2019-10-07 - Village Board Committee of the Whole - Agenda Packet2. Special Business
A. Online Procurement Update (Trustee Weidenfeld) (Staff Contact: Brett Robinson)
B. Community Development Software (Trustee Smith) (Staff Contact: Nicole Woods)
C. Discussion Community Engagement Strategy (Trustee Johnson) (Staff Contact: Evan
Michel)
D. Lexington Armstrong Intersection Discussion (Trustee Stein) (Staff Contact: Darren
Monico)
E. Communications Planning (Trustee Johnson) (Staff Contact: Jenny Maltas)
F. 2020 Wage Pool Recommendation (Trustee Weidenfeld) (Staff Contact: Arthur
Malinowski)
G. 2020 Tax Levy Discussion (Trustee Weidenfeld) (Staff Contact: Andrew Brown)
H. Discussion of a Local Motor Fuel Tax (Trustee Weidenfeld) (Staff Contact: Chris Stilling)
I. Water Rate and Debt Strategy Discussion (Trustee Weidenfeld) (Staff Contact: Andrew
Brown)
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)(5) of the Illinois Open Meetings Act: (5) the Purchase or
Lease of Real Property for the Use of the Public Body, Including Meetings Held for the
Purpose of Discussing Whether a Particular Parcel Should be Acquired. (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 : Online Procurement Update
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Recommendation of Action
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Staff recommends discussion.
In January of this year the Village began the use of Vendor Registry for the publication and distribution of
Bids and Requests for Proposals. The previous website had similar functionality however, in addition to
publishing formal procurement documents online, the web based service allows staff to track existing
vendors and source new suppliers for goods and services. Also new is the ability to manage contracts
online internally while at the same time publishing contracts in an effort to increase transparency in
alignment with the goals and objectives set by the Village Board. A brief demonstration of the web based
service will be provided by staff.
ATTACHMENTS:
Memo - Online Procurement (DOCX)
Trustee Liaison
W eidenfeld
Monday, October 7, 2019
Staff Contact
Brett Robinson, Finance
Updated: 10/3/2019 3:28 PM
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DATE: October 3, 2019
TO: Dane Bragg, Village Manager
FROM: Brett Robinson, Purchasing Manager
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SUBJECT: Online Procurement Update Q.
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In January of this year the Village began the use of Vendor Registry for the publication and distribution of c
Bids and Requests for Proposals. The previous website had similar functionality however, in addition to a
publishing formal procurement documents online, the web based service allows staff to track existing
vendors and source new suppliers for goods and services. Also new is the ability to manage contracts
online internally while at the same time publishing contracts in an effort to increase transparency in 0
alignment with the goals and objectives set by the Village Board.
Below are links to the public facing side of the website
Current open Bids/RFPs
Awarded Contracts
A brief demonstration of the service will be provided by staff.
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2.B
Information Item : Community Development Software
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Recommendation of Action
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Staff recommends discussion.
Staff has researched Community Development software solutions, discussed options with other
communities, and viewed demonstrations from vendors. Based on the department's goals, a list of
requirements was formulated to aid in evaluating the software solutions. The new software will serve as a
catalyst for making permit process improvements more efficient and effective. Staff is requesting the
Board to budget for $240,000 towards the new software solution which will be efficient cloud based
solution catering to both the department's as well the community's needs.
ATTACHMENTS:
• Permit Process Improvements and ERP Memo(DOCX)
Trustee Liaison
Smith
Monday, October 7, 2019
Staff Contact
Nicole Woods, Community Development
Updated: 10/3/2019 3:39 PM
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N/111,,AGE OF
BUFENtOGROVE
MEMORANDUM
DATE: October 3, 2019
TO: Dane Bragg, Village Manager
FROM: Rati Akash, Village Planner
SUBJECT: Community Development Software
IN
BACKGROUND
Under the guidance of the Village Strategic Plan and Economic Development Strategic Plan,
Community Development (CD) conducted the permit process analysis and evaluation which began last
year in an effort to streamline and standardize the permit processes. Staff then identified a variety of
action steps to improve the efficiency of the building permit in -take, review and inspection processes.
CD's objectives in conducting the permit process improvements are to enhance the processes':
• Transparency and clarity;
• Productivity
• Automated capabilities;
• Efficiency
• Standardization; and
• Predictability within CD as well the Community.
CD has made significant progress implementing many of the recommended process improvements
since the analysis was conducted. There are outstanding process improvements which are yet to be
implemented as they are directly dependent on a new Community Development software solution.
NEW COMMUNITY DEVELOPMENT SOFTWARE
Although CD has implemented many of the recommendations proposed in streamlining end to end
processes, establishing better communication channels amongst Staff, and consolidating permit files,
the a final and critical step is introducing a new software system.
The current software, New World (NW) has CD modules that are inefficient, redundant, limited, and
does not meet the CD goals or the community needs. Consequently, CD is looking to procure a new
efficient software solution that will streamline, collaborate and automate permit and inspection
processes. In doing so, the software will do the following:
Capitalize on the previous accomplishments —further automating and managing them.
Perform necessary functions of a CD software system
o Restructure of permit fees
o Licensing management (rentals, business, contractor registrations and CO's)
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o Automate manual reports
o Provide easy and efficient access of permits to the Community
o Digital file management
o Remote inspections using iPads
o Online permits and status updates
o Web pay capabilities
• Connect and link all the steps and elements of the permit process into a streamlined,
managed, and standardized process.
• Customer focused approach to service
o Portal with real time permit status
o Online payment portal
o Electronic Permit Issuance
In exploring a new CD software solution, Staff proposes this new system will accomplish the following
goals:
• Cloud based solution
• Efficient, easy to use and intuitive for Staff
• Online permit application capabilities with Web -pay capabilities integrated
• Content Management Services
• Digital review and comments
• License management and renewals
• Timely and efficient upgrades
• Integration with existing software in place (GIS, Laserfiche, NW)
• Mobile Inspections
• Project management capabilities for permits as well as development projects
• Report making and analysis
In order to achieve the above goals, CD recommends procuring a new Community Development
software system which caters to the both CD's and community's needs.
SURROUNDING COMMUNITIES
Early this year, CD began researching various software solutions and reached out to the surrounding
communities. The research found that most communities have either procured new software solution
or in the process of procuring a new solution. Comparable communities such as Palatine, Mount
Prospect, Lombard, and Rolling Meadows have recently phased out NW and have transitioned to a
more efficient CD software solution.
Staff has researched other CD software solutions, discussed options with other communities, and
viewed demos from these vendors. Based on the department's goals, a list of requirements was
formulated to aid in evaluating the CD software solutions.
Comparing vendors pricing, a large fee is associated with the implementation as well as the integration
and migration of data. Also, there will be yearly recurring fee for permitting, licensing and code
enforcement components for all users.
The new CD software will serve as a catalyst for making the CD permit process improvements more
efficient and effective. This also ties in with the effort of restructuring the permit fees, which was
presented to the Board mid -year 2019 only once the new CD software is rolled out.
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NEXT STEPS
CD is requesting the Board to budget for $240,000 towards the new CD software solution which will
be efficient cloud based solution catering to both CD's as well the community's needs.
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2.0
Information Item : Discussion Community Engagement Strategy
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Recommendation of Action
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Staff recommends discussion.
Based on the previous direction provided by the Village Board at the January Committee of the Whole
Meeting, staff recommends the following actions:
1. Defining the level of engagement the Village Board wishes to pursue;
2.Appoint a Community Engagement Committee which will be tasked with the development of a
community engagement strategy
3.Evaluate the necessity of 2020 budget allocation for enhanced engagement activities;
The attached memorandum provides an overview of each recommended action as well as any necessary
decision points for the Village Board.
ATTACHMENTS:
• Community Engagement Memo
Trustee Liaison
Johnson
Monday, October 7, 2019
(DOCX)
Staff Contact
Evan C Michel, Office of the Village Manager
Updated: 10/3/2019 3:30 PM
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VILLAGNE OF
MEMORANDUM
DATE: August 1, 2019
TO: Dane Bragg, Village Manager
FROM: Evan Michel, Asst. to the Village Manager
SUBJECT: Discussion- Community Engagement
Policy Question
Does the Village Board wish to peruse and allocate resources to the development of a comprehensive
community engagement strategy?
Staff Recommendation
Based on the previous direction provided by the Village Board at the January Committee of the Whole
Meeting, staff recommends the following actions:
1. Defining the level of engagement the Village Board wishes to pursue;
2. Appoint a Community Engagement Committee which will be tasked with the development of a
community engagement strategy
3. Evaluate the necessity of 2020 budget allocation for enhanced engagement activities;
This memorandum will provide an overview of each recommended action as well as any necessary decision
points for the Village Board.
• �rZ To rRo
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 have defined as important." At its core, citizen
engagement includes three actions:
1. Exchanging information, dialogue, and data pertinent to an issue facing a defined community;
2. The development of problem -solving approaches to issues perceived to be important to a defined
community; and
3. A decision -making framework that incorporates the data points gleaned from the exchange of
information.
In analyzing historical engagement in the community, it was noted the Village typically completes some
type of engagement when working on a specific project (large-scale planning & large construction projects)
but does not actively engage its residents in other matters. The Village typically pushes out information to
residents through the website, E-News, Village News, social media, etc. but does not generally engage
residents in dialogue regarding Village priorities.
Communication vs. Community Engagement
Communications/community relations and community engagement are inherently different.
Communications/community relations is at its core, are public relations and marketing.
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Communications/community relations are important in providing a personal connection to residents and
the services the village offers. Whereas, community engagement is the process of working collaboratively
with community groups to address issues that impact the well-being of those groups. An organization that
wishes to engage its residents must provide opportunities for community groups to hear about the
organizational accomplishments, services, and future plans as well as invite and listen to their comments.
This approach is not simply attending Rotary and Chamber of Commerce meetings to provide project
updates. It is thoughtfully planning a process to inform key leaders of a community as well as citizens.
Action Steps
As noted above, staff is seeking comments and direction from the Village Board as it pertains to the actions
related to the development of a community engagement strategy:
Define the Level of Engagement
The International Association for Public Participation (IAP2) developed the Spectrum of Public Participation
to assist with the selection of the level of participation that defines the public's role in any public
participation process. The five -stage spectrum is used internationally, and it is found in public participation
plans around the world.
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The IAP2 also developed a Public Participation Goal, Promise to the Public, and list of example engagement
tools for each stage of the spectrum.
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The Village of Buffalo Grove's current engagement activities falls in the more passive, Inform and Consult,
stages of the spectrum. These activities include:
E-News
Channel 6
Business E-Bulletin
Village Website
Touch -A -Truck
PW Open House
Citizens Police Academy
Junior Police Academy
Fire Department Open House
Focus Groups
Police Department Survey
PVMSAP Public Meetings
Neighborhood Watch Meetings
Through the 2020-21 Comprehensive Planning process, staff has begun to explore other stages of the
spectrum. This process intends to utilize the engagement tools in the Involve and Collaborate stages of
the spectrum. The Village has partnered with Ratio who plans to facilitate a series of area topic -specific
workshops and key person interviews. The information gathered during these meetings will shape and
direct the course of the Comprehensive Planning process. Throughout the comprehensive planning,
process staff will be able to learn industry best practices from Ratio's subject matter experts. Staff can
then use these new skills to facilitate the development of a larger community -wide engagement strategy.
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Likewise, Ratio has utilized the services of CivicArtwork's Your Municipal platform. This platform has been
branded Engage BG and went live over BG Days weekend. Engage BG will be utilized to bring people
together to improve the places in the community they care about by:
• Turning individual ideas into campaigns for action
• Growing networks of supporters
• Collecting valuable feedback
• Organizing campaign -related volunteer activities
• Tracking campaign and project progress and results
Village Board Decision Point: Does the Village Board want to continue to progress through the Inform
and Consult stages of Spectrum of Public Participation?
Appoint a Community Engagement Committee
Many communities are beginning to utilize engagement tools to enhance discussion of community issues,
establish priorities, and allocate resources. However, health care agencies across the county have been at
the forefront of engaging the community. The Affordable Care Act recently required all nonprofit hospitals
to complete a community health needs assessment (CHNA) process every three years. While CHNAs are a
recent requirement, community health assessments (CHAs) have long been used as a tool by hospitals,
public health departments, and other social service agencies to identify key community health concerns. A
CHA is a systematic process involving the community to identify and analyze community health needs and
assets, prioritize those needs and then implement a plan to address them.
The Association for Community Health Improvement's Community Health Assessment Toolkit offers a nine -
step pathway for conducting a CHA and developing implementation strategies.
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The concepts in this tool kit can easily be repurposed and utilized for local governments. In order to create
a community engagement strategy utilizing the toolkit, staff is recommending the creation of a Community
Engagement Committee. This proposed committee would be composed of the following individuals:
These elected officials, staff members, and residents were selected based on their previous experience
working with residents on community -wide initiatives
Mike Skibbe Public Works Department
Nicole Woods Community Development
Chris Stilling Community Development
Mark Spunt Resident
These elected officials, staff members, and residents were selected based on their previous experience
working with residents on community -wide initiatives
Village Board Decision Point: Does the Village Board wish to appoint a committee comprised of elected
officials, staff members, and residents to develop strategies outlined in the Community Health
Assessment Tool Kit?
Allocate Resources and Next Steps
Moving forward, staff recommends establishing a Community Engagement Committee to begin the
development of a comprehensive engagement strategy. As part of the upcoming 2020 budget, staff will be
recommending additional resources that are necessary to achieve this goal. While a specific position may
not be identified in the 2020 budget, staff plans to allocate dollars towards the following programs:
1. 2020 National Resident Survey
2. Facilitation Training
3. Village Board Engagement Consultation
4. Creation of a BG Resident Academy.
2020 National Resident Survey
This survey will be facilitated by the National Research Center and serves a follow up to the 2017 survey.
The survey measures public opinion in eight key areas of community livability, which include Safety,
Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and
Enrichment, and Community Engagement. In each area, residents report their perceptions about the
quality of their community and related services, as well as their own engagement within the community.
This tool will assist the Community Engagement Committee with Step 3: Define the Community, Step 4:
Collect and Analyze Data, and Step 5: Prioritize Community Issues of the Community Health Assessment
Toolkit. Similarly, the results of the survey will provide the committee with insights into topics and areas in
which the comprehensive engagement strategy will need to focus.
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The 2017 Buffalo Grove Resident Survey included the following supplemental items which included
Geographic Subgroup Comparison Report, Custom Benchmark Comparison, and a Next Step Workshop.
The 2020 Buffalo Grove Resident Survey, with the same supplemental items, is currently budgeted for
$23,000 with an anticipated completion date of the first quarter of 2020.
Facilitation Training
Facilitation is the practice of providing leadership without taking the reins. A community engagement
facilitator provides the methods and means that enable groups and individuals to craft answers to complex
issues facing their community. Specialized training is necessary for Buffalo Grove staff to develop the skills
necessary to become quality community engagement facilitators.
We Can Work It Out, LLC specializes in training for facilitating for group discussions and decision -making
processes. This firm has previously designed and delivered beginner and advanced facilitation training for
librarians leading community -based dialogues through the Midwest Collaborative for Library Services.
We Can Work It Out, LLC will provide two series of trainings to village staff. A one -day "Basic Facilitation
Skills Training" which focuses on learning and practicing the facilitation skills needed to host and facilitate
an effective community conversation will be required for all staff members. A two-day training entitled
"Advanced Handling Conflict and Coming to Agreement Facilitation Skills" focuses on learning and
practicing the facilitation skills needed to respond effectively to conflict as well as host and facilitate
stakeholder meetings where the group will need to come to an agreement. This training will be offered to
members of the Community Engagement Committee as well as senior staff.
These trainings will assist the staff and the Community Engagement Committee with Step 6: Document and
Communicate Results and Step 9: Evaluate Progress Issues of the Community Health Assessment Toolkit.
Staff is currently budgeting $40,000 for these trainings which are anticipated to take place the second and
third quarter of 2020.
Village Board Engagement Consultation
We Can Work It Out, LLC offers consultation services to support the Village in designing and implementing
engagement strategies. This includes assistance with planning community conversations on issues
identified by the Village or to explore issues of concern to constituents, as well as follow-up meetings to
review, identify and prioritize next steps and develop action plans based on community input.
These specialized consulting services can be used bythe Village Board to develop a community engagement
vision for the Community Engagement Committee. Likewise, this will assist with Step 1: Reflect and
Strategize of the Community Health Assessment Toolkit. These services are billed at $200 hour and may
include in -person or remote meetings with Village officials. Staff is budgeting $2,000 for consulting services
with the ability of meetings to occur as soon as the Village Board wishes.
BG Resident Academy
In order to educate residents about the issues facing local government and the community as a whole, staff
recommends the creation of a BG Resident Academy. Participants will learn about the operations of the
Village's Administration, Fire, Police, Community Development, and Public Works Departments as well as
the unique challenges facing each group. The ultimate goal of these workshops is to improve the
transparency of the Village's operations, engage a new population of Buffalo Grove residents into the
decision -making processes of the community, and foster a dialogue about the issues facing the community.
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The BG Resident Academy will assist with Step 2: Identify and Engage Stakeholders, Step 3: Define the
Community, and Step 4: Collect and Analyze Data. Staff is budgeting $1,000 for in potential direct costs for
the academy however, they may be additional staff costs associated with the program. The academy is
anticipated to take place in the spring of 2020.
Village Board Decision Point: Does the Village Board wish to allocate funds in the 2020 Budget to support
engagement activities?
Next Steps
Staff is seeking comments and direction from the Village Board.
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2.D
Information Item : Lexington Armstrong Intersection Discussion
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Recommendation of Action
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Staff recommends discussion.
Discussion of current turning restrictions at the intersection of Lexington and Armstrong.
ATTACHMENTS:
19-0930 Arm-Lex Construction Memo (DOCX)
• exhibit Lexington Armstrong (PNG)
Trustee Liaison
Stein
Monday, October 7, 2019
Staff Contact
Darren Monico, Public Works
Updated: 9/30/2019 10:54 AM
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VILLAC'E OF
BUFFALO CROVE'
MEMORANDUM
DATE: March 14, 2019
TO: Jenny Maltas, Deputy Village Manager
FROM: Darren Monico, Village Engineer
SUBJECT: Lexington Armstrong Intersection Turning Restriction Discussion
With the anticipated start of construction of the Lake Cook Road widening project by the Cook County
Highway Department, staff recommends reviewing the current turning restrictions at the intersection of
Lexington Drive and Armstrong Drive. The construction is anticipated to start in the late fall of 2019 or in
early spring 2020.
This intersection has been a constant source of frustration for residents, commuters, business park
employees and staff as there is not a good engineering solution or a traffic calming idea to solve this issue.
When Lake Cook Road is backed up due to the west bound rush hour traffic, residents, commuters, and
business park employees will drive west bound on Armstrong Drive to avoid Lake Cook Road. If there are
turning restrictions in place such as there is now, a large number of people will ignore the signs or find ways
around the sign restrictions. In the past this intersection has had different degrees of turning restrictions
from full time turning restrictions, part-time turning restrictions, or no turning restrictions at all. None of these
options has solved the traffic issues in the area. Currently there are 4-7pm turning restrictions to discourage
drivers from driving west on Armstrong Drive. The sign is not followed by many drivers every day and is
very difficult for our Police Department to enforce and it creates unsafe conditions as drivers attempt to find
ways around the signs including U-turns in the middle of the street or turning around in parking lots.
When the construction starts there are three options available to the village. The first is to remove all turning
restrictions at the intersection. The second is to completely block off the entrance/exit to the neighborhood
just west of the intersection and not allow any traffic to or from the business park into the neighborhood.
This option is shown on the attached exhibit. The third option is to leave the existing turning restrictions in
place.
The first option to remove all turning restrictions will allow residents, commuters, and business park
employees to use the intersection. This will allow the free flow of traffic on the public streets but it will
increase traffic on Armstrong Drive especially near Weiland Road. This option is supported by the Police
Department.
The second option would be to close off Armstrong Drive to the west of the intersection and have no access
between the residential neighborhood and the business park. As this is a public street staff does not
recommend this option.
The third option would be to leave the existing turning restrictions in place. This will place a huge burden
on our police department during the Lake Cook Road construction project as the expected increase in traffic
will continue to be a source of frustration for all parties involved. Staff does not support this option.
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Staff recommends the first option of removing all turning restrictions at the intersection for the duration of
the Lake Cook Road construction to reduce the burden on our police department and to allow residents,
commuters, and business park employees to use the public streets without restrictions.
It is anticipated that this intersection will no longer be heavily utilized with the completion of the Lake Cook
Road widening project. After completion this intersection can be reviewed again if needed.
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2.E
Information Item : Communications Planning
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
Staff recommends discussion.
Staff is seeking the Village Board's opinions about communications and how communications can be
improved over time. Over the past six months, in partnership with an internal communications committee
and Vicarious Productions, staff has been working hard to improve coordination of Village
communications. This includes communications on all mediums such as the website, social media, e-
news, and newsletter. Staff is seeking the Village Board's opinions about communications and how
communications can be improved overtime.
ATTACHMENTS:
Memo- Communications Calendar (DOCX)
• Communications Planning Cover Letter (DOCX)
Trustee Liaison Staff Contact
Johnson Jenny Maltas, Office of the Village Manager
Monday, October 7, 2019
Updated: 9/30/2019 10:39 AM Page 1
Packet Pg. 21
2.E.a
'(LLA.'E OF
BUFFALO CROVE'
MEMORANDUM
DATE: July 23, 2019
TO: Village President & Board of Trustees
FROM: Jennifer I. Maltas, Deputy Village Manager
SUBJECT: Communications Planning
Background
Over the past six months, in partnership with an internal communications committee and Vicarious
Productions, staff has been working hard to improve coordination of Village communications. This includes
communications on all mediums such as the website, social media, a -news, and newsletter. This memo
outlines some of the steps that have been taken internally to improve communications with residents.
Content Planning
For the past two years staff and Vicarious Productions have developed a newsletter planning document.
The document outlines each of the Village News editions, deadlines for content, the date the newsletter
must go to the printer, and the target for the newsletter to hit mailboxes. Each edition of the Village News
has a featured department to ensure that all departments have equal content and residents/business have
a better understanding of the services the Village provides. When a department is featured, the department
has more articles and an employee from the department is featured. All other departments submit one
article to be included.
Staff then built upon the newsletter content planning document to expand the information to a monthly list
of priority communications. The items have been updated in a spreadsheet that is set up by month,
department, and communications medium. The document includes dates when there are key deadlines
and targets but also includes general information. As an example, the dates and activities of BG Days are
known and clearly listed but general summer safety tips can be used at any time to help fill in information.
Similarly, it is important to have BG Days information clearly listed in all communications mediums but
summer safety tips may be more appropriate for social media or a slow week in the a -news.
Communication Protocols
A series of communications protocols have also been developed (attached) to maintain consistency and
make certain that communications are timely and clear. The document also makes clear how often
communications mediums will be updated.
Conclusion
Additional information will be presented at Committee of the Whole. Staff is seeking the Village Board's
opinions about communications and how communications can be improved over time. It is important to
note that this information is specific to pushing out information and is not intended to be community
engagement. Communications and engagement are different but dependent on each other. As the Village
moves through the Comprehensive Plan Update, communications staff will be working closely with the
Compressive Plan team and the community engagement software.
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1. There is an Excel Document that lays out the Village News for the year that is updated and the
document is reviewed twice per year by Communications Director and once a year by Senior
Staff/Communications Team.
2. There is a Communications Calendar Plans plans out the e-news, social media, and front page
website banners by month/week for all items that are known/foreseen. Submissions made by
the Communications Team. Communications Director meets with contractor to review the next
month the Thursday prior to the start of the month.
3. Communications Team meets every other month to review communications topics.
1. All press releases are placed in the archive on the website.
2. All press releases are created as articles in Stay Connected — What's Happening
3. The front page photos will be changed out twice per month minimum.
a. Front page photos and links are reserved for major events, big news, seasonal
awareness of services and programs
4. The trending links will be updated on a weekly basis based on season and page visits.
5. Once a month an employee will be featured on the front page as a spotlight.
Social Mec-fia
1. Target for one post per business day.
2. All special events promoted by the Village are created as events on social media.
a. Any entities partnering with the Village are added as co -hosts (on Facebook).
3. Any entities that have social media are tagged in posts.
4. E-news link is posted on social media when it goes on out on Thursday.
5. All videos will be posted to YouTube and shared through the YouTube link.
1. Goes out every Thursday —deadline for submission is Wednesday at noon.
2. Target for 5-6 articles each edition.
3. The list of article topics will be sent out on Monday by Vicarious.
Packet Pg. 23
2.F
Information Item :2020 Wage Pool Recommendation
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
Staff recommends discussion.
Staff is seeking Village Board feedback the recommendation of a 2.25 percent increase with 2 percent on
January 1, 2020 and the balance awarded on June 1, 2020. Additionally, staff recommends continuation
of merit increases to maintain the Village's pay for performance program. This program attempts to align
non -represented employees with the merit benefits of those who are represented.
ATTACHMENTS:
Merit Pay Memo (DOCX)
Trustee Liaison
W eidenfeld
Monday, October 7, 2019
Staff Contact
Arthur a Malinowski, Human Resources
Updated: 10/3/2019 3:35 PM
Page 1
Packet Pg. 24
2.F.a
W p F E4
MEMORANDUM
DATE: October 3, 2019
TO: Dane Bragg, Village Manager
FROM: Arthur Malinowski, Director of Human Resources
Kathryn Golbach, Human Resources Management Analyst
SUBJECT: Merit Pay
At the August 5 Committee of the Whole, staff prepared and presented a report regarding the pay for
performance and merit program currently in place. At this meeting, staff provided an overview of this policy,
which was established by the Village Board in 2014. The program created a formal classification and
compensation strategy derived from the Villages strategic initiatives. The goal of the formal classification and
compensation strategy was to align performance with Village goals and develop relative pay equity between
represented employees and non -represented employees. Subsequently, the Village developed a compensation
policy to keep pace with both internal and external labor markets to maintain a competitive workforce that
attracts and retains employees.
Staff recommends a 2.25 percent general wage increase with 2 percent on January 1, 2020 and the balance
awarded on June 1, 2020. Additionally, staff recommends continuation of merit increases to maintain the
Village's pay for performance program. This program attempts to align non -represented employees with the
merit benefits of those who are represented.
Compensation Strategy
The formal compensation strategy developed for non -represented employees ties merit pay to performance to
move employees through their range. Represented employees move through their range with step increases
determined by their respective collective bargaining agreements. A step increase is a predetermined increase
that is not tied to performance, unlike a merit increase. A merit increase is an increase based on an individual's
performance which is determined by the Village's compensation policy.
The compensation policy commits the Village to reviewing pay ranges every three years to ensure all ranges
within the pay plan are appropriate. The review process includes a salary survey which is sent to the 14
comparable communities, the same communities used by both the Police and Fire Unions. The salary survey
requests both salary information as well as anticipated GWI (General Wage Increase). Per the compensation
policy and existing collective bargaining agreements, the number three position salary from the communities
within the survey are to be used as the new salary maximum. This standard is a means to promote internal
Page 1 of 5
Packet Pg. 25
2.F.a
equity among represented and non- represented employees. For your information, the 14 comparable
communities are attached.
To narrow pay equity, the Village Board and staff developed a pay for performance program to move non -
represented employees through their pay range. Therefore, the annual evaluation score of a non -represented
employee has a direct impact on their merit increase, which is determined by the performance pay matrix. This
program moves non -represented employees though their pay range in approximately 10 years (Figure 1). Once
a non -represented employee has reached maximum pay, no merit increase is awarded. Unlike non -represented
employees, represented employees move through their range within seven years (Figure 1) no matter the
outcome of their evaluation score as their annual evaluation has no bearing on their salary increase.
Additionally, both Police and Fire Unions have annual wage reopeners that serve as their cost of living increase
that was discussed at the Committee of the Whole meeting.
The outcomes of the new system moves non -represented employees through similar (but not equal) range =
progression. The issues of compression between classes of employees and employees within the same class are °
addressed (represented and non -represented). Additionally, the pay for performance program provides M
incentives for achieving stated goals and creates a competitive workforce. CD
E
Figure 1: The chart below shows the progression through the range by years of service for both represented and non -represented v
employees. Where represented employees progress through their range within 7 years and non -represented employees progress through �
their range in approximately 10 years
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Packet Pg. 26
Step vs. Merit Increases
Years to Top
$8,000 01()
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wn (�J ViHage Ernp�oyees
�by category
Cost
Steps
$197,000.00
(represented)
Merit
$142,000.00
(non -
represented)
Per Capita
Represented
$2,010
Non-
Represented
$1,224
wiue was i.00, a MeetS ii Ripresemed [nnployees
expectations score.
mu Non Rvjxv�,(,med f niployve,,',
As previously, noted,
represented employees are given an increase per their respective collective bargaining agreement, which has
no ties to performance.
Page 3 of 5
1 Packet Pg. 27
2.F.a
M
re'core
General Wage Increase
As part of the salary survey, the Village received anticipated GWI numbers for 2020. The average anticipated
GWI for 2020 is 2.33% from our comparable communities and approximately 3% for Lake County communities.
The general wage increase shifts the minimum and maximum pay grade numbers to keep pace with internal
and external labor markets. Historically, both represented and non -represented employees have been awarded
a GWI; the GWI for represented employees is set by their bargaining groups. The goal of the GWI is to remain
equitable among the different benefit groups and minimize compression.
Pay compression is a situation that occurs when there is only a small difference in pay regardless of skills or
experience. The top causes of pay compression can be attributed to:
1. Long-term employees starting at a lower salary than new employees and not staying up with
market/inflation.
2. New job requirements that lead to higher salaries.
3. Nature of the job changes.
If represented employees are awarded a GWI increase with their salary increases, their pay grade will continue
to move. However, if non -represented employees were provided a merit and no GWI, their pay ranges would
fall behind and become further from their counterparts in different departments and become further from the
external market for similar positions.
Page 4 of 5
Packet Pg. 28
2.F.a
Options
In addition to proceeding with the established policy, staff has developed the following additional alternatives
for consideration
Maintain Current Policy
The pay for performance
+Balance with continued
program with increases tied to
success with measurable goals
performance coupled with a
general wage increase.
- Only half the workforce is
currently on this system
Modified Merit and GWI
Maintain pay for performance
+ Combines merit and GWI into
with a reduced GWI by0.25%
one pay plan
for each percent of merit pay
+Reduces maximum exposure
awarded above 4%
for merit pool
- Extends the runway
Step Program
Utilize the same step program
+ Non -represented and
as represented employees
represented on the same
with a 10 year profile
system
- Progression through range in 10
years rather than performance
Staff is seeking Village Board feedback. Ultimately, staff recommends a 2.25 percent general wage increase with
2 percent on January 1, 2020 and the balance awarded on June 1, 2020. Additionally, staff recommends
continuation of merit increases to maintain the Village's pay for performance program.
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Packet Pg. 29
2.G
Information Item : 2020 Tax Levy Discussion
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
Staff recommends discussion.
As part of the August 5, 2019 Committee of the Whole meeting, staff presented the current year's initial
levy proposal (2019 Tax Levy). While the tax levy request will be formally made at the November 4, 2019
board meeting as a part of the truth -in -taxation resolution, the following memorandum provides a
summary of the proposed levy request. Staff is proposing a tentative levy of $17,742,357 or 3.74 percent
growth. Staff is also recommending an abatement of $668,600, which is the same amount as abated in
the current year fiscal year. The truth -in -taxation levy growth is estimated to be 3.89 percent, as it does
not include debt service. Based on this request, it is estimated that the average property tax bill in Buffalo
Grove will see an increase of $40/year in their tax bills.
ATTACHMENTS:
Tax Levy CS 10.3.19 (DOCX)
Trustee Liaison
W eidenfeld
Monday, October 7, 2019
Staff Contact
Andrew Brown, Finance
Updated: 10/3/2019 12:56 PM
Page 1
Packet Pg. 30
2.G.a
VILLAC'E OF
BUFFALO CROVE'
MEMORANDUM
DATE: October 3, 2019
TO: Dane Bragg, Village Manager
FROM: Andrew Brown, Interim Finance Director
SUBJECT: Proposed 2019 Tax Levy
As part of the August 5, 2019 Committee of the Whole meeting, staff presented the current year's initial
levy proposal (2019 Tax Levy). While the tax levy request will be formally made at the November 4, 2019
board meeting as a part of the truth -in -taxation resolution, the following memorandum provides a
summary of the proposed levy request. Staff is proposing a tentative levy of $17,742,357 or 3.74 percent
growth. Staff is also recommending an abatement of $668,600, which is the same amount as abated in
the current year fiscal year. The truth -in -taxation levy growth is estimated to be 3.89 percent, as it does
not include debt service. Based on this request, it is estimated that the average property tax bill in Buffalo
Grove will see an increase of $40/year in their tax bills.
In conjunction with the development of the FY 2020 Village Budget, staff is providing a recommendation
for the FY 2019 Property Tax Levy to be extended and collected in 2020. The current year's initial levy
proposal (2019 Tax Levy) is $17,143,330 resulting in an increase of three percent from the 2018 levy
request. The components of the change were;
The initial levy request as part of the budget process (prior to abatement consideration) is $17,784,141 or
a 3.74 percent increase. The components of the change are;
19.8% $311,376
2.6% $40,250
The purpose of this preliminary report is to present the levy including the full debt service amount
(principal and interest) prior to a discussion about tax abatement. The final levy will be adjusted
dependent upon capacity within the budget for a supplemental transfer of recurring revenues to lower
the gross tax extension amount.
Packet Pg. 31
2.G.a
Corporate (Levy
The amount requested for the Corporate Levy is used to support public safety operations. The increase in
the amount is due primarily to inflation. The Village uses the Municipal Cost Index (MCI) to measure
inflation. The MCI is a composite index that adjusts to the cost of materials and supplies, wages and
contracted -for services. The composite index includes the Consumer Price Index, Producer Price Index,
and a construction cost index. The MCI for the annual period ending May 2019 is 1.29 percent.
Property taxes fund a third of the cost of providing police and fire services. The initial request is
$9,171,988, a 0.0 percent increase from the 2018 tax levy.
Debt Service
Last year's debt service requirement was $1,541,119. Next year's debt service is $1,581,369. The
components of the debt payments are as follows;
57 percent of the Village's outstanding debt is for street maintenance and improvements. This is the last
year of debt service payment related to the 2010A series. If no new debt is issued the total amount of
debt service for the FY 2020 Levy (collected in 2021) will be $1,199,469, a reduction of $381,900 or 24.1
percent.
Pensions
The Illinois Municipal Retirement Fund (IMRF) calculates the employer portion of the pension. The IMRF
rate increased from 11.28 percent to 13.63 percent for FY 2020. The increase requires an additional
$274,528 to fund IMRF through the tax levy. The projected increase for the employer portion of social
security is $36,848.
The Village's independent actuary calculated the levy amounts for both the Police and Fire Pension Funds.
The Firefighter Pension Levy is proposed for FY 2020 to be $2,032,773, an increase of 5.2 percent. The
estimate for the Police Pension Levy will be 6.5 percent growth, resulting in a levy amount of $3,115,296.
Both pension levies include both the actuarial determined annual levy amount and the "tread water"
adjustment. The "tread water" amount is an annual supplemental funding that would ensure that the
fund's unfunded actuarial liability does not grow despite all assumptions being met.
The total additional required amount for all pension levies is estimated to be $600,561, an increase of 8.5
percent from 2018.
Equalized Assessed Values (EAV)
The last five years have posted positive growth including a 1.6 percent increase for the FY 2019 tax levy.
The total EAV in Buffalo Grove is $1.68 billion. The growth between the two counties was disproportionate
as Lake County grew by 2.1 percent and Cook County declined 0.3 percent. Lake County properties are
assigned 80 percent of the total property tax burden for the Village.
Packet Pg. 32
2.G.a
The tax rate increase of 3.74 percent year over year is actually lessened because of the increase in EAV.
The year over year comparison of dollars levied to dollars levied does not take into account the increase
in EAV. When you factor the EAV growth into the tax rate calculation for the median home value,
$310,000, in Buffalo Grove the rate change is about 2.2 percent.
EAV calculations reside with each county's assessor's office. The final percentage allocation is assigned by
the Illinois Department of Revenue.
Below is a graph depicting the growth of EAV over the last ten years,
2,000
O
1,500
1,000
500
0
Equalized Assessed Value
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Impact
The result of the increases noted above would result in a tentative levy of $17,742,357 or 3.74 percent
growth. This amount reflects the gross levy;
Abatement o si era io s
Staff is recommending an abatement of $668,600, which is the same amount as abated in the current year
fiscal year. This proposed tax levy request will be formally made at the November 4t" board meeting as a
part of the truth -in -taxation resolution. The truth -in -taxation levy growth is estimated to be 3.89 percent,
as it does not include debt service. A public hearing will not be required.
Packet Pg. 33
2.H
Information Item : Discussion of a Local Motor Fuel Tax
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
Staff recommends discussion
Staff seeks the board's direction regarding a municipal gas tax for transportation/ roadwork purposes.
Staff believes that developing a municipal gas tax is the best solution to help fund roadwork. Therefore,
staff recommends developing a municipal gas tax of $0.04 per gallon that would be considered a user fee
and be exclusively earmarked for transportation/roadwork purposes
ATTACHMENTS:
BOT Memo Re Rates CS 10.3.19
Trustee Liaison
W eidenfeld
Monday, October 7, 2019
(DOCX)
Staff Contact
Chris Stilling, Community Development
Updated: 10/1/2019 11:47 AM
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Packet Pg. 34
2.H.a
W p F E4
MEMORANDUM
DATE: October 3, 2019
TO: Dane Bragg, Village Manager
FROM: Christopher Stilling, Deputy Village Manager
SUBJECT: Municipal Gas Tax
At the August 5 Committee of the Whole, the Village Board discussed levying a municipal gas tax that would be
earmarked for transportation/roadwork purposes. The Village currently utilizes Motor Fuel Tax (MFT) funds to
pay for road maintenance and repair. This tax is levied by the state and the funds are then distributed to
communities based upon each municipality's population. Exclusive reliance on the MFTto fund roadwork is not
sufficient as it fails to keep pace with required roadwork costs. For 2020, the Village faces approximately $9-11
million in roadwork costs ($6.8 million from previous years plus the annual estimated cost of $3.5-$4 million
moving forward) and the MFT funds are estimated to generate approximately $1.5 million.
A municipal gas tax would help offset this shortfall. The tax would exclusively tax motor fuel purchases and be
remitted to the Village. The tax would be structured to operate as a user fee. Therefore, those who heavily
utilize Buffalo Grove roads and benefit from ongoing maintenance and repairs would most directly pay for this
cost at Buffalo Grove gas stations. Staff is seeking direction from the Village Board regarding the potential gas
tax rate.
Comparable Communities
Of thirty-five communities surveyed in the Chicago Metro area in 2018, almost thirty have developed a
municipal gas tax. Municipal gas tax rates range from $0.020 to $0.060 per gallon. The average tax is $0.037
per gallon and the most frequent municipal gas tax rate is $0.040.
Table 1- Comparable Community Rates (2018)
Municipality
Municipal Gas Tax (Per
Municipality
Municipal Gas Tax
.��Arlington
Gallon)
(Per Gallon)
Heights
NA
Morton Grove
$0.040
Aurora
$0.040
Mount Prospect
$0.040
Batavia
$0.040
Naperville
$0.040
Bloomingdale
$0.020
Niles
$0.040
Carpentersville
$0.020
North Chicago
$0.050
Countryside
$0.040
Oak Park
$0.060
Des Plaines
$0.040
Palatine
NA
Elgin
$0.040
Park City
$0.010
Elmhurst
$0.015
Park Ridge
$0.040
Evanston
$0.040
Rolling Meadows
$0.040
Glenview
$0.040
Schaumburg
$0.030
Highland Park
$0.020
Skokie
$0.050
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Packet Pg. 35
2.H.a
Highwood
$0.050
Vernon Hills
NA
Hoffman Estates
$0.025
Warrenville
$0.040
Lincolnwood
$0.050
West Dundee
$0.020
Lincolnshire
NA
Wheeling
NA
Long Grove
NA
Wilmette
$0.040
Woodridge
$0.040
Potential Municipal Gas Tax Rate Options
The table below illustrates four municipal gas rate options: $0.025/gallon, $0.03/gallon, $0.035/gallon, and
$0.04/gallon. It also demonstrates the annual revenue generated, the amount of roadwork maintained or
repaired over a ten-year period, as well as the annual resident impact for these four options. Additionally, the
table illustrates the annual resident impact if the revenues were alternatively generated through property taxes.
Table 2- Municipal Gas Tax Rates Options
Municipal
Annual
Roadwork Benefit
Annual Resident
Annual Resident
Property Tax
Gas Tax
Revenue
Impact
Impact
Alternative
Rates
Generated
Amount of Roadwork
Maintained or
If 100% of gas is
If 30% of gas is
Estimated Annual
Repaired Over a 10 Yr.
purchased in BG*
purchased in
resident impact if
Period
BG*
revenue was raised
through property
taxes**
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
$0.025
$500,000
4.73 Miles
$19.78
$5.93
$28.58
$0.030
$600,000
5.68 Miles
$23.73
$7.12
$34.30
$0.035
$700,000
6.63 Miles
$27.69
$8.13
$40.02
S0.040
5800.000
7.58 Miles
S31.64
S9.49
545.73
As shown above, the four options allow for the Village to generate between $500,000 and $800,000 revenue,
and when collected over a 10 year time period, that could maintain or repair 4.73 to 7.58 miles of roadwork in
Buffalo Grove. The residential impact varies ($5.93 to $31.64) depending upon the selected rate and the
percentage of gas purchased in the Village.
However, even if a resident purchases 100% of gas in Buffalo Grove, their annual impact is about 30% less than
if property tax were raised, regardless of which municipal gas rate is selected. Similarly, a resident that
purchases 30% of gas in Buffalo Grove will face an annual impact that is approximately 80% less than if property
taxes were raised.
*, .,i 1=0
Staff is seeking Village Board feedback on the municipal gas tax rate, particularly which rate should be
considered. Staff will incorporate the feedback into the 2020 Budget as well as begin the financial and legal
steps to implement a municipal gas tax. This item will be discussed at the October 7th Committee of the Whole
meeting.
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Packet Pg. 36
2.1
Information Item : Water Rate and Debt Strategy Discussion
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
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Staff recommends discussion.
As presented at multiple COW meeting and recommended in the water/sewer rate analysis prepared by
Strand and Associates, staff is recommending the Village implement a fixed facility fee per metered utility
account. Consistent with the recommendation from Strand and Associates, staff proposes establishing a
monthly fixed facility fee of $17.39 (Water $9.26 & Sewer $8.13). Furthermore, by utilizing debt, the
Village is now proposing a one-time 11 % increase to the water/sewer rate in 2020. The revenues
generated by the water/sewer rate increase and fixed facility will fully support the debt services on and
bonds needed for capital infrastructure improvements and have no impact on the tax levy.
ATTACHMENTS:
• Water Proforma Update and Recommendations CS (DOCX)
• debt tranche 20 yr proforma (XLSX)
Trustee Liaison
W eidenfeld
Monday, October 7, 2019
Staff Contact
Andrew Brown, Finance
Updated: 10/3/2019 3:40 PM
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Packet Pg. 37
VILLAGE OF
BLYPFAL0 GROVE
TO: Dane C. Bragg, Village Manager
FROM: Andrew Brown, Interim Finance Director
DATE: October 2, 2019
RE: Update FY 2020 Utility Funding Recommendation for 20 Year Pro Forma
IN
Background
The Village Board directed staff at the August Committee of the Whole (COW) meeting to develop a
formal funding strategy for the water and sewer utility fund that will allow needed capital
improvement to occur over the next 20 years. The goal was to develop a funding strategy with no
impact to the tax levy and maintain a competitive water/sewer rate amongst other providers within
the region. Originally, staff had proposed a fixed facility fee along with a 37% increase in the
water/sewer rates. At that time, the Village Board requested that staff reevaluate its funding strategy
by considering the utilization of debt to minimize and smooth the rate increase.
As presented at multiple COW meeting and recommended in the water/sewer rate analysis prepared
by Strand and Associates, staff is recommending the Village implement a fixed facility fee per metered
utility account. The fixed facility fee is a flat rate assessed to each metered account for access to the
water and sewer system. The fixed fees collected are used for the maintenance and replacement of
the capital infrastructure for the delivery of clean water and the removal of the wastewater. Currently,
these expenditures are not being supported as needed on an annual basis. Consistent with the
recommendation from Strand and Associates, staff proposes establishing a monthly fixed facility fee
of $17.39 (Water $9.26 & Sewer $8.13). Furthermore, by utilizing debt, the Village is now proposing a
one-time 11% increase to the water/sewer rate in 2020. The revenues generated by the water/sewer
rate increase and fixed facility will fully support the debt services on and bonds needed for capital
infrastructure improvements and have no impact on the tax levy.
The village's consumption model is driven by water rate and consumer use. The fees collected from
system users should cover operating expenses such as the cost of the water sourced from the
Northwest Water Commission. Currently, the Village water rate increases 4 percent per year. In FY
2020 staff is proposing a one-time 11 percent increase to meet and sustain growth in operating
expenditures. The annual increase would return to 4 percent in FY 2021 and future years. The fixed
fee will be evaluated every five years by utilizing the cumulative CPI over the preceding five-year period
to determine if the rate must be increased.
The revenue generated from the fixed facility fee will fund a multilayered capital improvement strategy
that is estimated to satisfy $150 million in water and sewer capital needs through 2038.The Village has
slated $30 million in projects to be completed over the next five years.
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Packet Pg. 38
Below is a table showing the water and sewer rates for other comparable communities in the region
and where Buffalo Grove ranks amongst them.
11111
0
'M
EW
111
Palatine
4.4
2.45
1.3
2.34
5.7
50.39
Buffalo Grove (Current)
5.12
_
1.25
6.37
50.96
Wilmette
2.75
1.08
4.24
6.99
57
Wheeling
6.24 ,
-
1.54
7.78
62.24
Arlington Heights
6.39
-
1.65
-
8.04
64.32
Gurnee
5.01
10.84
1.56
3.61 ,
6.57
67.01
Niles
8.44
0.75
-
9.19 =
73.52
Proposed 2020 Buffalo Grove
5.68
9.26
1.39
8.13
7.07
73.95
(Fixed +11%)
Glenview
6.87
17.13
1.39
8.26
83.21
Park Ridge
8.11
9.68
1.51
3.55
9.62
90.19
Morton Grove
10.81
-
1.15
-
11.96
95.68
Mundelein
........
7.39
-
4.8
-
12.19
97.52
Mt Prospect
10.33
4
2.09
5
12.42
108.36
Hoffman Estates
10.57
6.73
1.52
6.45
12.09
109.9
Deerfield
6.68
15.01
4.64
6.96
11.32
112.53
Currently, the Village is the second lowest per thousand -gallon rate among the comparable
communities. The table is sorted by total rate per thousand gallons of consumption and the fixed fees
have been included as an additional reference point. Buffalo Grove's position in this table for the
potential increase in the next fiscal year assumes that none of the comparable communities increases
their water rate, which is extremely unlikely.
Next to s
This item will be presented to the Village Board at their October 7, 2019 COW meeting. Following the
Board's concurrence, an Ordinance will be prepared for the Village Board's consideration
implementing the new rate structure for 2020. Any future issuances of debt will be presented as a
separate request to the Village Board likely in the first quarter of 2020.
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4.A
Information Item : Executive Session - Section 2(C)(5) of the Illinois
Open Meetings Act: (5) the Purchase or Lease of Real Property for
the Use of the Public Body, Including Meetings Held for the Purpose
of Discussing Whether a Particular Parcel Should be Acquired.
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
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Staff recommends going into executive session.
Executive Session - Section 2(C)(5) of the Illinois Open Meetings Act: (5) The purchase or lease of real
property for the use of the public body, including meetings held for the purpose of discussing whether a
particular parcel should be acquired.
Trustee Liaison
Sussman
Monday, October 7, 2019
Staff Contact
Dane Bragg, Office of the Village Manager
Updated: 10/3/2019 9:41 AM
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