATIVE AGAINST PET STORES SB 2280 (Connelly), an initiative driven by the Illinois Chapter of the Humane Society of the United States (HSUS), perpetuates a false narrative to undo the good -faith efforts of the Safe Pets Bill by forcing pet stores in DuPage and Will counties (if successful at passing a local ordinance) to only source from rescues or shelters. SB 2280 is also directly counter to the current federal efforts by HSUS in its petitions to USDA and Congress to increase federal standards for commercial breeders,' and any changes to USDA standards would apply to Illinois under the new Safe Pets law. In May 2017, representatives from all sides of the Illinois pet industry (pet stores, Illinois Chapter of HSUS, animal control, veterinarians) worked in good -faith to negotiate the Safe Pets Bill (SB 1882; PA 100-322) -- with the final language having no opposition and passed both chambers unanimously -- to ensure pet stores can purchase dogs and cats from all available sources: rescues, shelters, local breeders, and responsible USDA licensed breeders with no direct or critical violations within previous two years. SB 1882 also included the following components: • Pet stores are required to have copies of USDA inspection reports prior to purchasing the dog or cat to prove the breeder does not have any violations (whether obtained from USDA website or directly from the breeder); • Requires pet stores to microchip and register all dogs prior to sale, and adds pet stores as an option to re -home any dog/cat it sold that may be placed in a rescue/shelter; and • Maintains pet shops are subject to existing provisions and penalties for violation of the Illinois Animal Welfare Act -- including the Puppy Lemon Law (that provides a 12-month congenital health guarantee) or not having inspection records from breeders — and is enforced by IL Department of Agriculture through state inspections. SB 2280 is premature as the current standards agreed upon within the Safe Pets Bill are less than a year old, the recently enacted Safe Pets souring standards must be given time to work as intended. Six local governments in Illinois (Orland Park, Hoffman Estates, Chicago Ridge, City of Joliet, Mundelein, and Arlington Heights) and at least seven other states (Arizona, Ohio, Connecticut, Maryland, New Jersey, Virginia and Florida) have adopted disclosure and breeder sourcing standards similar to current Illinois law. True goal of HSUS-IL — use SB 2280 and its supporters to apply "rescue/shelter" only standard statewide. The practical effect of doing so is to shut down pet stores and to control the market on where consumers purchase a dog or cat. Additionally, the "rescue/shelter" sourcing within SB 2280 removes all quality standards and consumer protections afforded by the Safe Pets Bill when purchasing a dog or cat. It also allows rescues to continue to purchase from any breeder or dog auction perpetuating the puppy mill industry. (see reverse side for additional details). Please allow the Safe Pets Bill time to work as designed to remove puppy mills from the Illinois market place while still providing strong consumer protections. SB 2280 is OPPOSED by the following organizations: Illinois State Veterinary Medical Association Illinois Chamber of Commerce Illinois Farm Bureau Pet Industry Joint Advisory Council Illinois Husbandry and Animal Welfare Association Petland Pocket Puppies Aquarium Adventure/Petland Illinois Retail Merchants Association Illinois Pet Lovers Association Naperville Chamber of Commerce American Kennel Club Federation of Dog Clubs & Owners Happiness is Pets Park Pet Furry Babies (over) m a 4- 0 d Ta W 0 0 c� a� CD W _00 N_ N O An m N O a a 0 d m s ca 0 Go N N m a� E s U c� Q 1 https://fitzpatrick.house.gov/media-center/press-releases/fitzpatrick-crist-introduce-pair-puppy-protection-bills Packet Pg. 25 2.A.e FACTS PROVING SB 2280 (CONNELLY) AND "RESCUE/SHELTER" SOURCING STANDARDS ARE INEFFECTIVE I. HSUS has never visited a USDA -licensed breeder; HSUS admitted in court it's definition of "puppy mill" is only an "opinion"; HSUS actively supported similar IL sourcing standards in 2014 a. 2016 testimony in Arizona found HSUS has never raided, nor ever visited, a USDA breeder 2. Further, the former President of the ASPCA stated it never conducted a "puppy mill raid" against a USDA breeder during his tenure (from 2003-2013)3. b. When challenged in Missouri court by USDA breeder, HSUS argued its statements were only "opinion" and protected under free speech (as HSUS had no factual basis for its claim)4. c. HSUS takes in millions of dollars from IL citizens through donations but gives back less than 1% of donations to local shelters and rescues within ILS. d. HSUS lead legislative effort in IL in 2014 to enact similar standards now in SB 1882 (SA 3 to HB 4056), and negotiated an even higher standard within the current law PA 100-322 passed in 2017. II. SB 2280 eliminates consumer protections to ensure healthy pets a a. Current law now mandates commercial breeders be USDA licensed without violations for two years; dogs/cats sold by o IL pet stores subject to 12 month warrantee via Puppy Lemon law (supported by HSUS; many store warrantees greater than 12 months). W b. SB 2280 would remove all Illinois Puppy Lemon Law protections if animals sourced only from rescue or shelter -- no 0 state -mandated warrantee if pet purchased from online retailer, shelter, rescue or direct from breeder. p c� III. SB 2280 removes sourcing standards for breeders; allows puppy mills to flourish through rescues 3 a. SB 2280 requires pet stores to purchase animals only from rescues and shelters (not even hobby breeders). Local and a� � out-of-state rescue organizations have openly admitted to purchasing puppies from puppy mills at dog auctions; SB00 2280 does not prohibit such purchases— only prohibits rescues that do so from sel ling to pet stores. 7 b. By not specifically prohibiting the practice in all cases, SB 2280 allows rescues and shelters to continue funding puppy mills -- keeping them in business (instead of imposing higher standards —such as within current law PA 100-322). N m IV. SB 2280 impedes on local municipal authority by voiding existing sourcing ordinances; allows all shelters to request pet store records. a. City of Joliet, in Will County, voted in December 2017 to adopt Safe Pets Bill standard for Joliet pet stores. Section (f) states any existing local ordinances "less restrictive" would be voided (such as the City of Joliet, as well as other y municipalities considering similar ordinances). 58 2280 violates home -rule authority to those municipalities that have Q, enacted, or may enact, local ordinances more fitting for their cities/towns. Local pre-emption was the main source of c HSUS's opposition to early versions of the Safe Pets Bill (SB1882) and was removed at their request. d b. Section (b) would allow all animal shelters to request records of pet stores. This is an unprecedented overreach and s violation of privacy upon businesses. In other jurisdictions, only the public body that regulates the industry is allowed such access. V. Over last few years, evidence continues to prove "rescue/shelter" only sourcing not sustainable business model; local 0 w N jurisdictions turning to "Safe Pets" standards. N a. City of Las Vegas recently repealed its "rescue/shelter" only law; task force created to study more balanced sourcing co standard6. b. Petland (Wheaton, IL), Alsip to the Rescue (Frankfort, IL) and Petco (Cambridge, MA) are examples of pet stores and £ rescues that have closed since 2016 due to financial difficulties in sustaining operational expenses due to lower revenues produced from puppies sourced solely from local rescues/shelters (as proposed in SB 2280). c. A current "rescue/shelter" only Illinois pet store — DogPatch in Naperville — admits to financial difficulties and may have Q to reduce its ability to sell dogs/cats. Alsip to the Rescue, in Frankfort, Illinois, stated it is an "unsustainable model" and had to close in 2017.' z https://www.youtube.com/watch?v=tvOAnxt49V8 3 http://www.sun-sentinel.com/opinion/commentary/sfl-end-puppy-mills-the-right-way-20160405-story.html 4 https://www.humanewatch.org/state-supreme-court-hsus-offers-opinions-not-facts/ 5 https://www.humanewatch.org/see-how-little-the-humane-society-of-the-u-s-gives-to-your-state/ 6 https://www.reviewjournal.com/news/politics-and-government/las-vegas/split-las-vegas-city-council-votes-to-repeal-pet-store ban/ http://www.alsipnursery.com/pet-center/aIsip-to-the-rescue-adoption-center/ Packet Pg. 26 9/25/2018 Vernon Hills officials give pet store plan chilly reception Menu Log in Seairclh D &HeWd Suburban Chicago's Information Source News Opinion UbRuaries Bustiness �, 0 11 U S 0 0 WARNING- This product contains nicotine. Nicotine Is an addictive chi 1191 li1 a. Vernon Hills officials 0 (n a give pet store plan 0 .0 chilly reception .2 Mick Zawislak Posted < L801jollo .... ..... 912412018 5:30 AIM Petland got a cool reception from Vernon Hills yfll trustees for a proposal to open a store at 445 Townline Road, replacing a mattress store. lv, 1pi /d "i I "y Pav/- V-aiade-j Staff Photographer T1"rrf`/r1kr',.nf ....................................................................... —, https://www.dailyherald.com/business/20180924/vernon-hills-officials-give-pet-store-plan-chilly-reception?utm—Source=morning%20alerti Packet Pg. 27 9/25/2018 Vernon Hills officials give pet store plan chilly reception Lu, t A proposal to open a Petland store which specializes m,,,,selling N fs� puppies has received a cool reception from Vernon Aee The village board last week heard a proposal for the storio_�/,irf, xt;Neax, Y� Toy soon -to -be -vacant Mattress Firm space at 445 Towni R" 4, (Route 6o). The 5,000-square-foot storefront is in aif/6!/i11/6t'f ,vvv f 11,11, , Vf I't K the Townline Commons shopping center and adjacep-t Corner Bakery Cafe and AT&T store. �­�,,f�ir),(,,�, 1, f"I j 2, ri 8 Y, 9 A. I b, ADVERTISING IL 4- 0 (n 4- 0 a 0 A f al, Trustees quest I$g;v l6, aspects of the operation, including the proposed locaffk ti two restaurants. After a 3o-minute discussion at the infor,.M/,'al,"�""'.,",,,�. committee -of -the -whole meeting, the request was co f Oct. 17. f�,, Y) "There was more information trustees were intereste Assistant Village Manager Joe Carey said. 111Yj,,(,,;,1,,,,, 1-'�, I, A, JF1/',,, A special -use permit is required to allow a pet store at,,,/ j, P 10, ii �f, I location and company representatives were making j , > " I A. 1`1 /j 111/1, Al https://www.dailyheraId.com/business/20180924/vernon-hilIs-officials-give-pet-store-plan-chilly-reception?utm—Source=morning%20alerti Packet Pg. 28 9/25/2018 Vernon Hills officials give pet store plan chilly reception 2 A f pitch to village leaders. ' `" Whether the village wants that type of business remai s�r �"b �-, U � seen. �� t�yPnim�r«o & L', ifi r o, ,,Irt ",t. Jt6 q11 , o ,,,, ,rf j f, t "We've got to get over the hurdle, though, of 'Do we want/�4%tine �.o pet store in town?"' said Mayor Roger Byrne. According to information provided to the village, the146fe OUI& have 24 puppy kennels and one cat kennel. Each kenpe,�al 1 hold three small -breed or two large -breed puppies, Ad'� kennel could hold three to five kittens.a. 4- 0 Parakeets, cockatiels, rabbits, dwarf hamsters, ferrets and other y small animals also would be offered. 0 r_ 0 The store would be part of a franchise that has other locations in Chicago Ridge and Naperville owned by Carl Swanson, who also is president of the Illinois Pet Lovers Association a (http://illinoispetlovers.org/), a group of pet store owners and o industry partners. T He said the group backed the Safe Pets Bill, signed into law in August 2017, to ensure puppy mills are not able to do business with pet stores in Illinois. The law requires statewide health and safety standards for the pet store industry. Swanson said Petland breeders are inspected by the U.S. Department of Agriculture, the state, American Kennel Club and others. "The vast majority of breeders do not meet our standards," he said. The average price of puppies would range from $2,200 to $2,600, depending on the breed and its popularity, added https://www.dailyherald.com/business/20180924/vernon-hills-officials-give-pet-store-plan-chilly-reception?utm_Source=morning%20alert Packet Pg. 29 9/25/2018 Vernon Hills officials give pet store plan chilly reception 2 A f Swanson's business partner, Ryan Hamel. "We buy the best puppies from the best breeders at the highest prices you'll ever think of," he said. Trustee Craig Takaoka noted "some issues" the company had several years ago getting puppies from questionable sources and said he was concerned the business would be near two restaurants. Hamel said any issues have long been cleared up. A Google search of Petland would show negative articles, he added, "because there are a lot of people who don't think what we do is a. 0 right and I understand that." 0 c Swanson said the mayors of Naperville and Chicago Ridge, as 0 well as representatives from the Naperville Area Chamber of Commerce, are willing to be contacted for references. This isn't the first time a proposed Petland has received a cool reception from Vernon Hills leaders. The village board in 2004 denied a Petland proposal by different operators in a different location. Trustees said it was undesirable and unnecessary given the proposed location adjacent to restaurants and retail businesses, Carey said. SPONSORED CONTENT Get Creative With Breakfast: What Will You Make? [L by Rice Krislipies ��Iat�d grticl�s https://www.dailyherald.com/business/20180924/vernon-hills-officials-give-pet-store-plan-chilly-reception?utm_Source=morning%20alert Packet Pg. 30 2.B Information Item : Fire Department Response Determinants ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion. Response determinants are codes derived from the information obtained by trained NWCDS Telecom municators, from the callers for medical or fire incidents. Based on the answers to the scripted protocol questions, a response determinant is generated, which gives the responding fire department information about the severity of the call. This allows the fire department to deliver the appropriate resources. ATTACHMENTS: • 092418 COW Response Deter Information -Wagner (DOCX) Trustee Liaison Ottenheimer Monday, October 1, 2018 Staff Contact Mike Baker, Fire Updated: 9/27/2018 11:10 AM Page 1 Packet Pg. 31 2.B.a NA 1, L AGE 0F MEMORANDUM DATE: September 24, 2018 TO: Dane Bragg, Village Manager FROM: Mike Baker, Fire Chief SUBJECT: Fire Department Response Determinants On January 1, 2018, the North West Central Dispatch System (NWCDS) �� NON•ILINEAR RESPON'S'E LEVELS ly CAPABILITY instituted the use of Response ! BLS AL, Determinants from the Emergency cy I:C' II{� IF) ;) glMtlailflaliaw if Medical Dispatch EMD and J rr°+Eli,Iilawmrwro.alauore9rl.,Warauma,Im�uu�fu�ludiY.iuxfal 0:5 all,iuw,wnrf,d�,aIr d IsPAIVIII �rw Ii�a Bb1.IM�l,I eJMn r61 Emergency Fire Dispatch (EFD) "46 tlV IY ��; �. G\ PWI! I'w'I I Y 1 Y d0 k4.+Y�u � I d("1M1,fi 11 7�Vf,.6YrIIb � � ����,�� _sir cewlarla, ,wn�aiu in flw programs. Response determinants are M� 117 V�i�Y; �I jllwS�WC wU 7:"vM4 PIMh" Ifl�irllBw Yy, OrIEI,dUd0uaflos codes derived from information �, lrr,� od Im,, a,ui1ti L„ nalwar�� n qam iIovl ng Ior obtained by trained NWCDS B D Rum ENIS IIW.'Po"I' rVrV 111I.S wwru , �,1 a,I4�,I w L 1„ �a1.re, Rlla� w�e,�,n,�I I" A n ovvru hu r ill �ti (1IL iIIYOtl UI telecommunicators from the callers d'+unw" i� �I ° s kl r waw, ,. still do mid WwO LlI➢ L11i''W. Iwikllmnn Yd 4"a. 1Y'In d'�11116 M1. for medical or fire incidents. Based on 07 the answers to the scripted protocol —"*� 2012 Im1 im i- wu.AIA� aufi- uII :n Am .ache r DSjp lfklu e Iw:r 11!w I lnIksiS"I questions, a response determinant is IaI 1, l ,�,. e I) t, A d,;,,,,1., �11 �upi11, 12 ll"gY�4a II:G; llufarai�i tun�V �w I. C" 1�1I"q)SCII" RLI daeu iwruuea is l.rarf;. generated, which gives the responding . ~� P16 �i I li�"k u6¢iir.unidn rw kw I, D; NUI���S I�, F L �Vail�soQunaenl ��.lsru 8 h9IID111 AWadNdcwYmnuoq IcvaA, F MIII M� L('Ilf I d"'kalmil aaw k'v d',.. fire department information about the "iclme 1. Resprrlrsr,W7r*iefIrvooranlW:,llirrrJlelng^ya(Rcsp;trta,C;rasa-.rMrrlAXoi showing laiuil severity of the call. This allows the fire n . polq se e m.'Implo's assigni?,d Gee IECHO and C7MFGA Ie.vcl s elermn m,, nt cod s 4Asinf,' Irff Modicat WfMrafik,� Dispatch �',�.btf rr_i' WPM) ,',Lf;e r"� 101;� I1MrI'� department to deliver the appropriate resources. The utilization of response determinants has been discussed at fire liaison meetings and the NWCDS Executive Committee (Chief Officers). A subcommittee was created to ensure all aspects of the change met the needs of the fire departments. A representative from Priority Dispatch Corporation (PDC)/International Academy of Emergency Dispatch (IAED), the provider of the protocol, spoke to the Chiefs and discussed the use of response determinants around the world. N r� _ O _ E L 0) a) d N _ O Q rn d a� E M a m m Packet Pg. 32 2.B.a Based on the Priority Dispatch System, NWCDS has instituted the following procedures: 1. If a medical incident is dispatched with the response determinant of alpha or bravo, it is recommended that just the ambulance respond. The NWCDS telecommunicator will dispatch what the current CAD recommends, which will still be an ambulance with an engine, squad, quint, etc. The intent is that fire department personnel can decide internally to "hold up" the other unit, besides the ambulance, when alpha or bravo circumstances exist. 2. When the responders hear the alpha or bravo response determinant, they will respond "cold" and without lights or sirens on medical and fire incidents. 3. If the response determinant of charlie, delta, or echo is given, dispatched equipment and response will not change with the exception that all responding units will run "hot" and with lights and sirens 4. It is always the fire department's discretion to keep units in quarters or send the units as dispatched. An example would be the in -district ambulance is already on a call, and the in -district engine or squad still responds, even though it is an alpha or bravo level incident. With the installation of the new CAD system slated for the last half of 2019, the BGFD will have the capability to customize its response patterns based on the type and severity of the call in concert with the Response Determinants. Again, the intent of this change in operation is to send the needed resources while reducing the amount of BGFD vehicles dispatched and the corresponding risk associated with emergency responses. Packet Pg. 33 2.0 Information Item : Next Steps Workshop Recommendation Prioritization Discussion ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,ll Staff recommends discussion. Staff is seeking comment regarding the prioritization of the Implementation Strategies to address the key focus areas identified in the Next Steps Workshop. The Next Steps Workshop Next Steps Survey was distributed to the Village Board as a method to prioritize the twenty Implementation Strategies. Staff will present the findings of the survey and will begin incorporating the strategies as part of the 2019 strategic goals and budget. ATTACHMENTS: • Next Steps Workshop Memo (DOCX) Trustee Liaison Johnson Monday, October 1, 2018 Staff Contact Jenny Maltas, Office of the Village Manager Updated: 9/27/2018 3:29 PM Page 1 Packet Pg. 34 2.C.a VILLAGE OF BUFFALO GROVE, MEMORANDUM TO: Village President and Board of Trustees FROM: Jennifer I. Maltas, Deputy Village Manager Evan Michel, Assistant to the Village Manager DATE: September 25, 208 RE: Next Steps Workshop Strategic Priorities N1 Overview Following the Next Steps Workshop three key areas were identified for improvement including communications/engagement, economic development, and volunteerism. Several strategies associated with each area were developed and presented to the Village Board at the August Committee of the Whole meeting. A survey was then developed to allow the Village Board to prioritize the strategies and direct staff s implementation efforts. Below are the top six strategies, in order of priority, that were identified by the Village Board through the survey. It should be noted that Trustee Stein indicated that he could not rank the items 1 through 20. Trustee Stein did note that his number one priority was the website and number two was outreach to find volunteers for Commissions and Boards. Those two items were included in the analysis that identified the top six strategies. 1. Redesign the website to make attractive to a greater variety of users: This strategy is at the center of the current website refresh. The current website does not meet the standards of a modern, user -focused website. It lacks robust search functions, contains erroneous information, as well as non -intuitive information architecture. The village's website development team is designing the new website to be structured in a way that is focused on a greater variety of users. 2. Education/Outreach about economic development: This strategy focuses on educating interested parties who may not have active involvement in local government. This includes engaging and providing information to those who may not actively participate in local government. Although there are few direct costs associated with this additional engagement, it will require a great investment of time by elected officials and staff to build new relationships in the community. 3. Work to dispel the rumor mill: This strategy is being executed as part of the ongoing website refresh. Staff intends to develop a blog or standing page on the new website specifically designed to correct misinformation in the community. An example blog entry would clarify the Village of Buffalo Grove's ability to redevelop the car dealerships on Dundee Road. Packet Pg. 35 2.C.a 4. Develop a more productive feedback loop for resident opinion: Strategies to address this item have been included in the Communications Plan and are also related to enhanced engagement with residents. The plan seeks to improve the two-way communication between the village and its residents versus the one way communications we use now such as social media, e-news, etc. 5. Work to increase the diversity of residents serving on boards and commissions: The demographics of the Village of Buffalo Grove have evolved over time. However, the current volunteer corps does not reflect the diverse racial, ethnic, and generational makeup of the village. In order to implement this strategy, village representatives must build relationships with underrepresented groups in the village. This process will require first the research of best practices targeted to each unique demographic in the Village and then implementation of those strategies. 6. Focus more on video -based programming: This strategy has been included in the Communications Plan. Short, mobile -friendly video content has become a popular communications method many municipalities have utilized. The Public Works, Police, and Fire Department have begun experimenting with this new communications method with great success. There are minimal direct costs as well as staff time required in the production of video content. Implementation Actions Based on the feedback by the Village Board, staff will prioritize these six items over the next two years. As the Village Board is aware, the Village is currently under contract with CivicLive to provide a new website which is scheduled to launch at the end of this year. The goals of this redesign are to utilize data driven decision -making; create fresh, clean, and modern design; develop searchable content with the user in mind; and a focus on service over hierarchy. As part of this process, staff has begun to research and develop a method to facilitate two-way communication to dispel rumors in the community through a discussion forum module. Likewise, the creation video programing has been incorporated in the design of the new website. Additionally, based on the rankings of the items above, staff has programmed funds for enhanced video - programming into the 2019 preliminary budget. Staff has also included the position Community Engagement Manager in the preliminary budget that would specifically tasked with enhancing two-way engagement with residents (strategy 4) and would be integral in working on all items listed in this memo. Please let Evan or Jennifer know if you have any questions about the information included in this memo. Packet Pg. 36 2.D Information Item : Website Refresh Update ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion. Staff will provide an update regarding the ongoing initiative to refresh the Village website. Trustee Liaison Johnson Monday, October 1, 2018 Staff Contact Evan C Michel, Office of the Village Manager Updated: 9/27/2018 10:51 AM Page 1 Packet Pg. 37 2.E Information Item : FY 2019 Capital Budget ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion. At the August 6th Committee of the Whole Meeting, Deputy Public Works Director Skibbe provided a summary of capital project requests to be included in the FY 2019 Budget. The projects requested for next year (FY 2019) totaled $21,193,728. The next step in developing the capital budget was to determine the capacity in the budget to support capital requests excluding the use of fund balance or issuance of debt to support any of the projects. Using the current pay -as -you go approach to capital, $6,520,195 (30.8%) of improvements, maintenance, or repairs will be programmed into the budget. Of that total, $346,000 will be used to fund public safety equipment and improve the multiple area network from special funds (DUI enforcement and IT reserves, respectively). Both are appropriate uses of special funds for technology and equipment. There is one project request (1105 HVAC Unit Replacements, $285,000) designated in red. This will be an emergency repair in the current year for failing HVAC units at Village Hall and the Buffalo Grove Golf Course. There will be a budget amendment forthcoming to address the repairs. Attached to this item is a summary matrix of all projects. To assist in the decision to allocate resources, each project was ranked 1-3. A ranking of 1 denoted that the project was already under contract, essential to business operations, or corrects a safety hazard. A designation of 2 identified projects that advanced the Village's Strategic Plan. A project rate of 3 indicated that the request could be deferred a year for future evaluation. A total of $14,388,533 in capital improvement projects will be deferred to the next budget year. It should be anticipated that without a new or enhanced source of revenue and/or the issuance of debt that the Village will be in a substantially similar financial position for the FY 2020 Budget. Staff is currently developing an updated deferred road maintenance analysis for presentation to the Village Board in the fourth quarter of 2018. The FY 2019 Budget will be presented to the Village Board on November 13th. ATTACHMENTS: • CIP Summary (PDF) Trustee Liaison Stein Monday, October 1, 2018 Staff Contact Scott Anderson, Finance Updated: 9/27/2018 10:07 AM Page 1 Packet Pg. 38 (;96pn8 je;ideO 6M A=l) AieuauanS diD :;uowg3e;;d W M N a (D a O O 00 LJ Ln Ln L � � N N 0 V')-tov O C LT w O C - I(6 LU r-1 u O +' i M lz N Q 0) fu N ILL U j V} V} V} V} L O O O ' OO O Ql N Ln o 0 ON Ln n O r-1 ri M LL m V}V?V?V}L u � 4J d co of O O O O C C 0 0 0 C C?, 0 cl0 C Ln O r-1 u Ill N Ill M } rn r1 M r, u o N LL V} V} V} t/? 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V)- t/} t/} t/} tf} tf} tr} t/} t/} "l+T q^ O cc ' cc 0 ' ' Ln O cc cc 0 Ch O cc cc 0 i--1 G 00 N Lr Lr O .4 N N Ln N N M I� CI H r-I N LO to to tn. to to to to to to 'L, to N -1 ci ci N N Ql m m Cl O cc 0 0 0 0 0 0 0 0 00 O 0 0 0 0 0 0 0 G O O N O C C 0 0 0 0 0 0 0 0 N Oj 00 rl O O Ln Lr O Lr Lr O M N Ln Ln r4 N N I\ N O O M M rl J o a o a 0 0 0 ~O Un c v E v O L E L O CL + N O E ai Qi a o z U E L Q v N O U M N U 3 E __ J C O N N N +� Q O Cl H O u c i 0 0' a1 0 0 U U V In J a V) Q C7 C7 M LM l0 n rq ei N O O O O O rl 0 0 O O O O O O 0 0 Ln Ln Ln Ln Ln Ln N N 0 a aD a 2.F Information Item : Update on the Results of the 2017/2018 Employee Performance Evaluation Process ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,ll Staff recommends discussion. Pursuant the Village of Buffalo Grove's formal Employee Compensation Policy, all 211 full time and year- round part time employees were recently evaluated based on their July 1, 2017 through June 30, 2018 performance. The purpose of the attached report is to provide a summary of each department's performance and discuss related future action. ATTACHMENTS: • 2018 Employee Evaluation Status Report (DOCX) Trustee Liaison Staff Contact Stein Arthur a Malinowski, Human Resources Monday, October 1, 2018 Updated: 9/27/2018 3:46 PM Page 1 Packet Pg. 41 2.F.a DATE: September 25, 2018 TO: Dane C. Bragg, Village Manager Jennifer I Maltas, Deputy Village Manager FROM: Arthur A. Malinowski, Jr., Director of Human Resources & Risk Management Kathryn A. Golbach, Management Analyst SUBJECT: Employee Performance Evaluation Report Pursuant to the Village of Buffalo Grove's formal Employee Compensation Policy, all 211 full time and year-round part time employees were recently evaluated based on their July 1, 2017 through June 30, 2018 performance. Employees were awarded a rating of 1("Unacceptable"), 2 ("Needs Improvement"), 3 ("Fully Meets Expectations"), 4 ("Exceeds Expectations"), and 5 ("Outstanding"). The purpose of this report is to provide a summary of organizational performance and outcomes measures, consistent with the Village's Strategic Plan and culture of achievement. Performance Rating Report The series of performance rating reports provides a breakdown of the ratings awarded and the average rating by department. 1 Packet Pg. 42 2.F.a VILLAGE OF BUFFALO GROVE MEMORANDUM y O Distribution of Scores by Department 2 O CL w N 3 R C O M _7 M W w G1 O Q. E W 00 0 N a 0 E s U Q Packet Pg. 43 2.F.a VILLAGE OF BUFFALO GROVE MEMORANDUM y 0 L Impact a c 0 Of the 211 full time and year-round part time employees, 47 of the employees are members of the Fire Bargaining Unit and are not be eligible for a merit increase. Similarly, 43 employees are members of the Police Bargaining Unit and are ineligible for a merit increase. Additionally, 50 non -represented w employees will not receive a merit increase because the employee is either at the top of their his/her pay a) c range, is a new hire with less than 6 months of service, or has been promoted within the last 6 months. £ The remaining 71 employees will be eligible for a merit increase pending final review. Funds have been L , allocated in the 2018 Budget to award merit incentives. a Future Action d o 1. The employee evaluations will be reviewed to determine the pay increase of each eligible employee a E w based on his/hers position within their pay range. ao 2. Supervisors will be asked to meet with their employees to discuss both 2017/2018 performance T N evaluation and 2018/2019 goals. c 3. Pay increases, including the retroactive pay component, will be processed for the October 18 payroll. N CD s 41 We look forward to discussing this matter with your at you convenience. 0 3 Packet Pg. 44 2.G Information Item : Future Comprehensive Plan Project ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Recommendation of Action pp ll Staff recommends discussion At the August 2017 Committee of the Whole meeting, staff introduced the Village Board to the process for updating the Village's current Comprehensive Plan (2009). At that time, the project was going to kick-off in spring 2018 and expected to take approximately 18-24 months to complete. Subsequent to the August 2017 discussion, both staff and the Village Board opted to postpone the Comprehensive Plan project to allow staff to focus on the Prairie View Metra Station Area Plan. As the Prairie View Metra Station Area Plan is expected to be completed this winter, staff felt the time is appropriate to revisit the comprehensive plan initiative and retain the Board's concurrence on the project's objectives, process, and scope for FY 2019. Staff is seeking feedback from the board regarding the project's goals and objectives, process and scope, timeframe, and RFP process. ATTACHMENTS: • BOT Memo (DOCX) Trustee Liaison Ottenheimer Monday, October 1, 2018 Staff Contact Chris Stilling, Community Development Updated: 9/27/2018 11:04 AM Page 1 Packet Pg. 45 2.G.a 'IL...AGE OF BUFFALO GRON/f MEMORANDUM DATE: September 27, 2018 TO: President Beverly Sussman and Trustees FROM: Nicole Woods, Principal Planner SUBJECT: Future Comprehensive Plan Project BACKGROUND At the August 2017 Committee of the Whole meeting, staff introduced the Village Board to the process for updating the Village's current Comprehensive Plan (2009). This project fulfills recommendations outlined in the 2016 Economic Development Strategic Plan and the 2018-2023 Village Wide Strategic Plan. At that time, the project was going to kick-off in spring 2018 and expected to take approximately 18-24 months to complete. Subsequent to the August 2017 discussion, both staff and the Village Board opted to postpone the Comprehensive Plan project to allow staff to focus on the Prairie View Metra Station Area Plan. As the Prairie View Metra Station Area Plan is expected to be completed this winter, staff felt the time is appropriate to revisit the comprehensive plan initiative and retain the Board's concurrence on the project's objectives, process, and scope for FY 2019. COMPREHENSIVE PLAN OVERVIEW What is a comprehensive plan? A comprehensive plan outlines the vision of a community's desired physical environment as well as the process that will allow it to realize that vision. In addition to providing a well-defined framework for the community's development and investment goals, the Plan seeks to explore changing community trends, identify emerging challenges, and promote new opportunities. Typically a comprehensive plan is written to provide guidance for a community to work towards its vision over 15 to 20 years. The comprehensive plan should also be considered flexible and able to adapt with change. Elements of a Comprehensive Plan The following lists some of the common core elements of a comprehensive plan that are normally stand-alone sections. Core Elements • Land Use — existing and future land use, buildings, development, and zoning. Page 1 of 6 Packet Pg. 46 2.G.a • Natural Resources — parks, open space, environmental sustainability and sensitivities, climate factors, and energy conservation. • Transportation and Circulation — roads, public transportation (rail and bus), bicycle, and pedestrian connectivity, as well as freight trucks and rail. • Housing and Neighborhoods — housing trends, preservation, and diversity. • Plan Implementation — a matrix detailing when and how goals under the various elements will be achieved. In addition to the core elements, comprehensive plans often include additional elements to address the specific needs and interests of a community. These may include: Additional Elements • Subarea Plans — detailed plans regarding land use, circulation, development alternatives, and plans for a community's key subarea(s). • Urban Design and Community Character — architecture, community identity, place - making, and wayfinding. • Health and Wellness — physical activity, water and air quality, access to health care facilities and food. • Economic Development— commercial development, workforce, fiscal health and impacts. • Utilities, Infrastructure, and Capital Facilities — telecommunication, electric, water, sewer, and stormwater networks, infrastructure and services, as well as public facilities. Example Plans Village staff sampled a few nationwide examples of modern, higher -quality comprehensive plans from communities that have similar populations. These include: • Comprehensive Plan for the City of Sammamish, Washington. Sammamish, Washington is located 20 miles east of Seattle and covers approximately 22 square miles. Lake Sammamish forms the city's western border, while the rest of the city is surrounded by other communities. Sammamish is a rapidly growing community. In 2012, it has a population of 47,000 residents. In 2016, the estimated population is 60,000. The Comprehensive Plan was adopted in 2015 and outlines a vision to help guide the community's growth over the next 20 years. • Comprehensive Master Plan for the City of Coppell, Texas. Coppell, Texas is located approximately 23 miles northwest of Dallas, near the Dallas -Fort Worth International Airport. Current estimates show Coppell's population to be approximately 40,000 — 45,000. Similar to the high -priority areas in Buffalo Grove (Prairie View, Dundee Road, and Milwaukee Avenue), Coppell identified specific districts as key areas for the City's future vitality and sustainability. • General Plan for the City of Palm Desert, California. Palm Desert is located in the Coachella Valley approximately 14 miles east of Palm Springs and 122 miles east of Los Angeles. The City has a population of approximately 50,000 residents and covers approximately 27 square miles. Its topography and demographics greatly differ from that of Buffalo Grove, but its 2016 Comprehensive Plan is exemplary in its scope and depth. Page 2 of 6 Packet Pg. 47 2.G.a Why does Buffalo Grove need a comprehensive plan? The Village's current Comprehensive Plan (2009) was an update to the Village's 1998 Comprehensive Plan. Both plans utilized similar formats focusing almost exclusively on existing conditions and future land use. Although the 2009 Comprehensive Plan has served the community for several years, it has reached the end of its shelf life and does not sufficiently reflect the current realties, challenges, complexities, and opportunities facing the Village. Having a new plan that clearly articulates the desired vision of our community will help the Village in its decision -making process. A comprehensive plan will also build off as well as tie together many of the community's initiatives such as the 2016 Economic Development Strategic Plan, Lake Cook Corridor Market Study and Plan, Prairie View Metra Station Area Plan and the Annexation Strategy, into a cohesive vision and plan for the community. Moreover, the plan will incorporate sections devoted to detailed plans for the high -priority areas of Buffalo Grove, which include Dundee Road and Milwaukee Avenue. PROPOSED PROJECT OBJECTIVES The project's objectives are described below and are intended to help communicate our expectations for the project and its process. Objective 1: Establish "Buffalo Grove 2040" The project's first goal is to help Buffalo Grove establish a long-term vision for the community. What should Buffalo Grove look like in 2040? More specifically, what does the community's housing, transportation network, commercial and office development, and open space look like in 20 years? What will make the community unique and special? Once that vision is established, the comprehensive plan should provide a roadmap which details how that vision can be achieved. The roadmap should include recommendations and action steps that are mainly within the Village's purview, but can also include strategies that require the participation of local and regional partners. Objective 2: Incorporate and Build off of Previous Plans In establishing Buffalo Grove 2040 and developing a roadmap to achieve that vision, the comprehensive plan should consult the Village's most recent plans and studies including: the Lake Cook Corridor Market Study and Plan, the Economic Development Strategic Plan, the Annexation Strategy and the forthcoming Prairie View Metra Station Area Plan. These plans have provided direction for the future development of specific subareas as well as laid a framework for community and economic development priorities and policies. Consequently, the new comprehensive plan should incorporate and build off these plans to ensure consistency amongst all planning documents as well as increase efficiency in the development of the comprehensive plan. Objective 3: Robust Community Engagement and Public Communication The third project objective is to include a high-level of community engagement activities. These activities will ensure a diverse array of residential, business, and other stakeholder voices are heard Page 3 of 6 Packet Pg. 48 2.G.a and incorporated. The activities will be educational as well as interactive. They can include but are not limited to the following public engagement strategies: • Key stakeholder interviews • Interactive websites • Community visioning forums utilizing visual preference surveys/key pad polling • Design charrettes • Public meetings • Attendance at community group meetings • Open houses A related objective will be general communication about the process with the public. The project will have a communication strategy and plan to help increase clarity, confidence, and participation in the process by all members of the community who wish to be involved. Objective 4: Feasibility and Sustainability Fourth, the project should formulate a vision and strategies that are feasible and obtainable. Buffalo Grove will rely on the expertise of the consultant team to ensure that concepts, ideas, and strategies are achievable and realistic. In addition, the vision and strategies must be economically, environmentally, and socially sustainable for the community. Consequently, the consultant team should have experience and a working knowledge of the dynamics affecting land use, development, real estate, economic development, transportation, natural resources, housing, and urban design. Objective 5: Include special area plans for the Dundee Road Corridor and Milwaukee Avenue Corridor. Comprehensive plans generally focus on the big picture ideas and plans. However, the upcoming comprehensive plan presents a great opportunity to dive deeper into Dundee Road and Milwaukee Avenue Corridors. This effort would implement action steps from the Economic Development Strategic Plan as well as provides these areas with a more through examination and guidance which is warranted and timely. In this regard, the comprehensive plan should provide special sections that provide more detailed analysis and plans for the Dundee Road and Milwaukee Avenue Corridors. Objective 6: Education and Exploration The sixth and final objective is that the project should be an educational and exploratory process. This project should challenge our community to look beyond the typical notions of land use, development, natural resources, transportation, housing, and open space. The consultant team should guide the Village in thinking creatively, educate us on innovative solutions, and help us explore new concepts and strategies to enhance our community for future generations. Page 4 of 6 Packet Pg. 49 2.G.a COMPREHENSIVE PLAN PROCESS AND SCOPE The process to develop a comprehensive plan update for the Village would take approximately 18-24 months. The process could be distilled into three main stages: 1. Establishing existing conditions; 2. Outlining a vision and establishing priorities; and 3. Drafting a plan that lays out policies, plans, and recommendations to achieve this vision. The Comprehensive Plan will cover several elements that may stand-alone, be combined, or become incorporated under concepts or themes that run throughout the plan. Staff recommends that the new Comprehensive Plan contain the elements shown below. The list also includes a description of subtopics that can be addressed within these elements. Elements • Land Use — existing and future land use, buildings, development, and zoning. • Natural Resources — parks, open space, environmental sustainability and sensitivities, and infrastructure. • Transportation and Circulation — roads, public transportation (rail and bus), bicycle, and pedestrian connectivity, as well as freight trucks and rail. • Housing and Neighborhoods — housing trends, preservation, and diversity. • Urban Design and Community Character — architecture, community identity, place -making, and wayfinding. • Economic Development — commercial development, workforce, fiscal health and impacts (this section will seek to integrate the findings and recommendations from the 2016 Economic Development Strategic Plan). • Subarea Plans — detailed plans regarding land use, circulation, development alternatives, and plans for Dundee Road Corridor and Milwaukee Avenue Corridor. • Plan Implementation — a matrix detailing when and how goals under the various elements will be achieved. Cost A comprehensive plan of high caliber, which would address the depth and breadth of topics and issues facing Buffalo Grove, will likely be in excess of $200,000. As this project would straddle multiple fiscal years (FY 2019 & FY 2020), Community Development will be requesting $150,000 in the FY 2019 Budget. Page 5 of 6 Packet Pg. 50 2.G.a CONSULTANT TEAM Request for Proposals Process The Village will be seeking a qualified and dynamic consultant team to guide Buffalo Grove in developing a Comprehensive Plan. With approval from the Village Board, staff will post a nationwide request for proposals (RFP) for a consultant team. As with the Lake Cook Corridor Market Study and Plan, staff will reach out to national and international planning, design, engineering, and architecture associations and media outlets to advertise the RFP. The RFP will be posted in early 2019. A Comprehensive Plan consultant evaluation committee will be established in early 2019 to review, interview, and ultimately select a consultant team. The committee is proposed to include representatives from staff, trustees, and the Planning and Zoning Commission. The Committee will select the consultant team by late winter/early spring 2019. The project is anticipated to kickoff in mid-2019 and scheduled for completion in late 2020 or early 2021. PRELIMINARY PROJECT SCHEDULE Below is a proposed preliminary project schedule. Q3/Q4 2018 Board discussion Comprehensive Plan project and process/approval to release RFP Q1 2019 Release of RFP Q12019 Comprehensive Plan consultant evaluation committee review, interview, and select consultant team Q1/Q2 2019 Consultant team selected Q2/Q3 2019 Project kickoff 2021 Project completion NEXT STEPS Village staff requests feedback from the Board regarding the project's goals and objectives, process and scope, timeframe, and RFP process. With the Board's approval, staff will move forward with the preparation of an RFP. Page 6 of 6 Packet Pg. 51 4.A 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 Sussman Monday, October 1, 2018 Staff Contact Dane Bragg, Office of the Village Manager Updated: 9/27/2018 3:25 PM Page 1 Packet Pg. 52