2020-08-31 - Village Board Committee of the Whole - Agenda Packet2
Fifty Raupp Blvd
Buffalo Grove, IL 60089-2100
Phone: 847-459-2500
A. Open Meetings Act Compliance
Pursuant to Public Act 101-0640 as well as the Disaster Proclamation and Executive
Orders issued by Governor Pritzker, this meeting will be held in person with capacity -
limited physical attendance. Those not willing or able to physically attend can still fully
participate electronically by utilizing the Zoom link below.
Zoom Link: www.vbg.orglaugust31boardmeeting
Phone Number: 312-626-6799
Meeting ID: 882 2610 1791
Instructions for how the public can see, listen andlor participate in meetings are listed
immediately below this statement.
In accordance with the Open Meetings Act, any person shall be permitted an opportunity
to address public officials under the rules established and recorded in the Buffalo Grove
Municipal Code. The Village President reserves the right to alter the order of the
appearance of speakers to maintain decorum during the meeting.
Due to the COVID-19 pandemic and CDC guidelines for social distancing, physical
attendance is limited to 20 persons in addition to Elected Officials and Staff. All seats are
on a first come, first served basis. All persons physically attending the meeting will be
required to don an appropriate face covering during the duration of the meeting and shall
be required to undergo a body temperature scan before entering the Jeffrey S. Braiman
Council Chambers. The Village of Buffalo Grove reserves the right to deny entry to any
person displaying COVID-19 symptoms or a body temperature exceeding 100.4 degrees
Fahrenheit. All meeting participants shall observe CDC -published guidelines for social
distancing while attending the meeting.
B. Pledge of Allegiance
Special Business
A. Audit Presentation (Trustee Weidenfeld) (Staff Contact: Chris Black)
B. Discussion of Preliminary 2021 Property Tax Levy (Trustee Weidenfeld) (Staff Contact:
Chris Black)
C. General Fund Financial Forecast FY 2021 (Trustee Johnson) (Staff Contact: Chris
Black)
D. COVID-19 Budget Impacts Report (President Sussman) (Staff Contact: Jenny Maltas)
E. 2021 Wage Pool Recommendation (Trustee Weidenfeld) (Staff Contact: Arthur
Malinowski)
F. Review of 2021 Capital Improvement Plan Requests (Trustee Stein) (Staff Contact:
Darren Monico)
G. Village News Update (Trustee Johnson) (Staff Contact: Jenny Maltas)
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 : Presentation of the 2019 Audit
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
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Staff recommends presentation.
Staff recommends discussion of the findings of the 2019 Annual Audit of the Village of Buffalo Grove. The
Village's Auditor, Lauterbach and Amen, will be on site to present to the board.
Trustee Liaison
Weidenfeld
Monday, August 31, 2020
Staff Contact
Chris Black, Finance
Updated: 8/27/2020 11:54 AM
Page 1
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2.B
Information Item : Discussion of Preliminary 2021 Property Tax
Levy
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Staff recommends discussion.
In conjunction with the development of the FY 2021 Village Budget, staff is working on a recommendation
for the FY 2020 Property Tax Levy to be extended and collected in 2021. The current year?s initial levy
proposal (2019 Tax Levy) is $17,784,141, minus abatements of $668,600, resulting in a net levy of
$17,115,541. The net levy increased 3.9 percent from 2018.
ATTACHMENTS:
preliminary tax levy memo 2020_final (DOCX)
Trustee Liaison
W eidenfeld
Monday, August 31, 2020
Staff Contact
Chris Black, Finance
Updated: 8/27/2020 5:00 PM
Page 1
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2.B.a
VILLAC'E OF
BUFFALO CROVE'
MEMORANDUM
DATE: August 27, 2020
TO: Dane Bragg, Village Manager
FROM: Chris Black, Finance Director
SUBJECT: Proposed 2020 Tax Levy
In conjunction with the development of the FY 2021 Village Budget, staff is working on a recommendation
for the FY 2020 Property Tax Levy to be extended and collected in 2021. The current year's initial levy
proposal (2019 Tax Levy) is $17,784,141, minus abatements of $668,600, resulting in a net levy of
$17,115,541. The net levy increased 3.9 percent from 2018. The components of the change were the
following:
2.6%
The initial levy request for 2020 as part of the budget process (prior to abatement consideration) is
$20,461,952 or a 15.1 percent increase. The components of the change are as follows:
-5.0%-$94,136
137.1 % $2,167,690
The purpose of this preliminary report is to present the levy including the full debt service amount
(principal and interest) prior to discussion about tax abatement. The final levy will be adjusted contingent
upon capacity within the budget for a supplemental transfer of recurring revenues to lower the gross tax
extension amount.
Corporate (Levy
The amount requested of $9,171,988 remains the same as the last two years for the Corporate Levy which
is used to support public safety operations. 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 2020 is — 0.44% percent.
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2.B.a
Debt Service
Last year's debt service requirement was $1,581,369. Next year's debt service is $3,749,059. The
components of the debt payments are as follows:
As part of the Series 2020 bond issue, the Village has committed a combination of water/sewer fund
revenue and state/local motor fuel tax revenue to service the debt. When factoring in these abatements,
the Series 2020 bonds will have no net impact on the tax levy. In 2019, the Village refunded the remaining
bond coupons on the Series 2010B bonds, resulting in a net debt service decrease of $17,000 due to
reduced interest costs. The Series 2010B bonds are shown in the table above as Series 2019.
The Village will make its final payment on the Series 2010A general obligation bonds in 2020, thus a bond
payment for this debt instrument will no longer be included in the levy for 2020 (payable 2021), resulting
in a reduction to the debt service levy of $410,000 annually.
IPensiorus
The Village's independent actuary calculated the levy amounts for both the Police and Fire Pension Funds.
The Illinois Municipal Retirement Fund (IMRF) calculates the employer portion of the pension. The IMRF
rate decreased from 13.63 percent to 13.26 percent for FY 2021 and reduces the IMRF levy by $64,232.
The projected decrease for the employer portion of social security is $29,904.
The General Assembly passed a public safety pension consolidation bill in 2019 that expanded the Tier II
benefits for sworn police and fire personnel. The pension funds' actuaries have recalculated the required
contribution due to the expanded benefits. The Firefighter Pension Levy is proposed for FY 2021 to be
$2,390,386, an increase of 17.6 percent. The estimate for the Police Pension Levy will be 7.9 percent
growth, resulting in a levy amount of $3,361,940. Both pension levies are equal to the actuarial
determined annual levy amount.
The total additional required amount for all pension levies is estimated to be $604,257, an increase of
11.7 percent from 2019.
Equalized Assessed Values (EAV)
The last five years have posted positive growth including a 7.63 percent increase for the FY 2020 tax levy.
The total EAV in Buffalo Grove is $1.82 billion. The growth between the two counties was disproportionate
as Lake County grew by 5.8 percent and Cook County grew by 15.1 percent. Lake County properties are
assigned 85 percent of the total property tax burden for the Village. 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.
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2.B.a
2,000
0
1,500
1,000
500
0
Equalized Assessed Value
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
iir npact
The result of the increases noted above would result in a tentative levy of $20,461,952 or 15.1 percent
growth. At this point in the process the gross levy appears as follows:
Albateirmneirnt oirnsiideirations
Staff is recommending an abatement of $3,004,100 made up of $56,969 on the series 2012 bonds,
$383,231 on the Series 2016 Bonds and $2,563,900 on the Series 2020 bonds. With the proposed
abatements, the net levy would increase to $17,457,852, an increase of 2.0 percent year -over -year. It
should be noted that the percentage increase or decrease in the levy does not equal the change in a
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2.B.a
homeowner's tax bill, depending upon growth in EAV and redistribution of assessed values across
different real estate types (residential, industrial, commercial, agricultural).
This proposed tax levy request will be formally made at the November 2nd board meeting as part of the
truth -in -taxation resolution. The year -over -year truth -in -taxation levy growth (which excludes debt
service) is estimated to be 3.15 percent. A public hearing will not be required.
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2.0
Information Item : General Fund Financial Forecast FY 2021
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
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Staff recommends discussion.
Operating Forecast takes a forward look at the Village's General Fund's fund revenues and expenditures.
The primary objective of the forecast is to provide the Village Board and related stakeholders with an
early financial assessment and identify significant issues that should be addressed in the budget
development process. For the purposes of constructing the forecast, operating revenues are measured
against operating expenditures without including any prior period fund balance to subsidize revenue.
ATTACHMENTS:
• General Fund Forecast 2021 final (DOCX)
Trustee Liaison Staff Contact
Johnson Chris Black, Finance
Monday, August 31, 2020
Updated: 8/25/2020 2:52 PM Page 1
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2.C.a
r
a M
Village of Buffalo Grove
A Financial Assessment of General Fund
Revenues and Expenditures
Packet Pg. 10
2.C.a
The purpose of the Operating Forecast is to help the Village of Buffalo Grove make informed,
operational decisions by better anticipating future revenues and expenditures. Using the
forecasted data, the Village can plan strategies for providing a consistent, appropriate level of
service to the customers while ensuring the revenues and expenditures remain in a sustainable
balance. The primary objective of the forecast is to provide the Village Board and related
stakeholders with an early financial assessment and identify significant issues that should be
addressed in the budget development process. For the purposes of constructing the forecast,
operating revenues are measured against operating expenditures without including any prior
period fund balance to subsidize revenue.
The goals of the forecast are to assess the Village's ability in
the future to maintain current service levels based on
projected revenue growth, evaluate future sustainability by
aligning operating revenues and expenditures, and ensure
proper funding of infrastructure reserves. The assessment
analyzes the capacity to fund capital projects and also restore
unassigned fund balance reserves to ultimately reach a
balance that will cover four and a half months of expenditures
(37.5%).
i he intent of the One
Year Operating Forecast
is to evaivate resource
aiioca ions to ensure the
proper funding ieveis for
seirOces, capl itasl,
infrastructure and
u°n aint hums ng reserves.
It is important to stress that this forecast is not a budget. It
does not dictate expenditure decisions; rather it identifies the need to prioritize allocations of
Village resources. The forecast sets the stage for the budget process and aids both staff and the
Village Board in establishing priorities and allocating resources appropriately.
As a governmental entity, changes in strategy that involve service delivery should be slow and
methodical. The forecast provides a snapshot of the Village's fiscal health based on numerous
assumptions over the next five years. The forecast is a planning tool and should be considered
fluid in its construction. As new significant data or trends emerge the document will be revised,
at minimum, on an annual basis.
Packet Pg. 11
2.C.a
The General Fund is the main operating fund and accounts for the core public services provided
by the Village including public safety (police & fire), public works, community development, as
well as operations that support core services. All major discretionary revenues such as property
tax, sales tax, income tax, telecommunication, and utility use tax are accounted for within the
General Fund. The Finance Department works with departments responsible for administering
the service and/or collecting the associated revenue to develop program revenues.
Expenditures assumed in the forecast are based on the current service levels. No additional
staffing has been included in the estimates. Audited 2019 expenditures set the baseline for
analysis blended with estimates through the first half of FY 2020. The General Fund is the primary
focus of the forecast as it represents over half of the total Village Budget. The second largest
Village Fund is the Water and Sewer Fund accounting for 15.9 percent of the total budget. A
twenty-year funding analysis is completed annually for that enterprise activity.
In the absence of any known service level modifications, the forecast assumes the continuation
of current service levels and the costs projected over five years. Revenues are estimated based
on anticipated growth and does not consider increases in revenues generated by new fees or
increases in fees, new development, and/or charges beyond what is prescribed by current
ordinance.
In the development of a long-term financial forecast, the Village reviews external and internal
factors that could impact the either the collection of revenue or the price of acquiring goods or
providing services. Evaluating how the regional impact of the national economy (macro)
influences the local economy (micro) is an important step in the process.
The national economy affects both state and local economies, although this impact varies by
jurisdiction and may actually have an inverse effect on a community. Some of the economic
indicators the Village uses in financial analysis include: inflation, stock market returns,
employment, housing starts, vehicle sales, interest rates, and manufacturing activity.
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2.C.a
Inflation — The Consumer Price Index (CPI), commonly referred to as the inflation rate, measures
the average price change for a market basket of consumer goods and services. The Bureau of
Labor Statistics classifies each expenditure item in the basket into more than 200 categories
catalogued into eight major groups. The Consumer Price Index is used as the inflationary factor
for specific non -personnel services.
As inflation goes up, the cost of goods sold go up, increasing retail sales tax revenue. As prices
rise, so will business income tax receipts. Conversely, the Village will have to pay more for goods
and services. The most recent (July 2020) Consumer Price Index is at 0.6 percent.
Stock Market Returns — Stock market returns are a leading indicator and will change before the
economy changes. Approximately 60 percent of all Village pension funds are invested in mutual
funds and/or individual stocks. The performance of the stock market is a significant factor in
determining the growth of the property tax levy for pensions. It is assumed the pension funds
will earn seven percent annually through investment returns.
Employment— Retail and vehicle sales tend to have inverse relationships with the unemployment
rate. Sales tend to move in the opposite direction of the unemployment rate. Chronic
unemployment often spills over into the residential real estate market resulting in lost real estate
transfer tax revenue.
Housing stats - This indicator provides a sense of the overall demand for housing, which can be
indicative of local housing activity. Data maintained by local realtor groups is useful in projecting
the future of market recoveries.
Vehicle sales — Sales and use tax revenues tend to fall with vehicle sales, which are heavily
dependent upon both employment and interest rates. However, if increases in sales of new
vehicles are expected to reduce the value of used vehicles, the sales and use tax base can actually
decline if the depreciation of used vehicles is not equally offset by the value of new vehicles.
Interest rates — The interest rate impacts the Village's revenues in several ways. First, investment
income will be affected by interest rates. Second, the availability and cost of capital directly
affects business expansion and retail purchases. As credit is extended and/or rates are lowered,
revolving purchases may increase, thereby increasing development plans and retail sales and, by
extension, sales tax and business licenses revenues.
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2.C.a
Manufacturing activity — If a Village has a large manufacturing sector, the ISM (Institute of Supply
Management Index) becomes a significant factor in revenue analysis and forecasting.
Manufacturers respond to the demand for their products by increasing production and building
up inventories to meet the demand. The increased production often requires new workers which
lowers unemployment figures and can stimulate the local economy.
Although national economic indicators do have some trickle -down impact on the Village Budget,
there are regional and local economic factors that have a direct influence over revenues and
expenditures. Some of those factors that have been considered moving into the next five year
update include:
• Impact of the Real Estate Market and Assessed Valuations. Assessed values for taxable
property continue with positive growth. Lake County property values grew by 5.81
percent in FY 2019, while Cook County property values increased 15.1 percent. See the
chart below to see the ten-year, combined county, history of equalized assessed values.
N 2,000
0
1,500
1,000
500
0
Equalized Assessed Value
2010 - 2019
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
• State of Illinois Legislation. As the State of Illinois continues to struggle with its own
finances, staff continues to monitor legislative discussions that could have a direct
financial impact on Village revenues.
• Impact of Employer Pension Costs. The tax levies for the three pension systems account
for 41 percent of the property tax levy. Additional pressure on the tax levy to support
growing pension costs will impact the ability to increase taxes for core services. Bond
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2.C.a
rating agencies continue to cite pension obligations as a downward pressure on the
Village's ability to maintain a Aaa rating with S&P.
• Health Care Inflation. After wages, health care costs are the single largest expenditure
category in the fund and the Village continually reviews the structure of the plan to limit
the amount of growth on an annual basis. The Village is a member of the
Intergovernmental Personnel Benefits Cooperative (IPBC). This insurance pool helps to
dilute risk and helps to leverage purchasing power.
• Commercial/Retail Development. The economy's impact on existing sales tax generators
as well as development or redevelopment of Dundee, Milwaukee Road corridors and
Lake Cook Corridors continues to be an important cog in economic development.
• Infrastructure. The ability to keep pace with the maintenance needs of Village owned
assets continues to be a significant financial challenge. The Village owns and maintains
$240 million in capital assets, excluding depreciation, across all activities.
Listed below is the 2021 General Fund Forecast. The remainder of the report will describe the
methodologies used to develop both revenues and expenditures.
% increase /
Revenue
2020
2021
(Decrease)
Property Taxes
16,202,772
16,202,772
0.00%
...................................................................................................................................................................................................................................................................................................................................................................................................................
Income & Use Taxes
5,436,247
5,664,450
4.20%
State Sales Tax
6,590,000
6,178,000
-6.25%
.................................................................................................................................................................................................................................................................................................................................................................................................................
Home Rule Sales Tax
.................................................................................................................................................................................................................................................................................................................................................................................................................
4,190,000
4,154,931
-0.84%
Real Estate Transfer Tax
990,000
922,300
-6.84%
Telecommunications Tax
1,540,000
900,000
-41.56%
Food and Beverage Tax
750,000
600,000
-20.00%
.................................................................................................................................................................................................................................................................................................................................................................................................................
Utility Tax-Electric/Natural Gas
2,715,000
2,700,000
-0.55%
Road & Bridge Tax
182,000
182,000
0.00%
Other Taxes
265,000
137,105
-48.26%
Licenses
.................................................................................................................................................................................................................................................................................................................................................................................................................
309,600
306,600
-0.97%
Building Revenue & Fees
1,066,000
1,086,000
1.88%
Intergovernmental - Local
267,657
267,657
0.00%
Fines & Fees -Police & Fire
1,740,591
1,830,544
5.17%
Storm Water Management Fees
.................................................................................................................................................................................................................................................................................................................................................................................................................
1,140,000
1,140,000
0.00%
Operating Transfers
.................................................................................................................................................................................................................................................................................................................................................................................................................
780,000
795,600
2.00%
Cable Franchise Fees
815,000
735,000
-9.82%
Miscellaneous Revenue
427,340
342,840
-19.77%
Total Revenues
45,407,207
44,145,799
-2.78%
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2.C.a
Expenditure 2020 2021 Growth
Personal Services
........................................................................................................................................................................................................................................................................................................................................................................................................
22,470,942
21,877,786
-2.64%
Personal Benefits
11,748,327
12,084,756
2.86%
Operating Expenses
........................................................................................................................................................................................................................................................................................................................................................................................................
3,389,176
3,303,808
-2.52%
Insurance & Legal Services
........................................................................................................................................................................................................................................................................................................................................................................................................
1,374,481
1,563,074
13.72%
Commodities
358,000
361,000
0.84%
........................................................................................................................................................................................................................................................................................................................................................................................................
Maintenance & Repairs
3,415,208
3,640,989
6.61%
..........................................................................................................................................................................................................................................................................................................................................................................................................
Capital Outlay
808,569
807,524
-0.13%
Other Expenses
583,645
724,195
24.08%
Operating Transfers
1,228,394
1,109,794
-9.66%
Total Expenditures
45,376,742
45,472,926
0.21%
OperatingSurplus/(Deficit) ............................................................................................................................................................................................................30..465.............................................1..3.27..12.7............................................-.4456.24%
The General Fund Reserve Policy sets forth a minimum unassigned reserve level of 25 percent of
the subsequent year's budget (excluding capital funding and reserve transfers).
It is important to maintain a strong reserve level for several reasons, (1) it provides more time to
react and respond to revenue threats created by economic conditions, (2) it helps to better
withstand any unfunded legislative mandates that will create additional expenditure obligations
without corresponding revenue, and (3) to fund unforeseen infrastructure/capital asset costs.
Spending down of prior period reserve balances allows the Village time to reallocate resources
within the budget and restructure service levels to react to the fiscal environment. After drawing
down on the balance to respond to emergency conditions, it is important to rebuild those
reserves in order to remain flexible to respond to the next threat. Fund balance should never be
used to support day-to-day operations. Absent an unforeseen economic crisis, the use of reserves
to support operating expenditures represents a budget that is structurally unbalanced.
The audited unassigned General Fund balance at the end of FY 2019 is $18.9 million or 43.1
percent of the FY 2019 actual expenditures. The reserve, which increased $1.9 million from the
prior year, will be utilized to address an anticipated FY2020 deficit due to the economic effects
of COVID-19. The Village anticipates unassigned general fund reserves exceeding 35 percent of
budget by year-end 2020.
Approximately 85 percent of all General Fund revenue is generated from seven revenue sources
including property tax, combined sales tax including prepared food and beverage, income and
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2.C.a
use tax, telecommunications tax, utility (natural gas & electricity) use tax and real estate transfer
tax.
Almost half of the Village's major revenue sources are elastic. Elastic revenues are those sources
that tend to fluctuate with the economy. A balance between elastic and inelastic revenue is
desired as a hedge against market volatility. General Fund revenues considered to be elastic
include: sales and use taxes, income taxes, telecommunications tax, real estate transfer tax,
building revenue and fees, and investment income. The property tax is an example of a non-
elastic source of revenue as collections are stable and predictable.
The Village continues to seek to be less reliant upon state -shared revenues (income, base sales,
and telecommunication taxes) and align core services with taxes/fees under local home rule
control.
There are three components to the Village's property tax levy. The first component is the
Corporate Levy. This levy helps to fund public safety (police and fire) operations. The growth in
the corporate levy is tied to inflation. The second component is the Debt Service Levy. This levy
covers the principal and interest payment on outstanding debt issuances. The last component is
the special purpose/pension levies.
The tax levies for the three pension funds (police, Firefighters and IMRF) are calculated by
independent actuaries. The levies are structured to cover the normal cost of the pension, an
amortized annual amount of the unfunded actuarial liability, and the interest cost on that liability.
Unfunded liability grows when actuarial assumptions are not met (interest rate) or when
legislative changes (Springfield) are enacted that enhance benefits. Those legislative changes
produce unfunded liabilities.
Each year the Village determines its levy amount. Since debt service payments are mandatory as
are pension contributions, the amount of control the Village has over the tax levy is limited to
the Corporate Levy.
Future ability to raise property tax revenue to support General Fund operations is challenging as
the corporate levy must compete for tax dollars with pension and debt service levies.
See the chart below to see where property tax dollars are allocated.
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2.C.a
The levy request is then applied to the equalized assessed value of all property within the Village
to determine a tax rate. Assuming the same tax levy amount, if the property values go up the
rate goes down and conversely the rate goes up if the values decline.
The total equalized assessed value of property in Buffalo Grove is estimated to be $1,833,700,517
representing a 1.0 percent increase from the previous years but down 3.3 percent from valuation
peak in FY 2009. The more new properties that are added to the tax base the lower the tax
burden on all property owners.
Packet Pg. 18
2.C.a
Equalized Assessed Valuation
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Inflation typically sets the growth baseline for both the base (2%) and home rule sales taxes (2%).
Due to the economic impact of COVID-19, both sales tax and home rule sales tax decline from
the prior year's budget. Combined, this is the second largest revenue source for the Village. The
base sales tax revenue is directly related to the dollar value of sales made within the Village.
Home rule sales tax applies to the same transactions as the base sales tax except in the following
transactions, food for human consumption off the premises where sold (groceries), prescription
and non-prescription medicines and tangible personal property that is titled with an agency of
the State of Illinois.
The assumption for the one year analysis is that the retail mix will remain substantially similar to
what is present today with the exception of new retailers where development plans are
approved. The forecast applied to both base and home rule sales tax, which is net of tax rebates
provided by agreement to certain businesses, produces the following:
Packet Pg. 19
$F,,000,000
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The Village's strives to diversify its retail tax base so that no one sector is overly exposed to
economic and/or demand fluctuations. The following chart reflects the Illinois Department of
Revenue Standard Industry Codes (SIC) for sales tax remitted to the Village.
2.C.a
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The Illinois Income Tax is imposed on every individual, corporation, trust, and estate earning or
receiving income. The tax is calculated by multiplying net income by a flat rate. The current rate
is 4.95 percent of net income. The formula for distribution for local governments was 10 percent
of the revenue, allocated on a per capita basis, when the rate was 3 percent. When the state rate
increased to 4.95 percent, the increase was not included in the distribution making the effective
per capita distribution to municipalities six percent.
The U.S. and the state of Illinois have experienced high unemployment rates due to the economic
effects ofCOVID-19. The Village's unemployment rate as of July 2020 is not available. Historically
it is lower than the state of Illinois and the U.S., which were 11.3 and 10.2 percent respectively
as of July 2020.
Packet Pg. 21
2.C.a
$8, 000, 000
$4, 000,000
$2,000,000
201.7 201.8 201.9 2020 2021.
This tax (1%) was adopted in 2008 and is levied on the purchase of prepared food for immediate
consumption and the sale of liquor. Similar to sales tax, inflationary growth is typically the central
driver of revenue increases. There are approximately 106 establishments that charge and remit
this tax to the Village.
This tax is typically levied at 7 percent on all types of telecommunications except for digital
subscriber lines (DSL) purchased, used, or sold by a provider of internet service (effective July 1,
2008). The exemption of DSL service has made a significant impact on collections. Recent
legislation has also mandated that data packages no longer be bundled with all other
telecommunications billing for the sake of taxation. Those services have been exempted. This
revenue is down 41.6 percent ($640,000) in FY 2021.
Natural gas and electricity charges are based on consumption and will fluctuate with seasonal
demands. The Village is charging the highest statutory rate. There is no consumption growth
projected in 2021. Any new growth will be predicated on adding square footage to houses or
buildings and offset by more energy efficient construction and mechanical systems.
Real estate transfer tax is collected at the rate of $3 per $1,000 of sales consideration. This
revenue reached a peak in 2005 at $1.3 million. There has been a recovery in sales since the
market reached a bottom in FY 2012. FY 2020 saw a decline in the revenue source due to limited
real estate activity because of COVID-19. The projection for 2021 is 15% below the 2019 actual.
Packet Pg. 22
2.C.a
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1,200,000
1,000,000
r. 00,000
600,000
400,000
200,000
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201..8 201..9 2020 Kill.
The decrease in operating expenditures in 2021 is 0.2 percent. Wages and benefits account for
about 74 percent of all operating expenditures. The next largest expenditure account group is for
operating expenses (7 percent). For FY 2021 the distribution of General Fund expenditures is
shown in the table below.
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Wages are anticipated to increase by a factor of two percent each year. The wage forecast
anticipates the general wage increases plus merit based pay range adjustments. The forecast
does assume retirements with a replacements hired at a lower starting salary.
Over half of the workforce is covered by collective bargaining agreements and the Village has less
flexibility when addressing wages within the police and fire departments.
A major initiative in FY 2015 was to establish a pay for performance system that will allow
employees to move through their pay ranges. A merit wage pool will be included in the FY 2021
Budget and managed by the Human Resources Department. The ability to advance employees
through their pay range based upon performance is critical in maintaining an effective and
motivated work force.
The largest single expenditure within Personal Benefits is for health insurance. The Village is a
member of the Intergovernmental Professional Benefits Cooperative (IPBC). As a member of
IPBC, the Village is better able to stabilize medical costs through risk pooling and provide for a
mechanism to help establish positive cash flow and rebuild reserves. The forecast calls for a seven
percent growth in 2021.
The employees' contribution is set at 15 percent of the premium in FY 2021. Continued efforts
will be made to maintain costs. A renewed emphasis on wellness programs and evaluating data
will be critical in the next few years to help stabilize experience.
Employer pension costs have been assigned to each operating department budget. The intent of
the accounting was to better represent the true cost of providing a specific service. Employer
pension obligations are anticipated to be $7.5 million in 2021 or 16.6 percent of the General Fund
Budget.
Within the Insurance category is the premium paid for general liability and workers'
compensation coverage. In FY 2016, the Village moved from the Intergovernmental Risk
Management Pool (IRMA) for general liability and workers' compensation coverage to establish
a risk premium structure that is more commensurate with the Village's service profile and asset
values.
Packet Pg. 24
2.C.a
The Village is a founding member of the Suburban Liability Insurance Pool or SLIP for general
liability coverages. The purpose of SLIP it to share risk with similarly sized, full -service
communities and mitigate increases in premium costs and develop economies of scale for
administrative services. The Village participates in the Illinois Public Risk Fund for workers'
compensation coverage.
The single largest expenditure within the Commodity account group is for purchase of salt forthe
snow and ice control program. Staff continues to seek innovative ways to reduce commodity
costs, such as bulk electric procurement, and utilizing centralized purchasing to leverage the
Village's buying power.
Included in these expenditures are costs related to the maintenance and repair of sidewalks and
bike paths, street patching, street lights, building facilities, vehicles and parkway trees. Included
in these costs are Internal Service Chargebacks for Central Garage and Building Maintenance
expenditures.
Included in the transfers are for vehicles, technology, storm water and building reserves for the
General Fund over the next five years. If the Village intends to continue with a pay-as-you-go
approach to acquiring vehicles, supporting technology infrastructure and repairing facilities, then
these transfers should be programmed.
It should be noted that the reserve amount for facilities is the minimum to address various
maintenance needs and does not provide funding for major repairs including roof replacements,
purchase of mechanical systems and/or functional remodeling.
Revenues are currently less than operating expenses in 2021 in what is the preliminary stages of
the budget process. The final budget will be in balance.
Packet Pg. 25
2.C.a
After including amounts necessary for reserves and capital, there is a shortfall in the forecast.
The shortfall is created by a desire to cash finance most capital projects. This is anticipated and
adjustments can be made to address funding levels. It is important to note that reducing amounts
spent on capital should not be viewed as budget cuts (or savings) rather is a conscious decision
to defer spending to future years. The liability still exists. Reserve spending should be viewed in
the same light.
While efforts will continue to focus on how to deliver the same high level of services at lower unit
costs, staff recognizes that revenues will also need to be reviewed. Every opportunity to grow
the sales tax base should continue to be considered. Staff must ensure that revenues are
reviewed for adequacy (fees), efficiency (collections), and efficacy (diversified). New revenue
sources should be researched, discussed, and if warranted, presented to the Village Board for
consideration.
This report will be used as a guide for the development of the FY 2021 Budget and will help shape
the discussion about how the Village adapts to the current and future financial landscape. Staff
seeks further input from the Village Board on the operating forecast.
Packet Pg. 26
2.D
Information Item : COVID-19 Budget Impacts Report
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
,,,,,,,,,,,.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
Staff recommends presentation.
The Village anticipates using no more than $1.75 million in General Fund operating reserves in fiscal year
2020 based on the current revenue and expense estimates. The revised revenue estimate anticipates a
$3.3 million loss for the year, with $4.0 in expected revenues losses offset by $700,000 in CARES Act
funding from Lake and Cook counties combined. Expenses are expected decline by approximately $1.7
million. One time -savings related to deferrals and cost reduction measures and personal and benefits
savings related to maintain staff vacations and the VSI program total about $2.5 million. These savings
are offset by additional expense of $815,000 for COVID-19 related expense and additional subsidies to
the golf and parking operations due to revenue loss.
Staff will be bringing a series of budget amendments reflecting the contents of this memorandum on the
September 21, 2020 Village Board meeting agenda.
ATTACHMENTS:
• COVID Budget Report revised (DOCX)
• VSI Report (DOCX)
Trustee Liaison
Sussman
Monday, August 31, 2020
Staff Contact
Jenny Maltas, Office of the Village Manager
Updated: 8/27/2020 6:25 PM
Page 1
Packet Pg. 27
2.D.a
VILLAGE OF
TO: Dane C. Bragg, Village Manager
FROM: Chris Black, Finance Director
DATE: July 27, 2020
is
SUBJECT: FY 2020 Revenue Report/Revised General Fund Revenue Estimate
The COVID-19 pandemic has resulted in a sudden economic downturn that will adversely affect many of
the Village's revenue sources. During the first quarter of this year, the economy shrank at the fastest pace
since the last recession in 2009. The economic downturn worsened during the second quarter due to
extended stay-at-home measures. The following memorandum provides an overview of the Village's
previously approved revenue enhancements as well as details of the anticipated changes in general fund
revenue and expenses.
The 2020 revised General Fund revenue estimate is $4.0 million less than the approved 2020 budget of
$45.5 million. The previous estimate developed in April was $6.5 million under the annual budget. To
address this budget deficit staff has prepared a series of one-time deferrals, use of reserves, and
departmental reorganizations.
REVENUE ENHANCEMENTS
Water Rate and Fixed Facility Fee
An 11-percent water and sewer rate increase was implemented January 1, 2020. This increase was
reflected in the February 2020 bill cycle for Cook County residents, multi -family, commercial and industrial
users, and the March 2020 bill cycle for Lake County residents. The combined water and sewer rate
increased from $6.37 per 1,000 gallons to $7.07 per 1,000 gallons in 2020; a net increase of 70-cents per
1,000 gallons.
A fixed monthly facility fee of $17.39 will be billed to all single-family detached and attached homes. The
fixed facility fee was also billed to all commercial and industrial water and sewer customers as a service
charge and supports infrastructure replacements and repairs. The fixed facility fee for multi -family,
commercial, and industrial users will be higher, based on water usage. More information pertaining to
water and sanitary sewer rates, fees, revenues and projects can be found in the 20-Year Water Fund
Proforma.
BUDGET YEAR
2019
2020
Sale of Water (1)
6,183,100
8,532,678
Fixed-Rate Service Fee
-
2,504,160
Late Charges
100,000
100,000
Village Sewer Use Fees
1,524,600
2,073,456
Other Charges & Fees
20,000
20,000
Miscellaneous Revenue
-
-
Investment Revenue
60,000
60,000
Total Revenue
7,887,700
13,290,294
Packet Pg. 28
2.D.a
Local Motor Fuel Tax
On November 11, 2019, the Village of Buffalo Grove passed Ordinance 209-58 enacting a two -cent ($0.02)
Municipal Motor Fuel Tax on all motor fuel sales in the Village of Buffalo Grove. 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 $400,000.
2020 Series Bonds
Over the next five years, Buffalo Grove will be involved with or managing over $175.0 million in Capital
Projects. The Infrastructure Modernization Program moves the Village of Buffalo Grove from a debt
strategy to a cash strategy over the long term. This will minimize the overall impact on the property tax
levy. The first step in this process was the issuance of $24.0 million in general obligation bonds, authorized
by the Village Board on May 4, 2020.
S&P Global Ratings assigned its 'AAA' long-term rating to Buffalo Grove Village, Ill.'s $24.0 million series
2020 general obligation (GO) bonds. At the same time, S&P Global Ratings affirmed its 'AAA' long-term
rating on the Village's existing GO debt. Principal and interest payment on the Series 2020 Bonds will
commence in 2021 with only interest payments in 2020. The bonded dollars will be evenly allocated
between water and street projects with all of the funds expended in the next two years.
The village's executive team has gone to great lengths to ensure that the debt service associated with the
Infrastructure Modernization Program will not affect the property tax levy. The debt service will be
funded through the utilization of State and Local Motor Fuel Tax and the water/sewer Fixed Facility Fee.
REVENUES
In May, revised revenue projections for major revenue sources were reported to the Board. This report
includes the most recently available data as of 8/20/2020. The reported data is based on the month of
economic activity by major revenue sources in the General Fund, as well as motor fuel taxes and golf
course revenue receipted to other funds. The charts compare the monthly activity to the prior year and
expected budget. The final section is a revised General Fund revenue estimate for 2020 based on
economic activity for major revenue sources.
STATE SHARED REVENUES
Base Sales Tax (5 month)
6,590,000
2,530,560
2,292,059
(238,501)
-9.4%
State Income Tax (7 month)
4,168,968
2,642,955
2,761,315
118,360
4.5%
Local Use Tax (6 month)
1,267,729
614,825
844,972
230,147
37.4%
Packet Pg. 29
Base Sales Tax
Base Salles IDNx
ICveinue by iMon-th
700,000
600,000 "j11 Ifff'o, I" lo111105011 Of 0 R 11 "R� "05foll J�� "m wj'op)h111
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400,000
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200,000
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IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII..9A(,,t -2013ud -20Act
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900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
.A.00,000
0
State Income l"ax
Revenue by Month
'S-
IIIIIIIIIIIIIIIIIIIII1111111111111111111.9AcL -20Bud -20Act
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2020 Bud - Act (5 irnoin-t1h)
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
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3,000,000
2,500,000
2,000,000
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2.D.a
Local Use Tax
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
Local Use Tax
Revenue enure lbV MontIh
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII7..9Ac;t bu,2013ud ° 20Act
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Il,,, cal Use "'ll"ax
2020 lB uu - Act: (6 Month)
900,000
800,000
700,000
-a00,000
500,000
400,000
200,000
100,000
0
0
IIIIIIIII Bud, IVA Act.
Home Rule Sales Tax (5 month)
4,190,000
1,533,540
1,323,004
(210,536)
-13.7%
Use Taxes - Electricity (6 month)
1,665,000
775,890
754,646
(21,244)
-2.7%
Use Taxes Natural Gas (6 month)
1,050,000
738,740
776,075
37,335
5.1%
Telecomm. Excise Tax (5 month)
1,540,000
783,860
393,788
(390,072)
-49.8%
Real Estate Transfer Tax (6 month)
1,040,000
586,560
443,263
(143,297)
-24.4%
Home Rule Sales Tax
Home Rulle Sales rax
i°tonne Rule
Sales "f'ax
January April 2020
2020 Il u- Act (5 Imon'tlh)
450,000
400„000
350„000
Soo„000
250,000
200„000
150,000
wop000
50,000
0
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII .1.9 A((t - 2 0 B u d 'ti 20' Act.:
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Electricity Use Tax
200000
1.80000
1.60000
140000
1.20000
1.00000
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60000
40000
20000
0
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Revenue lby Month
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January,,,. Il ilrH 2020
Electricity Use "Ta
2020 lB u - Act (6 Mointlh)
900,000
goo,000
700,000
600,000
500,000
400,000
300,000
200,,000
100,000
a
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2020 Bind - Act (6 Month)
900,000
800,000
700,000
600,000
500,000
400,000
300,G��gS�&g0
200,000
100,000µ
0
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Real Estate Transfer Tax
Real II[;:state Transfer stellr °rax
IlReveinuuue lby Mon-th
Tellec irinimu.unilcila•ti ns "'Irax
2020 uo - Act (5 IM n'tlh )
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
1(,30,000
140,000
120,000
100,00
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OTHER REVENUE SOURCES
IIIIIIIII Budget IVA Actual
IReall IF.state Transfer Tax
Bud Act (6 it ncntlh)
500,000
450,000
400,000
350,000
300,000
250,000
200,000
150,000
00,000
50,aaco
0
State Motor Fuel Tax (6 month) 1,600,000 800,000 703,337
Municipal Motor Fuel Tax (6 month) 400,000 250,000 207,970
IIIIIII& Bud 10 Actual
(96,663) -12.1%
(42,030) -16.8%
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State Motor Fuel Tax
lBase Salles Tax
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600,000 "In
500,000 IN
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400,000
300,000
200,000
1.00,000
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Local Motor Fuel Tax
180,000
1,000
14600,000
120,000
w0,000
80,000
60,000
40,000
20,000
0
Localll Use Tax
Reveinue by Month
k;
40
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
1.00,000
0
State Motor- IF:uell Ira x
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2020 Bud - Act (6 IMonth)
900,000
800,0()()
700,000
600,000
500,000
400,000
300,000
200,000
1.00,000
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Golf Course Revenues
Gollff Course Majoir Revenues Sources
Revenue by Month
450,000
400,000
350,000
300,000
DUI
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4
250,000
200,000
1. 0,000
t4�
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50,000
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GENERAL FUND REVENUE ESTIMATE
Goff Course Major Revenue
IBuAud Act (6 irnoint.1h)
9()0,000
agoo"000
700,000
600,000
00,000
400,000
00,000
200,000
1.00,000
IIIIII Bud Ia Act
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Property Taxes
16,202,772
(162,028)
-1.00%
16,040,744
Municipal Sales Tax
6,590,000
(967,000)
-14.67%
5,623,000
Home Rule Sales Tax
4,190,000
(632,700)
-15.10%
3,557,300
Income Tax
4,168,968
(68,000)
-1.63%
4,100,968
Use Tax - Local
1,267,279
120,700
9.52%
1,387,979
Use Taxes - Electricity
1,665,000
33,300
2.00%
1,698,300
Use Taxes - Natural Gas
1,050,000
15,750
1.50%
1,065,750
Telecommunications Excise Tax
1,540,000
(580,000)
-37.66%
960,000
Fines & Fees
1,740,591
(310,000)
-17.81%
1,430,591
Real Estate Transfer Tax
990,000
(495,000)
-50.00%
495,000
Food and Beverage Tax
750,000
(280,000)
-37.33%
470,000
Hotel/Motel Tax
125,000
(90,000)
-72.00%
35,000
Development Fees & Permits
1,066,000
(95,940)
-9.00%
970,060
Business & Liquor Licensing
309,600
(110,000)
-35.53%
199,600
Interest Income
290,000
(145,000)
-50.00%
145,000
Operating Transfers
780,000
0
0.00%
780,000
All Other Revenues
2,781,997
(242,000)
-8.70%
2,539,997
Total
45,507,207
(4,007,918)
-8.81%
41,499,289
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2.D.a
The 2020 revised General Fund revenue estimate is $4.0 million less than the approved 2020 budget of
$45.5 million. The previous estimate developed in April was $6.5 million under the annual budget. Based
on March and April receipts, sales tax and home rule sales tax revenue estimates increase a combined
$1.2 million from the April estimate. Local use tax, which is based primarily on on-line sales, continues to
perform well resulting in a $450,000 increase in the previous estimate. Finally, the IML estimate indicates
income tax will be less than 2% under budget and the previous projection has been increased $765,800.
COVID Budget Impacts
The Village received two allocations of funding under the CARES Act, $108,000 from Cook County and
$880,000 from Lake County, for a total of $988,000 in eligible expenses. All expenses must be incurred
prior to December 31, 2020. The Village is also eligible to receive funding through the FEMA Public
Assistance Grant program on a competitive basis. FEMA PA Grants must be submitted by 12/31/2020 and
currently the village anticipates applying for approximately $10,000 in funding.
The Fire Department is tracking all unbudgeted expenses related to the COVID response to seek
reimbursement for expenses long-term. The village has submitted for reimbursement through the
following programs:
• Assistance for Firefighters COVID-19 Supplemental Grant — $1,852.26
o Materials
• Lake County CARES Initial Application — $396,682.31
o Materials
o Contracted Labor
o Staff time relating to Wieser and Wisniewski
o FFCRA benefits
o FD Quarantines
o FD Quarantine Coverage
The General Fund will need to absorb these costs until such time that reimbursements are received from
the appropriate agency. For budgeting purposes, it is assumed that the Village may not receive funding.
Golf operations were greatly impacted by the pandemic due to forced closure of the Buffalo Grove and
Arboretum golf course in March and April, as well as limited operations during the month of May. The
preliminary May revenue estimates are better than initially expected and June, July and August have
trended above budget. It is unknown if there will be a second wave of COVID that would require closure
again. Because of early -season limitations, the budgeted golf subsidy has been increased from the
budgeted amount of $129,800 to $315,000.
The following table shows unbudgeted COVID expenses:
COVID Response
$
(139,325.07)
$
(139,325.07
Golf Course Closure
$
(310,000.00)
$
(310,000.00
Subtotal
$
(449,325.07)
$
(449,325.07,
Packet Pg. 36
2.D.a
VILLAGE RESPONSE AND REORGANIZATION
Due to the COVID-19 pandemic and the ensuing recession, which
began in March, the Village is experiencing significant revenue
losses that were not contemplated during the creation of the 2020
budget. To address this deficit staff is recommending the following
one-time deferrals, use of reserves, and other service
reorganization.
One -Time Deferrals and Savings
Total Reduction $4 million Deferrals allow for the delay of necessary expenditures until the
village's financial condition improves. In some cases, deferrals such
as vehicle purchases or street projects may result in additional maintenance costs. Staff reviewed the
2020 Budget for items that could be deferred until the impact of the recession is known. The following
items are proposed to be deferred from the 2020 budl3et:
Defer Hiring/Promotions PD $ 120,000.00 $ 120,000.00
Defer Vehicle Purchases
$
911,000.00
$ 911,000.00
Defer Reserve Transfers
$
730,000.00
$ 730,000.00
Defer Capital Transfers
$
375,000.00
$ 375,000.00
Defer Equipment Replacement
$
60,500.00
$ 60,500.00
Defer Planting and Tree Removal
$
230,000.00
$ 230,000.00
Defer Landscaping
$
52,000.00
$ 52,000.00
Defer Vehicle Detailing
$
12,000.00
$ 12,000.00
Defer Building Improvements
$
250,600.00
$ 250,600.00
Defer Parking Lot Improvements
$
14,000.00
$ 14,000.00
Subtotal
$ 2,755,100.00
$ 1,579,500.00 $ 911,000.00 $ 250,600.00 $ 14,000.00
The Village offered a voluntary separation incentive in 2020 to encourage employees to separate from
service, thereby reducing operating expenses in the short- and long-term. Additional details concerning
the VSI program can be found in the attached memorandum.
Capital and reserve transfers will be deferred and non -essential vehicle replacement will be deferred to
2021. Building improvements such as HVAC replacements have been deferred and will be fixed on an
emergency basis. All tree plantings and removals have been deferred. Funds remain in the budget for
tree removals that present a life -safety issue.
Staff continues to work on identifying one-time savings measures for FY2020. The unfortunate
cancellation of special events, most notably the 4th of July fireworks and BG Days, offers potential savings
that will likely exceed $100,000. Other cost reduction measures, such as reductions to training and travel
and commodity purchases, will be provided when the dollar amount of savings is determined.
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2.D.a
Training and Travel
$120,350.00
$108,850.00 $11,500.00
Membership and Dues
$10,000.00_
$10,000.00
Delay COLA and Merit
$89,000.00
$50,661.00 $38,339.00
Reductions in Salaries (Promotion/ CG)
$37,000.00
$37,000.00
Recruitment
$1,000.00
$1,000.00
Community Relations/Crime Prevention
$3,000.00
$3,000.00
GIS Consortium Contract Reduction
$5,000.00
$5,000.00
NWCD 2 Month Assessment Reduction
$91,000.00
$91,000.00
Community Receptions
$5,000.00
$5,000.00
VB Meeting Recording
$6,400.00_
$6,400.00
Subtotal
$585,240.00
$535,401.00 $49,839.00
USE OF RESERVES
As of December 31, 2019, the Village's General Fund had an unassigned fund balance of $18.9 million. The
adopted financial policies require the Village to maintain 25% of its subsequent year's expenditures
(minus capital expenditures and reserve transfers) in its operating reserve. Factoring in minimum reserve
requirements, a net of $7.95 million in General Fund reserves are available for operations. Of that total,
approximately 1.9 million in surplus from operations was generated in fiscal year 2019. The Village plans
on expending approximately $1.75 million of the surplus generated in 2019 for ongoing operations in
2020.
DEPARTMENTAL REORGANIZATION
Effective July 1, 2020, three part-time positions were subject to furlough. These positions are the part-
time fire inspector, part-time public education coordinator in the fire department, and the part-time
administrative assistant in OVM.
There are currently eight open positions that staff is recommending for elimination/deferral until a further
review is complete. These positions include building commissioner, accountant, finance clerk, overhire
firefighter, police officer (1), civil engineer, engineering intern, and permanent part-time maintenance
worker.
Funds were allocated for a board retreat, project management training for staff, and an accreditation
consultant in the fire department. These programs are recommended to be eliminated.
The following table represents permanent cuts to the 2020 budget that will carry over into 2021.
Eliminate Open Positions (11) $627,628.00 $627,628.00
Board Retreat $10,000.00 $10,000.00
Accreditation Consultant $10,000.00 $10,000.00
Project Management Training $16,500.00 $16,500.00
Subtotal $664,128.00 $664,128.00
Packet Pg. 38
2.D.a
The Village has elected to offer the Voluntary Separation Incentive (VSI) program as a means to reduce
overall expenses for the fiscal year 2020 and beyond. As part of this program, eligible employees could
receive $25,000 placed in a retirement health savings (RHS) account, $25,000 placed in a 457 (deferred
compensation account), or the $25,000 divided between both the RHS and 457 accounts. In exchange,
the employee would separate from employment with the Village prior to October 1, 2020. Employees
could leave as early as July 1, 2020 and could obtain extensions to the October 1, 2020 deadline as long
as the extension was approved by the Village Manager and separation was prior to December 31, 2020.
The Village had seventeen (17) employees take advantage of the program. A breakdown by department
is below:
Community Development 4
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Police Department 7 Q-
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Fire Department 1 +,
Public Works Department 5
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At this time, staff anticipates the Village to save at a minimum $880,000 in FY 2020 and $1,000,000 in r'
personnel costs in the 2021 budget through the offering of the VSI.
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SUMMARY AND NEXT STEPS
The Village anticipates using no more than $1.75 million in General Fund operating reserves in fiscal year
2020 based on the current revenue and expense estimates. The revised revenue estimate anticipates a
$3.3 million loss for the year, with $4.0 in expected revenues losses offset by $700,000 in CARES Act
funding from Lake and Cook counties combined. Expenses are expected decline by approximately $1.7
million. One time -savings related to deferrals and cost reduction measures and personal and benefits
savings related to maintain staff vacations and the VSI program total about $2.5 million. These savings
are offset by additional expense of $815,000 for COVID-19 related expense and additional subsidies to the
golf and parking operations due to revenue loss.
Staff will be bringing a series of budget amendments reflecting the contents of this memorandum on the
September 21, 2020 Village Board meeting agenda.
Packet Pg. 39
2.D.b
')LLA.'E OF
BUFFALO CROVE'
MEMORANDUM
DATE: August 27, 2020
TO: Village President & Board of Trustees
FROM: Jennifer Maltas, Deputy Village Manager
SUBJECT: Voluntary Separation Incentive Report
Background:
Due to the economic conditions created by the COVID-19 pandemic, the Village structured a Voluntary
Separation Incentive (VSI) designed to encourage employees considering retirement or other employment
options to separate from service in an attempt to reduce personnel expenses and to avoid layoffs. Because
approximately 70 percent of the Village's operating budget is committed to personnel -related expenditures,
a VSI program creates the opportunity for both short- and long-term cost reductions. This report will review
the plan design of the VSI, the number of employees and departments impacted, and the reorganization
and cost savings associated with the program.
Voluntary Separation Incentive Program Design:
Under the terms of the program, eligible employees could receive $25,000 placed in a retirement health
savings (RHS) account, $25,000 placed in a 457 (deferred compensation plan), or the $25,000 divided
between both the RHS and 457 accounts. In exchange, the employee would separate from employment
with the Village prior to October 1, 2020. Employees could leave as early as July 1, 2020 and could obtain
extensions to the October 1, 2020 deadline as long as the extension was approved by the Village Manager
and separation occurs before December 31, 2020.
The Village had seventeen (17) employees take advantage of the program. A breakdown by department
is below:
The Village has 217 full-time positions. FY 2020 VSI participants constitute 7.8 percent of the total full-time
workforce. There are two ways the Village can benefit from the offering of a VSI program:
1. For positions that will be filled, the Village reduces the total employee cost by hiring entry-level
professionals at a lower cost than those leaving, creating a 7-year savings; and
2. For positions that will be eliminated/reorganized, the Village reduces total employment and benefits
not only from a reduction in wages paid, but also from the reduction of defined -benefit (pension,
healthcare) programs, social security, IMRF and other costs.
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2.D.b
The Village has offered four VSI programs since 2010. In that same period, total employment has been
reduced from a high of 236 to 217 (before the current VSI program). While some positions were eliminated,
others have been replaced by contract services in the areas of information technology, golf course
maintenance, grounds maintenance and communications. At this time, staff has identified seven positions
from the current VSI program that will be eliminated, reorganized or filled by contract services, bringing the
total projected full-time employment to 210. Additional positions may be reorganized as part of the 2021
budget process.
As it relates to the FY 2020 budget, after paying separation incentives to participants the Village will net a
savings of $880,000. Not included in the net savings are one-time payments of long-term benefits to those
participants of approximately $500,000, including accrued but unused vacation time and Retiree Health
Savings benefits. These costs are accounted for in the annual audit process. It is important to note that
these expenses are recorded as an accrued liability on the Village's financial statements as they are paid
at the time of separation, independent of the VSI program itself. Benefit payment amounts are specified by
the Village's personnel policy or collective bargaining agreements.
The next sections will review by Department how the vacancies will be handled due to anticipated budget
deficits related to COVID-19.
Community Development:
Participants: 4
Percentage of Department: 32%
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All employees that opted to take advantage of the VSI were or are members of the Building & Zoning °-
Division of the department — specifically inspections. The Village has had a contract with a company to £
assist with handling supplemental inspections in the event the inspectors were out of the office for long- a,
periods of time due to the Family and Medical Leave Act (FMLA) or if the Village experienced a higher than
usual inspection load. The use of a contractor to provide inspections has proven successful. Staff is m
negotiating with several companies to expand contract services which will result in a hybrid of in-house and
contracted services for inspections and building commissioner duties. o
Due to the changes discussed above, Staff estimates the Village to save approximately $225,000 in v
personnel costs in the 2021 budget; however, these savings are subject to ongoing contract
negotiations. C
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Police Department:
Participants: 7 N
Percentage of Department: 21 % >
d
The Police Department had the largest number of employees take advantage of the VSI program — with s
seven employees leaving. The employees leaving include two members of the Records Division (Records U
Supervisor and Full -Time (FT) Records Clerk), two Sergeants, and three Police Officers. After a review of
department needs and the roles of various supervisors within the department, the following changes are a
proposed as a result of the VSI.
Staff proposes to replace the Records Supervisor and the (FT) Recorks Clerk with one FT Records Clerk
and one Part -Time (PT) Records Clerk. The Supervisory duties for the division will be taken over by the
Administrative Lieutenant.
One of the Sergeant positions will be replaced and the other Sergeant's duties will be taken over by one of
the Lieutenants. The Police Officer vacancy created by the Sergeant promotion will be left open. Two of
the three Police Officer positions will be replaced.
Outside of the VSI, there will be other internal changes to the Police Department to backfill at least one of
the open Patrol Officer positions which will be discussed at another time. It is important to note that none
of these changes will result in changes to the number of officers the community sees patrolling the streets
on a daily basis.
Packet Pg. 41
2.D.b
Due to the changes discussed above, Staff estimates the Village to save approximately $750,000 in
personnel costs in the 2021 budget.
Fire Department:
Participants: 1
Percentage of Department: 1.5%
The Fire Department had one FF/PM take advantage of the VSI. This position will be replaced. The salary
savings in the 2021 budget is estimated to be $45,000.
Public Works Department:
Participants: 5
Percentage of Department: 8%
The Public Works Department had 5 employees take advantage of the VSI program. Due to the
interconnection between the number of employees on staff and the snow and ice control plan, making
changes in the Public Works Department requires more analysis.
Two members of the Fleet Division have chosen to take the VSI. This is a small division within Public
Works that serves all of the light vehicles diesel equipment, generators and the heavy fleet (Fire apparatus)
the Village operates. Due to the employees leaving it is a good time to evaluate the section for a hybrid
contract services model. There are only a handful of companies in the area that can maintain heavy fleet,
therefore, staff has released an RFI to these companies and the deadline for response was August 28,
2020 and staff has begun review of the responses. Staff is also in the process of developing an RFP for
the light fleet. There are many service providers that can provide this service. It will be unknown if savings
can be achieved until proposals are received and analyzed. It is unknown if there will be cost savings
associated with contracting options until the responses are reviewed and analyzed. In the meantime, staff
will be working with a provider that can assist the Village in the interim while these options are evaluated.
Two employees in the Forestry section will be separating from service due to the VSI program. At this
times, staff is evaluating a hybrid contract service/in-house service model to determine if a more cost
effective provision of service can be achieved. The minimum complement of maintenance workers for the
snow and ice control plan is dependent on employees within the Forestry section.
Public Works Director Mike Reynolds has elected to take advantage of the VSI as well. This creates an
opening to reorganize the Department in terms of leadership structure. Staff continues to have ongoing
discussions as it relates to the structure of the department but do not have exact details to report at this
time.
There will be personnel savings associated with the VSI in Public Works for the 2021 budget, the number
is not yet known at this time.
Conclusion:
At this time, staff anticipates the Village to save a minimum of $1,000,000 in personnel costs in the
2021 budget through the offering of the VSI. Staff has identified other savings based on elimination of
open positions and retirements prior to the VSI offering which is reflected in the budget report on the agenda
this evening.
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2.E
Information Item :2021 Wage Pool Recommendation
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
Staff recommends discussion.
Staff is seeking Village Board feedback on the recommendation of a 1.50 percent general wage increase
to be awarded on January 1, 2021 to all non represented employees of the Village. 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:
• Wage Pool Memo 2021 (DOCX)
Trustee Liaison
W eidenfeld
Monday, August 31, 2020
Staff Contact
Arthur a Malinowski, Human Resources
Updated: 8/27/2020 3:45 PM
Page 1
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2.E.a
T
VILLAGE OF
FFAL GRO ;EMEMORANDUM
DATE: August 25, 2020
TO: Dane Bragg, Village Manager
FROM: Arthur A. Malinowski, Jr., Director of Human Resources
Kathryn Golbach, Human Resources Management
Analyst
SUBJECT: 2021 Employee General Wage Increase and Merit Pool Recommendation
I�Ti1.� 3�4
On an annual basis, staff evaluates general wage increase and merit pool data for non -represented employees
to support the Village's compensation strategy. Staff s process includes but is not limited to a review of
salary data by our comparable communities, an assessment of the Village's financial data as well as the
external labor market. Based on these internal and external factors, staff has developed the following
analysis and recommendations to aid in the development of the 2021 budget.
HE=
GeneralIAIR(je Increase
Due to the uncertainty of total employees to be budgeted in 2021 as well as a lack of definitive comparable
community data at this time, staff has developed several scenarios based on estimated employee totals and
estimated general wage increase percentages. Currently, the Village has 132 non -represented employees
(inclusive of full- and part-time) who will be eligible for a general wage increase in 2021.
Non -Represented Employees
Estimated Percent (%) Increase
Number of
Employees
Total Gross Salary
1%
Difference
1.50%
Difference
2%
Difference
125
$ 9,572,800
$ 9,668,528
$ 95,728
$ 9,716,392
$ 143,592
$ 9,764,256
$ 191,456
132
$ 10,108,877
$ 10,209,966
$ 101,089
$ 10,260,510
$ 151,633
$ 10,311,055
$ 202,178
The above matrix outlines estimated general wage totals based on those factors. When accounting for
planned vacancies and reorganization due to the Voluntary Separation Incentive program, staff estimates
approximately 125 non -represented employees will be eligible for a general wage increase in 2021. Using
the mid -point estimate of a 1.50% increase yields a net cost increase of $143,592.
Page 1 of 4
Packet Pg. 44
2.E.a
Please note that the 2021 pay increases for the Village's 89 represented employees will be determined via
the collective bargaining process which will begin in late 2020 for police officers and early 2021 for
firefighter/paramedics and fire lieutenants.
Represented Employees
Estimated Percent(%) Increase
Position
Number of
Employees
Total Gross Salary
2%
Difference
2.50%
Difference
Firefighter/Paramedic
38
$ 3,541,901
$ 3,612,739
$ 70,838
$ 3,630,448
$ 88,548
Firefighter Lieutenants
9
$ 1,107,265
$ 1,129,410
$ 22,145
$ 1,134,947
$ 27,682
Police Officer
42
$ 4,254,723
$ 4,339,818
$ 85,094
$ 4,361,091
$ 106,368
Although negotiations have not yet started, the above matrix outlines estimated general wage totals. These
percentages are based on historical data from previous collective bargaining agreements. For 2020,
Firefighter/Paramedics received a general wage increase of 2.50%, Fire Lieutenants received 2.0%, and
Police Officers received 2.50%.
Merit Pool
The Villages compensation strategy is based on a pay for performance model in which a non -represented
employee's merit increase is tied to their performance over the previous twelve months. The awarded merit
increase should not be confused for a bonus as the merit pay awarded is what moves employees through
their pay range. Conversely, our represented employees move through their range via a step plan which is
negotiated through collective bargaining.
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Page 2 of 4
Packet Pg. 45
2.E.a
The above chart shows the difference between a represented employee and a non -represented employee as
they progress through their pay range. It is important to note that it takes 3 years longer for a non -represented
employee to reach maximum pay within their pay range.
In past evaluation cycles, an employee's evaluation score would determine the awarded merit percentage.
For example an employee who scored a 2 ("Needs Improvement") would receive no merit pay, however,
an employee who scored a 3 ("Meets Expectations") would receive on average a 3% increase. The table
below outlines the merit pool totals over the last three years including estimated totals for 2020 and 2021.
FY Year
Merit Pool Total
Number of
Employees
Eligible for
Merit
Average Wage Increase ($)
2018
$
199,095.96
62
$
3,211.23
2019
$
147,230.72
47
$
3,132.57
2020
$
115,256.86 (estimated)
38
$
3,033.08
2021
$
112,522.43 (estimated)
36
$
3,125.62
The 2021 recommended merit pool is based upon an average of the wage increases awarded in 2018, 2019,
and 2020 (estimated) and the number of employees who were eligible for a performance based pay increase
in the corresponding year. Eligible employees include non -represented employees who have been with the
Village for at least six months and are not at the top of their pay range. As employees achieve longer tenure
with the organization, fewer employees are eligible for merit increases. As shown in the above table, the
number of employees eligible for merit increases has decreased 42% for the period from 2018-2021
(estimated), while the average increase has decreased 2.7% over the same period.
The 2020 Budget included a merit compensation pool of S 142,000 for non -represented employees. Because
merit pay was delayed to September 1, the actual cost is reduced to M 17,000. Using the projected number
of eligible employees for 2021 and the average increase, the merit pool would remain flat for 2021 at a total
of $112,522.43.
I' *1111'1� ; 41'
Based on the internal and external factors and the uncertainty ahead, staff recommends that the Board
budget a general wage increase of 1.5% for the Village's non -represented employees for 2021. While the
actual percentage may be reduced based on comparable community data, the 1.5% figure represents what
staff believes is a "worst case scenario" in terms of budget impact.
Furthermore, staff recommends the continuation of the pay for performance program for continued
motivation of our outstanding workforce as well as to maintain equity between our represented and non -
represented employees, including a 2021 merit pay pool of $112,522.43 for these eligible non represented
employees.
Page 3 of 4
Packet Pg. 46
2.E.a
Represented
2020
(Estimated Actual)
2021
(Proposed Budget)
% Change
% of Grand
Total
Base Wage
$ 8,903,889
$ 9,081,967
2.00%
42.4%
OT
$ 1,200,000
$ 1,200,000
0.00%
5.6%
Step
$ 228,644
$ 210,185
-2.36%
1.0%
Total
$ 10,332,533
$ 10,492,152
-0.36%
49%
Non-
Represented
2020
(Estimated Actual)
2021
(Proposed Budget)
% Change
% of Grand
Total
Base Wage
$ 10,108,877
$ 10,260,510
1.50%
48.9%
OT
$ 443,141
$ 443,141
0.00%
2.1%
Range
Movement
$ 69,153
$ 67,513
-2.43%
0.3%
PFP
$ 46,102
$ 45,008
-2.43%
0.2%
Total
$ 10,667,273
$ 10,816,172
1.40%
51%
Grand Total
$ 20,999,805
$ 21,308324
1.47%
100%
The above 2021 proposed budget amounts are estimates based on current informational available
including but not limited to historical evaluation data, past actual budget amounts, and current estimated
actuals.
Page 4 of 4
Packet Pg. 47
2.F
Information Item : Review of 2021 Capital Improvement Plan
Requests
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Staff recommends discussion.
Attached is the 2021 Preliminary Requests for the 2021-2040 Capital Improvement Plan. Village
Engineer, Darren Monico, will provide an overview of the requests received leading into the 2021 budget
cycle.
ATTACHMENTS:
2021 Capital Improvement Request Summary Memo (DOCX)
• 2021 CIP Requests - August 31 2020 COW presentation final (PDF)
Trustee Liaison
Stein
Monday, August 31, 2020
Staff Contact
Darren Monico, Public Works
Updated: 8/27/2020 2:21 PM
Page 1
Packet Pg. 48
2.F.a
VILLAC'E OF
BUFFALO C'1'1401A,�,'
MEMORANDUM
DATE: August 27, 2020
TO: Dane Bragg, Village Manager
FROM: Darren Monico, Village Engineer
SUBJECT: 2021 Capital Improvement Program Requests
11
Attached please find the initial presentation of the 2021 Capital Improvement Program (CIP) requests
Staff will present the requests to the Village Board for discussion purposes only.
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8/31/20 COW
2.F.b
2021-2040 Capital Improvement Plan
2021 Budget Cycle
Preliminary Requests
VILLAGE OF BUFFALO GROVE
Public Works Department
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Packet Pg. 50
2.F.b
Capital Improvement Request Summary
The Capital Improvement Plan (CIP) is intended to be a decision -making tool for the Village Board and staff. The
operational need for capital expenditures must be weighed against the ability of the Village to finance these projects.
Capital improvement projects represent the equipment and infrastructure resources that all municipalities need
to provide resident and business services and generally provide future benefits with long service life. A
capital expenditure is incurred when the Village spends money to buy fixed assets or add value to an existing fixed
asset.
The Village Board's ultimate approval of the CIP does not authorize spending on the included projects. Each project
must still be accepted for the current year's budget. Projects must then go through the procurement process
including Board authorization to bid and Board award of bid. This insures that the project remains consistent with
the budget and that identified funding is available at the time of award.
Staff continues to review and evaluate each project as we lead into the 2021 budget cycle. Ongoing projects are
revisited yearly and changes in priority are made as current conditions warrant. This document represents the
formal requests that were received from all Village departments for inclusion in the 2021-2040 CIP, but this year, as
in past years, not all projects presented here will ultimately receive funding within the proposed 2021 budget.
Projects identified for FY 2021 total $42,821,600 and fall under six categories. The following chart illustrates each
category's percentage as it relates to the capital requests received for FY 2021.
2021 Capital Project Requests by Category
Techno
2%
Storm Water
Management
1%
)u rse
ments
1%
CPacket Pg. 51
2.F.b
Village of Buffalo Grove
CIP Project List By Priority
Project # Priority Title
Year 1
2021
3001
1
Annual Sidewalk Maintenance
$ 250,000
3002
1
Annual Bike Path Maintenance
$ 150,000
N
N
3005
1
Lake Cook Road Improvement
$ 266,000
3006
1
Weiland/Prairie Road Improvements
$ 25,000
3008
1
Buffalo Grove Road Improvement
$ 483,000
3010
1
Aptakisic Road Improvement
$ -
d
6001
1
Capacity Management Operations and Maintenance
$ 19,000
Priority 1 Subtotal
$ 1,193,000
>
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1005
m1 11121I
HVAC Unit Replacements
$ 55,000
�
1012
2
Public Works Facility
$ 14,000,000
3009
2
Route 83 Pedestrian Overpass
$ 200,000
Q
4001
2
Stormwater System Improvements
$ 531,500
V
5006
2
Police Mobile Computers
$ -
5007
2
Server Replacements
$ 12,500
c
5009
2
Telephone System
$ 150,000
N.
5012
2
Fire - Cardiac Monitors
$ -
�o
5014
2
Fire - SCBA Equipment
$ -
S
5015
2
Network Improvements
$ 250,000
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G
6002
2
Lift Station Repair and Rehabilitation
$ 1,880,000
rt,
Priority 2 Subtotal
$ 17,079,000
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N
1004
3
Fire Station #27 Remodel
$ 62,000
1006
3
Roof Capital Replacement Projects
$ 639,000
Q'
30
1011
3
Fire Station #26 Addition/Remodel
$ 310,200
1017
3
Fuel Island
$
V
3003
3
Annual Street Maintenance
$ 12,367,000
N
3004
3
Collector Route Maintenance & Rehabilitation Project
$ 3,358,000
N
3007
3
Municipal Parking Facility Maintenance
$ 200,000
5013
3
Fire - Radio Replacement
$ 54,000
N
6003
3
Pump House Repairs and Upgrades
$ 150,000
3
6004
3
Villagewide Sanitary Sewer Replacement
$ 696,000
Q
6005
3
Villagewide Water Main Replacement
$ 5,025,000
,
Priority 3 Subtotal
$ 22,861,200
111 QUINN
1001
4
Villagewide Comprehensive Planning and Design
$ 75,000
1003
4
Flooring Capital Replacement Projects
$ 138,200
1007
4
Fire Station Sign Replacement
$ 35,000
a
1008
4
Village Campus Long Range Planning
$ 30,000
V
1009
4
Village Gateway Feature (Milwaukee Ave/Deerfield Ave)
$ -
o
1010
4
Police Headquarters
$ 200,000
N
1013
4
Village Hall - Office Remodel
$ -
1014
4
Fire Station #25 Replacement/Remodel
$ 270,000
1015
4
Pace/Metra Facility
$ 110,000
t
1016
4
Police Station Entrance Sign
$ 15,000
1018
4
Fleet Apparatus Bay Entrance
$ 145,200
Q
2004
4
Buffalo Grove Golf Course Improvements
$ 104,000
2005
4
Arboretum Golf Course Improvements
$ 326,000
5005
4
Community Development ERP
$ 240,000
Priority 4 Subtotal
$ 1,688,400
2021 Total
$ 42,821,600
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2.F.b
Planning Document
The Village Board and staff have set a goal to update the
Village's Comprehensive Plan.
Completing this task would fulfill goals and
recommendations in both the Economic Development Plan
and the Village's Strategic Plan. This would be multi -year
project kicking off in 2019 and would carry into 2021. The
Comprehensive Plan project will include a village -wide
analysis, vision, and plan; a deeper dive analysis and plan
for the Milwaukee Avenue and Dundee Road corridors; and
design guidelines for the Lake Cook Corridor.
Useful Life 10 Years
Origination Planning Tool
User Department Community Development
Coordinator Community Development
Current Budget $ 150,000
Initial Proposal Date 2018
Design Work 2019-2021
Project Work N/A
Recurrence 2030
Asset Valuation N/A
Last Deferred N/A
Last Incurred 2019
Fund General Fund
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ 53,500 1 $ 150,000 1 $ $ 203,500
2021 2022 2023 2024 2025 Short Term
Short Term Fs 75,000 1 $ $ $ $ $ 75,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 250,000 1 $ $ $ 250,000 1 $ 75,000 1 $ 325,000
Packet Pg. 54
2.F.b
Flooring Capital Replacement Projects
II�I�I�I�I�I�II ,t� II�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�I�
Project # 1003
Category 1-Buildings and Grounds
Priority 4-Contributory
Village Buildings
On average, carpet is 4-6 years past the date it was
scheduled to be replaced.
2021 work includes recently deferred projects: Village Hall
carpet and tile, PSC 2nd floor carpet, PD basement tile, and
FS #26 tile.
Useful Life 10 Years
Origination Major Maintenance
User Department PW
Coordinator PW
Current Budget $
Initial Proposal Date 2015
Design Work 2018
Project Work 2021
Recurrence Yearly
Asset Valuation $ 1,200,000
Last Deferred 2019
Last Incurred 2018
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 44,932 1 $ 159,033 1 $ 82,768 1 $ 98,154 1 $ $ 384,887
2021 2022 2023 2024 2025 Short Term
Short Term $ 138,200 1 $ 20,000 1 $ 20,000 1 $ 20,000 1 $ 20,000 1 $ 218,200
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 250,000 1 $ 250,000 1 $ 250,000 1 $ 750,000 1 $ 218,200 1 $ 968,200
Packet Pg. 55
2.F.b
MI
Fire Station #27 Remodel
Fire Station #27
Fire Station 27 was built in 1993 as a full time fire station
and is the newest of the three fire stations. The 2014 and
2017 space needs assessments, both defined the need for
renovated space and a fire sprinkler installation on the first
floor.
For 2021, the apparatus bay concrete floors need to be re -
epoxied (48k) and a traffic signal loop for exiting onto Rt. 22
is proposed ($14k). A moderate renovation of the
residential space is proposed with design in 2022 ($88k)
and construction in 2023 ($880k).
Project # 1004
Category 1-Buildings and Grounds
Priority 3-Sustaining
Useful Life 20 Years
Origination New
User Department Fire
Coordinator Fire
Current Budget $
Initial Proposal Date 2016
Design Work 2021
Project Work 2021
Recurrence 2041
Asset Valuation $
Last Deferred N/A
Last Incurred N/A
48,000
2,130,066
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 62,000 1 $ 105,600 1 $ 880,000 1 $ $ $ 1,047,600
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 1,047,600 1 $ 1,047,600
Packet Pg. 56
2.F.b
Village Facilities
The Village maintains 61 HVAC units in total and more than
half are currently exceeding their 18 year life expectancy.
2021 Requests include HVAC for Well #7 RTU ($25k) and
Police Department damper control system ($30k). 2022
includes Fire Station 26, and Well #2. 2023 includes Fire
Stations 25, 27 and the BG Youth Center
Useful Life 18 Years
Origination Major Maintenance
User Department PW
Coordinator PW
Current Budget $ 120,000
Initial Proposal Date 2015
Design Work 2021
Project Work 2021
Recurrence 2038
Asset Valuation $ 1,580,038
Last Deferred 2018-2020
Last Incurred 2018
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
t0 r, w M O N M �T V1
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 92,237 1 $ 550,000 1 $ 263,541 1 $ $ $ 905,778
2021 2022 2023 2024 2025 Short Term
Short Term Fs 55,000 1 $ 100,000 1 $ 120,000 1 $ 120,000 1 $ 120,000 1 $ 515,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 250,000 1 $ 250,000 1 $ 250,000 1 $ 750,000 1 $ 515,000 1 $ 1,265,000
Packet Pg. 57
2.F.b
Roof Capital Replacement Projects
Project # 1006
Category 1-Buildings and Grounds
�� '�✓//'//% �ii �r�,,,,, Priority 3-Sustaining
Village Facilities
Roof replacement projects were identified during the 2018
roof inspection reports prepared by Industrial Roofing
Services.
For 2021, work is planned to include deferred work from
2019 and 2020 at the Village Hall ($89k), Police
Department ($240K), Public Service Center ($330k), and
skylight repairs and replacement at the Police
Department ($10k).
Useful Life 30 Years
Origination Major Maintenance
User Department PW
Coordinator PW
Current Budget $ 10,000
Initial Proposal Date 2014
Design Work 2018
Project Work 2021
Recurrence 2050
Asset Valuation $ 2,000,000
Last Deferred 2018-2020
Last Incurred 2017
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 72,000 1 $ 276,850 1 $ $ $ $ 348,850
2021 2022 2023 2024 2025 Short Term
Short Term $ 639,000 1 $ 450,000 1 $ $ $ $ 1,089,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 191,800 1 $ 250,000 1 $ 300,000 1 $ 741,800 1 $ 1,089,000 1 $ 1,830,800
Packet Pg. 58
2.F.b
Fire Station Sign Replacement
Wfl)MI�yOV1, C �� i���l�����a u� �dV �liidl�i��(i�� ��yi�Y rl� �,�y Project # 1007
Category 1-Buildings and Grounds
i� F w , ar�ra. Priority 4-Contributory
Fire Stations 25, 26, & 27
The current signs are deteriorated and poorly oriented for
visibility.
Plan for replacement of one sign at each fire station over
the next three years. The first sign replacement would be
at Fire Station 26 in 2021, as this sign was already removed.
The new signs need to be orientated parallel to the street
for better visibility.
Useful Life 20 Years
Origination Major Maintenance
User Department Fire
Coordinator Fire
Current Budget $
Initial Proposal Date 2016
Design Work 2021
Project Work 2021
Recurrence 2041
Asset Valuation $ 84,000
Last Deferred 2017-2020
Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term $ 35,000 1 $ 35,000 1 $ 35,000 1 $ $ $ 105,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 105,000 1 $ 105,000
Packet Pg. 59
2.F.b
Village Campus Long Range Planning
Project # 1008
Village Campus Planning
Several buildings on the Village Campus are nearing the end
of their useful life and do not fit the space or configuration
required for current Village operations.
In 2017, the Village used Wold Architects to begin a space
needs assessment of the current buildings. In 2019 the
Village began to evaluate solutions for facility options, with
work planned to continue into 2021.
Category 1-Buildings and Grounds
Priority 4-Contributory
Useful Life 10 years
Origination New
User Department Community Development
Coordinator Community Development
Current Budget $ 30,000
Initial Proposal Date 2017
Design Work 2020
Project Work N/A
Recurrence As Needed
Asset Valuation N/A
U
Last Deferred N/A T-
N
Last Incurred 2020 N
Fund Capital Projects - Facilities
C
Account Number 150.75.560.30 w
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ 20,000 1 $ $ 8,641 1 $ 9,000 1 $ 37,641
2021 2022 2023 2024 2025 Short Term
Short Term Fs 30,000 1 $ $ $ $ $ 30,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 30,000 1 $ 30,000
Packet Pg. 60
2.F.b
N1
Village Gateway Feature (Milwaukee Ave/Deerfield Ave)
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Corner of Milwaukee Ave and Deerfield Ave
Project # 1009
Category 1-Buildings and Grounds
Priority 4-Contributory
Useful Life 20 Years
Origination New
User Department Community Development
Coordinator Community Development
Current Budget $
Initial Proposal Date 2017
Design Work 2022
Project Work 2022
Recurrence 2032 (First Maintenance)
Asset Valuation $ 50,000 V
As part of the Woodman's project, staff has proposed the Last Deferred N/A N
replacement of the Village entrance sign with a new Last Incurred N/A C
"gateway" feature.
Fund Capital Projects - Facilities
C
Account Number 150.75.560.30 w
10 Year Financial Trend
A new gateway feature, possibly including a new sign,
landscaping, and pedestrian amenities would be designed
and constructed in 2022.
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term I$ $ 50,000 1 $ $ $ $ so,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ 10,000 1 $ $ 10,000 1 $ 50,000 1 $ 60,000
Packet Pg. 61
2.F.b
Police Headquarters
Police Headquarters was originally built in 1988, with the
last major addition in 1997. Major maintenance and
remodeling are required.
For 2021, two areas of deferred work are proposed. First,
both locker room shower areas need a full remodel with
work to reconfigure the space to add privacy. The tile and
plumbing are original and are showing wear and tear
beyond what regular maintenance can repair. Second, the
patio area outside of the training room needs work to
repair or replace heaved sections of concrete and eliminate
trip hazards. A landscaping sitting wall is needed to keep
dirt off the walkway and patio as well as landscaped terrace
work
Useful Life 15 Years
Origination Major Maintenance
User Department Police
Coordinator PW
Current Budget $
Initial Proposal Date 2019
Design Work 2021
Project Work 2021
Recurrence 2036
Asset Valuation $ 8,542,704
Last Deferred 2019
Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 200,000 1 $ $ $ $ $ 200,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 9,540,000 1 $ 850,000 1 $ $ 10,390,000 1 $ 200,000 1 $ 10,590,000
Packet Pg. 62
2.F.b
N1
Fire Station #26 Addition/Remodel
Fire Station 26
Fire Station 26 was built in 1980. The fire station has been
remodeled a number of times including an administrative
wing addition in 1993. The 2014 and 2017 space needs
assessments, both defined the need for both renovated and
additional space.
Wold Architects recommended a major renovation and
addition in 2017. This is proposed at $310k for design in
2021 and $3.02 million for construction in 2022. $40k is
proposed for epoxy floor replacement in 2023 if not
renovated.
Project # 1011
Category 1-Buildings and Grounds
Priority 3-Sustaining
Useful Life 20 Years
Origination Major Maintenance
User Department Fire
Coordinator Fire
Current Budget $
E
Initial Proposal Date 2019
0)
C
Design Work 2021
%-
CL
Project Work 2022
E
Recurrence 2037 (First Renovation)
Q
Asset Valuation $ 3,202,902
U
Last Deferred 2009-2020
Last Incurred N/A
N
N
Fund Capital Projects - Facilities
C
Account Number 150.75.560.30
w
10 Year Financial Trend
LD r, W M O N M I
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 310,200 1 $ 3,020,000 1 $ 40,000 1 $ $ $ 3,370,200
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ 250,000 1 $ 250,000 1 $ 3,370,200 1 $ 3,620,200
Packet Pg. 63
2.F.b
TBD
The Public Service Center was constructed in 1976,
with major remodeling in 1988 and 1992. Major
building additions have been deferred since 2007.
Public Works has outgrown both its facility and the yard
space available on the current parcel as documented in
the 2017 Facility Space Needs Assessment. This project
would move Public Works to a new site, with all associated
land acquisition, land development, and building
expenses. Land Acquisition, planning and engineering are
programmed for 2021, with major facility construction
programmed for 2022.
Useful Life 40 Years
Origination New
User Department PW
Coordinator PW
Current Budget $
Initial Proposal Date 2007
Design Work 2021
Project Work 2021-2022
Recurrence 2036 (First Renovation)
Asset Valuation $ 6,656,826
Last Deferred 2007-2020
Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
$15,000,000
$10,000,000
$5,000,000
$
rmmmmmmmmmm .. rmmmmmm.....
t0 I, W M O N M I V1
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 14,000,000 1 $ 14,000,000 $ $ $ $ 28,000,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ 250,000 1 $ 250,000 1 $ 28,000,000 1 $ 28,250,000
Packet Pg. 64
2.F.b
Village Hall
Village Hall was built in 1970 and underwent major
renovations in 1988 and 1993. With the OVM office area
due for remodeling, rearrangement of workspaces and
security improvements through keycard access control are
requested.
Project would include design work, construction, and key
card access control for the space. Design and construction
are being programmed for 2022.
Useful Life 15 Years
Origination Major Maintenance
User Department OVM
Coordinator PW
Current Budget $
Initial Proposal Date 2019
Design Work 2022
Project Work 2022
Recurrence 2035
Asset Valuation $ 3,626,916
Last Deferred 2019
Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs $ 68,500 1 $ $ $ $ 68,500
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 4,300,000 1 $ $ $ 4,300,000 1 $ 68,500 1 $ 4,368,500
Packet Pg. 65
2.F.b
N1
Fire Station #25 Replacement/Remodel
Fire Station 25
The station was built in 1972 and the surrounding
infrastructure was built before that. It had major
renovations in 1992, 1997, and 2004. As the Buffalo Grove
community grew, the current location is not optimal for fire
and EMS response times
There are three options for providing a building that would
be more energy efficient, designed for its intended purpose
as a full time fire station, would better serve the citizens by
being better located for the current Buffalo Grove
boundaries. These are a large remodel, replacement or
relocation. A proposed remodel is shown for 2021 design
($270k) and construction in 2022 ($2.687 million).
Project # 1014
Category 1-Buildings and Grounds
Priority 4-Contributory
Useful Life 40 Years
Origination New
User Department Fire
Coordinator Fire
Current Budget $
Initial Proposal Date 2019
Design Work 2021
Project Work 2022
Recurrence 2061
Asset Valuation $ 1,813,050 V
Last Deferred N/A T-
N
Last Incurred N/A N
Fund Capital Projects - Facilities
C
Account Number 150.75.560.30 w
10 Year Financial Trend
LD r, W M O N M I
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 270,000 1 $ 2,687,000 1 $ $ $ $ 2,957,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 2,957,000 1 $ 2,957,000
Packet Pg. 66
2.F.b
MI
Pace/Metra Facility
Metra Train Station Area
Ongoing maintenance of the Pace/Metra facility is needed,
including parking lots, grounds, and buildings.
For 2020, funds are requested to address parking lot repairs
($50k), Sign replacement ($25k), Landscaping repair ($20k)
and Fence repairs ($15k)
Project # 1015
Category 1-Buildings and Grounds
Priority 4-Contributory
Useful Life 15 Years
Origination New
User Department PW
Coordinator PW
Current Budget $
Initial Proposal Date 2020
Design Work 2021
Project Work 2021
Recurrence 2036
Asset Valuation $
Last Deferred N/A
Last Incurred N/A
Fund Metra Parking Fund
Account Number 120.81.535.25
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term $ 110,000 1 $ $ $ $ $ 110,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 110,000 1 $ 110,000
Packet Pg. 67
2.F.b
Police Station Entrance Sign
�1 Project # 1016
Category 1-Buildings and Grounds
„rt
Priority 4-Contributory
Police Station Main Entrance
Due to the current design of the station/parking lot, the
main entrance is difficult to locate without a sign. A lighted
sign will also help citizens, who are sometimes in a frantic
state, easily locate the police department at night or in
poor weather conditions.
The solution will be the one time installation of a new sign
at main entrance with the lighted design as shown in the
Tulsa Police photo and the font shown in the Shreveport
design.
Useful Life 20Years
Origination New
User Department PD
Coordinator PD
Current Budget $
Initial Proposal Date 2020
Design Work 2021
Project Work 2021
Recurrence 2041
Asset Valuation $
Last Deferred N/A
Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 15,000 1 $ $ $ $ $ 15,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 15,000 1 $ 15,000
Packet Pg. 68
2.F.b
MI
Fuel Island
Public Service Center
Project # 1017
Category 1-Buildings and Grounds
Priority 3-Sustaining
Useful Life 30 Years
Origination New
User Department PW
Coordinator PW
Current Budget $
Initial Proposal Date 2020
Design Work 2023
Project Work 2023
Recurrence 2053
Asset Valuation $ 800,000
The existing underground storage tanks were installed in Last Deferred N/A
1994 and the manufacturer's certification will end in 2024. Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
Work should begin to plan for the full replacement of the
fuel island before 2024.
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs $ $ 800,000 1 $ $ $ 800,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 800,000 1 $ 800,000
Packet Pg. 69
2.F.b
MI
Fleet Apparatus Bay Entrance
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Public Service Center
The current design of the garage does not allow large
vehicles includeing fire appartus to be pulled into the
maintenance area without maneuvering a tight corner.
Installation of two north facing garage doors and associated
driveway would allow vehicles to pull straight into the bay
area designated for large vehicles.
Project # 1018
Category 1-Buildings and Grounds
Priority 4-Contributory
Useful Life 40 Years
Origination New
User Department PW
Coordinator PW
Current Budget $
Initial Proposal Date 2020
Design Work 2021
Project Work 2021
Recurrence 0
Asset Valuation N/A
Last Deferred N/A
Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 145,200 1 $ $ $ $ $ 145,200
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 145,200 1 $ 145,200
Packet Pg. 70
2.F.b
MI
Fleet Apparatus Bay Entrance
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Public Service Center
The current design of the garage does not allow large
vehicles includeing fire appartus to be pulled into the
maintenance area without maneuvering a tight corner.
Installation of two north facing garage doors and associated
driveway would allow vehicles to pull straight into the bay
area designated for large vehicles.
Project # 2003
Category 1-Buildings and Grounds
Priority 4-Contributory
Useful Life 40 Years
Origination New
User Department PW
Coordinator PW
Current Budget $
Initial Proposal Date 2020
Design Work 2021
Project Work 2021
Recurrence 0
Asset Valuation N/A
Last Deferred N/A
Last Incurred N/A
Fund Capital Projects - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 145,200 1 $ $ $ $ $ 145,200
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 145,200 1 $ 145,200
Packet Pg. 71
2.F.b
N1
Buffalo Grove Golf Course Improvements
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Buffalo Grove Golf Course
At Buffalo Grove Golf Course, the major infrastucture
needing upgrades includes cart paths and irrigation
systems.
In 2021 the poroposed improvements are cart path repairs
($10k), an irrigation pump replacement ($20k), patching at
the BGGC maintenance lot ($14k) and the HVAC makeup air
handler replacement ($60k). In 2022 patching at the BGGC
main lot ($30k) is needed. In both 2022 and 2023 cart path
repairs are needed ($10k).
Project # 2004
Category 3-Street, Sidewalk & Bikepath
Priority 4-Contributory
Useful Life 21 Years
Origination Major Maintenance
User Department Golf
Coordinator Golf
Current Budget $ 30,000
Initial Proposal Date 2018
Design Work 2021
Project Work 2021
Recurrence 2042
Asset Valuation $ 2,881,400
Last Deferred N/A
Last Incurred N/A
Fund Golf Fund
Account Number 0
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 104,000 1 $ 40,000 1 $ 10,000 1 $ 10,000 1 $ 20,000 1 $ 184,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ 25,000 1 $ $ 25,000 1 $ 184,000 1 $ 209,000
Packet Pg. 72
2.F.b
N1
Arboretum Golf Course Improvements
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Arboretum Golf Course
At Arboretum Golf Course, the major infrastructure needs
include irrigation work, sand trap reconstruction, and
dredging of waterways.
The work includes replacing two irrigation control boxes
($13k each) in 2021 and 2022 and to rebuild a third of the
course's sand traps ($75k) in 2021, 2022 & 2023. $25k is
proposed in both 2021 and 2022 for Roof Top Units.
$174k in grants will be used for streambank stabilization
work in 2021. $1.1 million is proposed for the clubhouse
renovation in 2023. Parking lot patching is proposed in
2024 ($40k). Cart path replacement/repair is estimated at
$800,000 in 2025.
Project # 2005
Category 4-Storm Water Management
Priority 4-Contributory
Useful Life 22 Years
Origination Major Maintenance
User Department Golf
Coordinator Golf
Current Budget $ 13,000
Initial Proposal Date 2018
Design Work 2021
Project Work 2021
Recurrence 2040
Asset Valuation $ 7,614,000 V
Last Deferred N/A T—
N
Last Incurred N/A N
Fund Golf Fund
C
Account Number 0 w
10 Year Financial Trend
LD r� W M O N M-ZT M
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 326,000 1 $ 127,000 1 $ 1,100,000 1 $ 40,000 1 $ 800,000 1 $ 2,393,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 360,000 1 $ 225,000 1 $ $ 585,000 1 $ 2,393,000 1 $ 2,978,000
Packet Pg. 73
2.F.b
N1
Annual Sidewalk Maintenance
Village Right of Way
The Village seeks to meet all guidelines on sidewalk
accesibility to provide safe and accesible sidewalk facilities
throughout the Buffalo Grove.
An Annual Sidewalk Maintenance helps keep the Village's
sidewalk in compliance with ADA accessible guidelines and
provides a safe and passable sidewalk system for Village
residents. Through inspection and citizen notification the
sidewalk is continually repaired. The Village focuses on
large areas of town in an effort to move around the Village
in a timely cycle as much as funding, time and manpower
permits.
Project # 3001
Category 3-Street, Sidewalk & Bikepath
Priority 1-Mandatory
Useful Life 30 Years
Origination Major Maintenance
User Department PW
Coordinator Engineering
Current Budget $ 250,000
Initial Proposal Date Ongoing
Design Work 2021
Project Work 2021
Recurrence Yearly
Asset Valuation $ 18,000,000
Last Deferred 2019
Last Incurred 2019
Fund General Fund
Account Number 100.55.10.535.05
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 284,223 1 $ 150,000 1 $ 187,015 1 $ 186,798 1 $ 198,030 1 $ 1,006,066
2021 2022 2023 2024 2025 Short Term
Short Term Fs 250,000 1 $ 250,000 1 $ 250,000 1 $ 250,000 1 $ 250,000 1 $ 1,250,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 1,250,000 1 $ 1,250,000 1 $ 1,250,000 1 $ 3,750,000 1 $ 1,250,000 1 $ 5,000,000
Packet Pg. 74
2.F.b
N1
Annual Bike Path Maintenance
Village Right of Way
Similar to sidewalk maintenance, a bikepath repair program
helps maintain the bicycle routes within Buffalo Grove.
An Annual Bikepath Maintenance helps keep the Village's
bikepath in compliance with ADA accessible guidelines and
provides a safe and passable bikepath system for Village
residents. Through inspection and citizen notification the
bikepath is continually repaired. The Village focuses on
large areas of town in an effort to move around the Village
in a timely cycle as much as funding, time and manpower
permits.
Project # 3002
Category 3-Street, Sidewalk & Bikepath
Priority 1-Mandatory
Useful Life 31 Years
Origination Major Maintenance
User Department PW
Coordinator Engineering
Current Budget $
Initial Proposal Date Ongoing
Design Work 2021
Project Work 2021
Recurrence Yearly
Asset Valuation $ 9,000,000
Last Deferred N/A
Last Incurred N/A
Fund General Fund
Account Number 100.55.10.535.06
10 Year Financial Trend
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term Fs 150,000 1 $ 150,000 1 $ 150,000 1 $ 150,000 1 $ 150,000 1 $ 750,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term 1 $ 750,000 1 $ 750,000 1 $ 750,000 1 $ 2,250,000 1 $ 750,000 1 $ 3,000,000
Packet Pg. 75
2.F.b
N1
Annual Street Maintenance
Village Right of Way
The Villages streets need to be maintained on a reoccuring
basis.
The annual street maintenance and rehabilitation program
is a cental piece of each year's CIP. Streets are reviewed
annually and evaluated for several strategies of
maintenance or improvement, with the 2021 request
includes proposed Infrastructure Maintenance Program
projects ($2.9 million) and backlogged road projects ($9.4
million). In addition, final invoices from the state are
anticipated for Raupp Blvd Bridge ($47k) and Dundee and
BG Road Intersection Improvements ($20k)
Project # 3003
Category 3-Street, Sidewalk & Bikepath
Priority 3-Sustaining
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $ 74,819
Initial Proposal Date Ongoing
Design Work 2020
Project Work 2021
Recurrence Yearly
Asset Valuation $ 190,080,000
Last Deferred 2020
Last Incurred 2019
Fund Capital Projects - Streets
Account Number 160.75.560.20
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 7,011,616 1 $ 1,201,000 1 $ 1,000,000 1 $ 1,000,000 1 $ 4,753,000 1 $ 14,965,616
2021 2022 2023 2024 2025 Short Term
Short Term Fs 12,367,000 1 $ 12,124,000 1 $ 12,395,000 1 $ 12,431,000 1 $ 12,417,000 1 $ 61,734,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 24,755,200 1 $ 20,000,000 1 $ 20,000,000 1 $ 64,755,200 1 $ 61,734,000 1 $ 126,489,200
Packet Pg. 76
2.F.b
Collector Route Maintenance & Rehabilitation Project
Project # 3004
Category 3-Street, Sidewalk & Bikepath
Priority 3-Sustaining
Village Right of Way
The Villages streets need to be maintained on a reoccuring
basis. These collector routes have the possibility of
receiving federal funding.
These Village has several streets that are classified as
collector routes that may be eligible for Federal funding for
up to 80% reimbursement for design and construction.
Currently, Brandywyn Lane and Thompson Blvd are being
constructed in 2020-2022 with a $10 million grant. Bernard
Drive began the Phase I process in 2019. Checker Road and
Old Checker Road are proposed to begin Phase I in 2021.
The Village is receiving federal funding reimbursement of
$471,850 (2021), $828,185 (2022) and $455,933 (2023).
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $
Initial Proposal Date 2017
Design Work 2017-2019
Project Work 2021
Recurrence Yearly
Asset Valuation N/A
Last Deferred N/A
Last Incurred 2019
Fund Capital Projects - Streets
Account Number 160.75.560.20
10 Year Financial Trend
892,820
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ 300,000 1 $ 300,000 1 $ 145,000 1 $ 1,800,000 1 $ 2,545,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs 3,358,000 1 $ 3,325,000 1 $ 180,000 1 $ 1,560,000 1 $ 1,650,000 1 $ 10,073,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 2,500,000 1 $ 1,200,000 1 $ 1,550,000 1 $ 5,250,000 1 $ 10,073,000 1 $ 15,323,000
Packet Pg. 77
2.F.b
N1
Lake Cook Road Improvement
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County Right of Way
The Cook County Highway Department is currently
improving Lake Cook Road from Lexington Drive to Raupp
Blvd.
The Village is responsible for a local share of the cost for
such items as pedestrian facilities, street lights, and traffic
signals. The costs will be spread out over three years to
reduce the per year cost to the Village.
Project # 3005
Category 3-Street, Sidewalk & Bikepath
Priority 1-Mandatory
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $
Initial Proposal Date 2008
Design Work 2008-2018
Project Work 2019-2022
Recurrence N/A
Asset Valuation N/A
Last Deferred N/A
Last Incurred 2017
Fund Capital Projects - Streets
Account Number 160.75.560.20
$400,000
$300,000
$200,000
$100,000
10 Year Financial Trend
219,315
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 112,556 1 $ 35,000 1 $ $ 370,000 1 $ 270,000 1 $ 787,556
2021 2022 2023 2024 2025 Short Term
Short Term Fs 266,000 1 $ 282,000 1 $ $ $ $ 548,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 548,000 1 $ 548,000
Packet Pg. 78
2.F.b
N1
Weiland/Prairie Road Improvements
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County Right of Way
The Lake County Department of Transportation is currently
improving Weiland Road from Lake Cook Road to Aptakisic
Road in 2019 to 2021 and Prairie Road from Aptakisic Road
to Route 22 in 2023/2024.
The Village is responsible for a local share of the cost for
such items as pedestrian facilities, street lights, and traffic
signals.
Project # 3006
Category 3-Street, Sidewalk & Bikepath
Priority 1-Mandatory
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $
Initial Proposal Date 2008
Design Work 2008-2018
Project Work 2019-2021
Recurrence N/A
Asset Valuation N/A
Last Deferred N/A
Last Incurred 2013
Fund Capital Projects - Streets
Account Number 160.75.560.20
10 Year Financial Trend
56,349
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ 300,000 1 $ 400,000 1 $ 400,000 1 $ 1,100,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs 25,000 1 $ $ 750,000 1 $ 750,000 1 $ $ 1,525,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 1,525,000 1 $ 1,525,000
Packet Pg. 79
2.F.b
Municipal Parking Facility Maintenance
Project # 3007
Village Parking Lots
Routine maintenance of municipal parking facilities such as
seal coating, patching, reconstruction and restriping is
needed to maintain the Village's parking lots in a safe and
economical way while extending their useful life cycle. Lots
are inspected annually to determine each facilities needs.
The 2021 planned improvements include parking lots at the
Police Station ($50k), the Public Service Center ($10k), Fire
Station #25 ($50k), FS #26 ($3k), FS #27 ($20k),Village Hall
($60k), Village Reservoirs #1, #2, and #6 ($2k).
Category 3-Street, Sidewalk & Bikepath
Priority 3-Sustaining
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $
Initial Proposal Date Ongoing
Design Work 2021
Project Work 2021
Recurrence Yearly
w
Asset Valuation
Last Deferred N/A T-
N
Last Incurred N/A N
Fund Capital Projects - Facilities
C
Account Number 150.75.560.30 w
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 99,787 1 $ 125,000 1 $ 129,187 1 $ 45,150 1 $ $ 399,124
2021 2022 2023 2024 2025 Short Term
Short Term Fs 200,000 1 $ 150,000 1 $ 300,000 1 $ 150,000 1 $ 150,000 1 $ 950,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 625,000 1 $ 700,000 1 $ 750,000 1 $ 2,075,000 1 $ 950,000 1 $ 3,025,000
Packet Pg. 80
2.F.b
N1
Buffalo Grove Road Improvement
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County Right of Way
The Lake County Highway Department is currently
improving Buffalo Grove Road from Deerfield Parkway to
Route 22.
The Village is responsible for a local share of the cost for
such items as pedestrian facilities, street lights, and traffic
signals. The local share is estimated to be $1.45 million.
Project # 3008
Category 3-Street, Sidewalk & Bikepath
Priority 1-Mandatory
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $
Initial Proposal Date 2020
Design Work 2019
Project Work 2020-2021
Recurrence N/A
Asset Valuation N/A
Last Deferred N/A
Last Incurred N/A
Fund Capital Projects - Streets
Account Number 160.75.560.20
10 Year Financial Trend
356,877
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ 455,000 1 $ 482,500
2021 2022 2023 2024 2025 Short Term
Short Term Fs 483,000 1 $ 483,000 1 $ $ $ $ 966,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 966,000 1 $ 966,000
N
0
N
Packet Pg. 81
2.F.b
Route 83 Pedestrian Overpass
Project # 3009
Category 3-Street, Sidewalk & Bikepath
Priority 2-Essential
State Right of Way
The pedestrial overpass at Route 83 is required to be
inspected every 4 years and the inspection reveals that the
bridge needs to be repainted.
The project would be bid and awarded for completion in
2021.
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $
Initial Proposal Date 2020
Design Work 2021
Project Work 2021
Recurrence 2041
Asset Valuation $ 1,000,000
Last Deferred 0
Last Incurred 0
Fund Capital Project - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
t0 I, W M O N M �T V1
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term $ 200,000 1 $ $ $ $ $ 200,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 200,000 1 $ 200,000
Packet Pg. 82
2.F.b
Aptakisic Road Improvement
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Project # 3010
Category 3-Street, Sidewalk & Bikepath
y 7L�„ ... Priority 1-Mandatory
Useful Life 20 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $
";J1111 Initial Proposal Date 2019
Design Work 2021
Project Work 2022
Recurrence 0
The Lake County Highway Department is planning on
improving Aptakisic Road from Buffalo Grove Road to the
western corporate limit.
The Village is responsible for a local share of the cost for
such items as pedestrian facilities, street lights, and traffic
signals. The local share is estimated to be $450k.
Asset Valuation N/A
Last Deferred 0
Last Incurred 0
Fund Capital Project - Facilities
Account Number 150.75.560.30
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term $ $ 225,000 1 $ 225,000 1 $ $ $ 450,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 450,000 1 $ 450,000
Packet Pg. 83
2.F.b
Stormwater System Improvements i Project # 4001
W
Category 4-Storm Water Management
. �.. �,���Ir«,w �71", �����ft00f(i�(jll Priority 2-Essential
Village Easements and ROW
The storm sewer system requires annual maintenance.
This program provides for the annual televising inspection
program, storm sewer lining, point repairs, and
replacements at priority locations within the Village's storm
sewer network ($438,500). This includes rear yard storm
sewer repairs, repairs associated with Village and other
jurisdiction road improvement projects and streambank
restoration projects. $93k remains on the Village's
stormwater study contract for 2021.
Useful Life 50 Years
Origination Major Maintenance
User Department PW
Coordinator Engineering
Current Budget $ 70,000
Initial Proposal Date Ongoing
Design Work 2020
Project Work 2021
Recurrence Yearly
Asset Valuation $ 250,078,002
Last Deferred N/A
Last Incurred 2019
Fund General Fund
Account Number 100.55.25.560.40
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 307,639 1 $ 402,239 1 $ 349,660 1 $ 220,407 1 $ 260,600 1 $ 1,540,545
2021 2022 2023 2024 2025 Short Term
Short Term Fs 531,500 1 $ 400,000 1 $ 400,000 1 $ 400,000 1 $ 400,000 1 $ 2,131,500
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 2,125,000 1 $ 2,250,000 1 $ 2,250,000 1 $ 6,625,000 1 $ 2,131,500 1 $ 8,756,500
Packet Pg. 84
2.F.b
Community Development ERP
Project # 5005
Category 5-Technology
Priority 4-Contributory
Useful Life 20 Years
Origination New
-w J11" User Department CD
p w.
Coordinator IT
Current Budget $
upI Initial Proposal Date 2019
viuq�D9 �JJ)Ifl)f�)ii)l ))TJ)Jll�ynl)1)Y 1 Design Work 0
Project Work 2021
Location Village Hall Recurrence 0
The current building permit software is outdated.
A new building permit software, or Enterprise Resource
Planning (ERP), is needed to improve processes and
procedures to improve customer service.
Asset Valuation N/A
Last Deferred N/A
Last Incurred 0
Fund IT Fund
Account Number 211.92.555.40
10 Year Financial Trend
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term $ 240,000 1 $ $ $ $ $ 240,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 240,000 1 $ 240,000
Packet Pg. 85
2.F.b
N1
Police Mobile Computers
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Police Vehicles
Ruggedized laptops in the Police vehicles are on a 5 year
replacement schedule per the standards set by the GovIT
Consortium.
All twenty-two mobile laptops in the Police vehicles were
replaced in 2020 and are proposed to be replaced every 5
years. A grant from the Supervision Fund covered 75% of
the 2020 cost.
Project # 5006
Category 5-Technology
Priority 2-Essential
Useful Life 5 Years
Origination Major Maintenance
User Department Police
Coordinator IT
Current Budget $ 30,000
Initial Proposal Date 2019
Design Work 0
Project Work 2020
Recurrence 2025
Asset Valuation $ 120,000 V
Last Deferred N/A T_
N
Last Incurred 2013 N
Fund Supervision Fund
C
Account Number 0 w
10 Year Financial Trend
t0 I, W M O N M �T V1
0 0 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ 30,000 1 $ 30,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs $ $ $ $ 120,000 1 $ 120,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 120,000 1 $ 120,000 1 $ 120,000 1 $ 360,000 1 $ 120,000 1 $ 480,000
Packet Pg. 86
2.F.b
MI
Server Replacements
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Village Network
Computer Server Rack Equipment is scheduled for
replacement on a 5 year cycle.
For 2021, one server is up for replacement.
Project # 5007
Category 5-Technology
Priority 2-Essential
Useful Life 5 years
Origination Scheduled Upgrades
User Department IT
Coordinator IT
Current Budget $
Initial Proposal Date 2019
Design Work 2020
Project Work 2021
Recurrence 2026
Asset Valuation $
Last Deferred N/A
Last Incurred 2019
Fund IT Fund
Account Number 211.92.555.40
10 Year Financial Trend
500,000
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ 25,000 1 $ 25,000
2021 2022 2023 2024 2025 Short Term
Short Term $ 12,500 1 $ $ 25,000 1 $ $ $ 37,500
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term 1 $ 50,000 1 $ 50,000 1 $ 25,000 1 $ 125,000 1 $ 37,500 1 $ 162,500
Packet Pg. 87
2.F.b
Telephone System
Project # 5009
„re Category 5-Technology
Priority 2-Essential
Village Facilities
The telephone system was installed in 2011 and will need
to be upgraded in 2021
The phone system is proposed to be replaced in 2021.
Additional capability, to help during quicker transitions to
remote work, including additional call forwarding
capabilites for desk phones to cell phones, will be
investigated due to future emergency planning.
Useful Life 10 Years
Origination Scheduled Upgrades
User Department IT
Coordinator IT
Current Budget $
Initial Proposal Date 0
Design Work 2020
Project Work 2021
Recurrence 2031
Asset Valuation $
Last Deferred N/A
Last Incurred 2010
Fund IT Fund
Account Number 211.92.555.40
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
150,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs 150,000 1 $ $ $ $ $ 150,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ 150,000 1 $ $ 150,000 1 $ 150,000 1 $ 300,000
Packet Pg. 88
2.F.b
N1
Fire - Cardiac Monitors
BGFD Fire Apparatus
The cardiac monitors in use on the fire apparatus are at the
end of their useful life. The fire apparatus cardiac monitors
are not capable of providing real time recording of a cardiac
event.
The Fire Department has 8 cardiac monitors for Advanced
Life Support capabilities on the fire apparatus. They are
anticipated to be replaced starting in 2025 with two each
year. They have an approximately 8 year life cycle.
Project # 5012
Category 5-Technology
Priority 2-Essential
Useful Life 10 Years
Origination Scheduled Upgrades
User Department Fire
Coordinator Fire
Current Budget $
Initial Proposal Date 2019
Design Work N/A
Project Work 2021
Recurrence 2025
Asset Valuation $
Last Deferred N/A
Last Incurred 2019
Fund General Fund
Account Number 0
10 Year Financial Trend
35,000
280,000
$100,000
$80,000
$60,000
$40,000
$20,000
$_
�mm�mmmmmmmm ���mmmmmmmmmmmm
to I, oo m o
N m �T V1
o o o N N
o o o O
N N N N N N
N N N N
o 0 N 0
N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ 31,000 1 $ 35,000 1 $ 66,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs $ $ $ $ 80,000 1 $ 80,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 240,000 1 $ 240,000 1 $ 160,000 1 $ 640,000 1 $ 80,000 1 $ 720,000
Packet Pg. 89
2.F.b
Fire - Radio Replacement
Project # 5013
Category 5-Technology
Priority 3-Sustaining
BGFD Fire Apparatus
Additional radios are required for operations.
The BGFD portable radios were purchased in 2012 and only
one was purchased as a spare. With the changes in
technology and the need for additional radios, it has been
determined that 6 additional portable radios will be needed
for future operations and technology changes.
Useful Life 10 Years
Origination Scheduled Upgrade
User Department Fire
Coordinator Fire
Current Budget $ 54,000
Initial Proposal Date 2019
Design Work 0
Project Work 0
Recurrence 2025
Asset Valuation $ 232,886
Last Deferred N/A
Last Incurred 2012
Fund General Fund
Account Number 0
10 Year Financial Trend
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$_
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ID I-- 00 M O N M V)
0 .-I 0 0 N N N N N N
O O O O O O O
N N N N N N N N N N
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
2021 2022 2023 2024 2025 Short Term
Short Term $ 54,000 1 $ $ $ $ 100,000 1 $ 154,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 254,000 1 $ 154,000 1 $ $ 408,000 1 $ 154,000 1 $ 562,000
Packet Pg. 90
2.F.b
Fire - SCBA Equipment
Project # 5014
Category 5-Technology
Priority 2-Essential
BGFD Fire Apparatus
SCBA have an anticipated life span of three National Fire
Protection Association (NFPA) standard cycles
(approximately 9 years) to be considered for FEMA grant
funding.
Self Contained Breathing Apparatus (SCBA) is one of the
primary pieces of equipment used by the Fire Department.
In 2014, FEMA grant funding was approved for 90% of the
purchase cost. $325,000 is being programmed in 2023 and
every 9 years to stay compliant.
Useful Life 9 Years
Origination Scheduled Upgrade
User Department Fire
Coordinator Fire
Current Budget $
Initial Proposal Date 2020
Design Work 0
Project Work 2023
Recurrence 2032
Asset Valuation $
Last Deferred N/A
Last Incurred 2014
Fund General Fund
Account Number 0
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
253,364
2021 2022 2023 2024 2025 Short Term
Short Term Fs $ $ 325,000 1 $ $ $ 325,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ 325,000 1 $ $ 325,000 1 $ 325,000 1 $ 650,000
Packet Pg. 91
2.F.b
MI
Network Improvements
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Village Buildings
Network speed is currently 100 Mbps or less in many
Village buildings.
The village network hardware needs to be upgraded to
gigabit speed to keep up with software deployment, cloud
based services, and to make use of the new wide area
network antennas that were set up for gigabit speeds to
remote sites. This project would incur expense in both
2021 and 2022, with a focus on hardware that is currently
end of life and unsupported in year 1. Project management
costs are included in the totals.
Project # 5015
Category 5-Technology
Priority 2-Essential
Useful Life 10 Years
Origination Scheduled Upgrade
User Department IT
Coordinator IT
Current Budget $
Initial Proposal Date 2021
Design Work 2021
Project Work 2021
Recurrence 2031
Asset Valuation $
Last Deferred N/A
Last Incurred -
Fund IT Fund
Account Number 211.92.555.40
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ $ $ $ $ $
350,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs 250,000 1 $ 100,000 1 $ $ $ $ 350,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ $ $ $ $ 350,000 1 $ 350,000
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Capacity Management Operations and Maintenance
Project # 6001
Cook County Sewer System
On July 10, 2014, MWRD adopted Article 8 of the
Watershed Management Ordinance (WMO) that outlines
the requirements of the new Inflow/Infiltration Control
Program (IICP) that applies to all separate sanitary sewer
systems tributary to MWRD.
Per the MWRD guidance document, the primary purpose of
the IICP is to reduce sanitary sewer overflows (SSOs) and
basement backups (BBs). There is a minimum level of
requirements for all communities with additional
requirements where SSOs and BBs occur. The IICP program
began in 2019 and will continue each year until MWRD
develops a program to replace it.
Category 6-Water & Sanitary Sewer
Priority 1-Mandatory
Useful Life Ongoing
Origination MWRD Requirement
User Department PW
Coordinator PW
Current Budget $ 42,000
Initial Proposal Date 2017
Design Work N/A
Project Work 2018-2022
Recurrence Yearly
Asset Valuation $ 300,000 V
Last Deferred N/A T-
N
Last Incurred 2017 N
Fund Water & Sewer Fund
C
Account Number 170.55.36.560.70 w
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 5,700 1 $ 54,000 1 $ $ 64,000 1 $ 7,000 1 $ 130,700
2021 2022 2023 2024 2025 Short Term
Short Term Fs 19,000 1 $ 39,000 1 $ 50,000 1 $ 50,000 1 $ 50,000 1 $ 208,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 250,000 1 $ 250,000 1 $ 250,000 1 $ 750,000 1 $ 208,000 1 $ 958,000
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N1
Lift Station Repair and Rehabilitation
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Twelve Lift Station Sites
Lift Stations require rehabilitation or replacement every 15
to 25 years. Routine Maintenance helps reduce costly
repairs, equipment failures, and extends the useful life of
the facility.
This program continues the work identified at the Village's
12 lift station sites, such as condition evaluations, pump
repairs, cathodic protection system renovations,
maintenance lift repairs, and contractural painting. In 2021,
Cambridge on the Lakes Lift Station will be replaced
($1,880k). In 2022 Cambridge Court Lift Station will be
evaluated for rehabilitation. Over the next 20 years, 8 more
lift stations are planned for review and rehabilitation.
Project # 6002
Category 6-Water & Sanitary Sewer
Priority 2-Essential
Useful Life 30 Years
Origination Major Maintenance
User Department PW
Coordinator Engineering
Current Budget $ 1,330,000
Initial Proposal Date 2001
Design Work 2021
Project Work 2021
Recurrence Yearly
Asset Valuation $ 12,000,000 V
Last Deferred N/A T—
Last Incurred 2020 0
Fund Water & Sewer Fund
C
Account Number 170.55.35.560.70 w
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 220,000 1 $ 780,000 1 $ 12,000 1 $ 935,000 1 $ 1,320,000 1 $ 3,267,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs 1,880,000 1 $ 80,000 1 $ 1,250,000 1 $ 50,000 1 $ 1,250,000 1 $ 4,510,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 2,680,000 1 $ 1,350,000 1 $ 1,500,000 1 $ 5,530,000 1 $ 4,510,000 1 $ 10,040,000
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2.F.b
N1
Pump House Repairs and Upgrades
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Four Water Pumping Stations
Pump House repair projects were identified in the 2008
Comprehensive Water Study Update and improvements
identified in the federally mandated vulnerability study. In
addition, two back-up deep aquafer wells will require
maintenance in the next five years as well as a review of
the SCADA system.
In 2021, brick fascia repairs, access hatch security
improvements, and minor pump house meter
improvements are needed ($105k). In 2021 an encloser
over Pump Station #7 well head is needed ($30k). A SCADA
system review is needed in 2021 ($15k). Well maintenance
at Stations #1 and #2 are being programmed at this time for
completion in 2022 and 2023 ($600k per year).
Project # 6003
Category 6-Water & Sanitary Sewer
Priority 3-Sustaining
Useful Life 50 Years
Origination Major Maintenance
User Department PW
Coordinator PW
Current Budget $
Initial Proposal Date 2010
Design Work 2019
Project Work 2021
Recurrence Yearly
Asset Valuation $ 30,000,000 V
Last Deferred N/A T_
Last Incurred 2018 C
Fund Water & Sewer Fund
C
Account Number 170.55.35.560.60 4--
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 350,000 1 $ 300,000 1 $ 50,000 1 $ 50,000 1 $ $ 750,000
2021 2022 2023 2024 2025 Short Term
Short Term Fs 150,000 1 $ 600,000 1 $ 600,000 1 $ 220,000 1 $ 220,000 1 $ 1,790,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 1,500,000 1 $ 1,500,000 1 $ 2,000,000 1 $ 5,000,000 1 $ 1,790,000 1 $ 6,790,000
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2.F.b
Villagewide Sanitary Sewer Replacement
Project # 6004
Category 6-Water & Sanitary Sewer
r,
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Village Right of Way and Easements
A program is needed to maintain sanitary sewer systems
which have a projected life of 60 years.
This program provides for sanitary sewer lining, point
repairs, or replacements as identified by the Village.
Funding is being requested for annual sanitary sewer lining
and manhole repair ($500k), sewer televising ($75k) and
sanitary work for the Infrastructure Maintenance Program
($46k). For major road work by other jurisdictions, the
Village is responsible for the cost of the Village's sanitary
sewer relocation costs. These are $25k for Lake Cook Road
in 2021 and 2022 and $172k for Aptakisic Road in 2022 and
2023. System flow meters are proposed in 2021 ($50k).
Useful Life 75 Years
Origination Major Maintenance
User Department Engineering
Coordinator Engineering
Current Budget $ 404,150
Initial Proposal Date 2012
Design Work 2020
Project Work 2021
Recurrence Yearly
Asset Valuation $ 57,739,000
Last Deferred N/A
Last Incurred 2017
Fund Water & Sewer Fund
Account Number 170.55.35.560.70
10 Year Financial Trend
(Estimated)
2016 2017 2018 2019 2020 Historical
Historical I $ 517,346 1 $ 822,000 1 $ 797,000 1 $ 625,000 1 $ 600,000 1 $ 3,361,346
2021 2022 2023 2024 2025 Short Term
Short Term Fs 696,000 1 $ 772,000 1 $ 772,000 1 $ 600,000 1 $ 600,000 1 $ 3,440,000
Year 6-10 Year 11-15 Year 16-20 Long Term Short Term Total 20 Year
Long Term $ 3,000,000 1 $ 3,400,000 1 $ 3,000,000 1 $ 9,400,000 1 $ 3,440,000 1 $ 12,840,000
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2.G
Information Item : Virtual Village News Discussion
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Recommendation of Action
Discussion.
The attached memo recommends the Village continue with the digital edition of the Village News through
2020 and provides the Village Board data related to the various digital communication methods used to
communicate with the community.
ATTACHMENTS:
• Newsletter Memo (DOCX)
Trustee Liaison
Johnson
Monday, August 31, 2020
Staff Contact
Jenny Maltas, Office of the Village Manager
Updated: 8/27/2020 4:41 PM
Page 1
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2.G.a
VILLAC'E OF
BUFFALO CROVE'
MEMORANDUM
DATE:
August 27, 2020
TO:
Village President & Board of Trustees
FROM:
Jennifer Maltas, Deputy Village Manager
SUBJECT:
Newsletter Memo
Background
Since the beginning of COVID, the Village has moved to a digital platform of the Village News given the
ever -changing environment of COVID-19. This memo will provide some analysis regarding the Newsletter
and other communication platforms the Village uses to communicate with residents for the Village Board to
think about and consider in the future. At this time, staff recommends continuing to provide a digital Village
News through the end of the year.
Village Newsletter Process
The Village Newsletter is produced 6 times a year. Due to the production time associated with finalizing
the newsletter, getting it to print and in the mailboxes of residents, the newsletter would have been outdated
by the time it reaches mailboxes in the COVID environment. Pre-COVID times, the newsletter was primarily
a look back at events that had already happened or known events in the future.
Based on previous Committee of the Whole discussions, there has been a desire on the part of several
elected officials to preview items within the Newsletter. This would include potential developments coming
to the Village or other larger items the Village Board will be considering at upcoming meetings.
Unfortunately, due to the lead time needed for a print publication, the deadline has often passed to preview
that type of information in the newsletter.
The digital newsletter cuts in half the lead time needed for printing and proofing with the printer and the
time it takes to get the newsletter to the post office and into mail boxes. Print newsletters need to go in
pages of 4 in order for the print version to fold and print correctly, while an electronic version can be any
number of pages based on the content that is needed which is much easier to manage as well.
Village Newsletter Costs
The cost associated with the Village Newsletter include printing, postage, and production of the document.
Should the Village Board continue a digital version, the approximate savings per edition is to go all digital
is about $6,000 or $36,000 annually.
The elimination of the newsletter completely and to continue social media, a -news, self -published articles
and press releases would be $54,000.
Newsletter Reach
There is no reliable means to determine how many people read the Village News that was previously
delivered to homes. Anecdotally, the Village has not received any complaints or requests from residents
asking where the newsletter is since we have gone digital. The Village also placed the Woodman's
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2.G.a
development on the front page of the newsletter at least three times in 2018 and still received many calls
from residents asking what was being constructed on the former Berenesa Plaza property
Digital Village Newsletter Reach
Issuu, the program that the Village uses to publish documents such as the digital Village News, tracks the
number of individuals who view the document. The numbers mean the following:
Impressions are the number of times that your content was served or shown on the Issuu network,
whether in someone's feed (as a thumbnail), search results or on a website where you have
embedded the content
Reads are counted when someone opens your content and either performs an action (by flipping
the page, zooming, etc.) or stays for more than two seconds
Clicks how many clicks on links your publication has had in total for the time period you've selected
as well as clicks made each day for that period.
The following is the data for the last two editions:
May/June
• Impressions, 1,424
• Reads, 905
• Average Read Time, 3:38
• Clicks, 7
July/August
• Impressions, 854
• Reads, 449
• Average Read Time, 4:55
• Clicks, 11
The impressions, reads, read time and clicks do not show high -impact from the digital Village News. The
link to the digital version of the Village News was sent out through the Enewsletter and social media on
several occasions. While the numbers are not impressive given the effort put into the publication, staff
suggests monitoring this throughout the year and promoting the publication to see if the metrics increase.
Social Media/Enewsletter
Based on the numbers tracked by each platform that the Village uses, it appears electronic media is where
residents have been turning to get their information since COVID-19. Our current social media and
Enewsletter subscribers are as follows:
• Facebook, 5,511
• Nextdoor, 8,818
• Twitter, 1,599
• ENewsletter, 3,876
Below is some analysis regarding the engagement and influence of the Village's electronic presence,
however, it is important to note at the outset that each platform reports engagement differently so the data
will not be consistent from platform to platform. Also of note, any information that is posted on social media
is posted on Facebook, Nextdoor, and Twitter at the same time.
Facebook
Prior to COVID-19, the Village would average about 7-9 new follows per week. It is now not unusual to see
75 new follows a week, or more. Since COVID-19 began in earnest this March, the Village's Facebook
page has gone from 4,628 followers to 5,511 followers as of August 26, 2020. This represents a 19%
increase in followers in six months. The Village's page was created on December 9, 2014, and almost 1/5
of the followers have joined the page in the last six months.
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The Village's organic reach, which is the number of people who view each post since March is 3,323.
During the same time period in 2019 it was 2,070. More people are seeing the Village's posts than ever
before. While not all of our posts are related to COVID anymore, the additional reach means that our general
message from all departments and the Village Board is reaching more and more community members.
Facebook also tracks the types of post that creates the most reach and engagement. The breakdown is
as follows:
• Video, 3,187 impressions
• Status, 2,611 impressions
• Photo, 2,367 impressions
• Link, 1,249 impressions
This data reflects that our video strategy is successful and we should continue down this path. Status
generally means that it is a post that does not include a link, photo, or video. Most common status items
are emergency or timely updates about events happening in town such as a crash, fire, or other event that
includes road closures. Residents frequently share and comment on these posts and thank the Village for
sharing the information.
NextDoor
NextDoor is a little different than Facebook, as residents who create an account automatically see our
information. Residents have to actively remove Village updates from their account; unlike Facebook where
residents have to actively follow our page.
As noted above, there are 8,818 members of Nextdoor which represents 35% of Village households. The
engagement data provided by Nextdoor is not as robust as Facebook and I was unable to pull historical
data from the platform. However, I can report that during the last six months Village posts have generated
418,416 impressions.
Interestingly, the post regarding the opening of state -led COVID-19 testing sites had the highest number of
impressions. Followed by the announcement of cancelling the fireworks and Buffalo Grove Days. The
weekly post that includes the link to the latest Village e-newsletter consistently performs high which is an
indicator that those who may not subscribe to the e-news are reading it through the public link that is posted.
Twitter
Twitter has been growing more slowly than the other platforms that the Village uses; however, it has been
growing in a similar fashion just on a smaller scale. Twitter provides a monthly summary of change over
the previous period. The latest month shows the following increases over the previous month:
• 31 tweets, 29.2% increase
• 18,600 tweet impressions, 19.7% increase
• 328 profile visits, 91.8% increase
• 22 mentions, 37.5% increase
• 1,599 followers, 14 follower increase
Staff has been working with communications personnel from other governmental agencies throughout
COVID-19 to ask them to share our information with their followers, which has had an impact on the
increase in our Twitter feed interest.
Enewsletter
Prior to March 1 of this year, the Village had 3,168 subscribers. That number is 3,876 as of August 26,
2020 representing an increase of 22% more subscribers. This is a substantial increase given that the
Enewsletter has been in existence for over 10 years.
The Village also has an average open rate of 52% - the industry average open rate is 21.33% - which is a
clear indication that our subscribers are interested in and engaged in our content.
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Conclusion
More and more individuals are bombarded with a lot of content from all kinds of organizations from political
organizations to nonprofits to the local HVAC repair company. Individuals are more likely to read short
snippets that are relevant to them and their community — which is why staff believes there is continued
success in the area of digital communications and less interest in print publications.
As noted, staff suggests continuing with the electronic Village News through the end of the year due to the
changing nature of COVID-19. However, given the costs associated with the publication of the Village
News and the digital Village News, staff recommends to continue to monitor this publication and its overall
value in the future.
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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
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, August 31, 2020
Staff Contact
Dane Bragg, Office of the Village Manager
Updated: 8/27/2020 11:49 AM
Page 1
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