2025-10-06 - Village Board Committee of the Whole - Agenda Packet
Page 1 of 2
AGENDA
BUFFALO GROVE VILLAGE BOARD
Committee of the Whole: October 6, 2025 at 7:00
PM
Jeffrey S. Braiman Council Chambers
Fifty Raupp Blvd Buffalo Grove, IL 60089-2139
1. Call to Order
a. Pledge of Allegiance
b. Roll Call
2. Village President's Report
a. Proclamation Recognizing October 7, 2025 as a Day of Remembrance and Solidarity
(President Smith, Dane Bragg)
b. Buffalo Grove Days Parade Presentation (Trustee Johnson, Molly Gillespie)
c. Recognition of the Buffalo Grove Community Pageant Program (Trustee Johnson,
Molly Gillespie)
3. Special Business
a. Fire Department Strategic Plan (Trustee Richards, Caitlin Wagener)
b. 2025 Preliminary Property Tax Levy (Trustee Cesario, Chris Black)
c. E-mobility Update (Trustee Richards, Tara Anderson)
4. Public Comment
Public Comment is 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 5
minutes and should be limited to concerns or comments regarding issues that are relevant to
Village Board business. All members of the public addressing the Village Board shall maintain
proper decorum and refrain from making disrespectful remarks or comments relating to
individuals. Speakers shall use every attempt to not be repetitive of points that have been made by
others. The Village Board may refer any matter of public comment to the Village Manager, Village
staff or an appropriate agency for review.
5. Executive Session
6. Adjournment
The Village Board will make every effort to accommodate all items on the agenda by 10:30 p.m.
The Board does, however, reserve the right to defer consideration of matters to another meeting
should the discussion run past 10:30 p.m.
Page 1 of 43
Page 2 of 2
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 847-459-2500 to allow the Village to make reasonable accommodations for
those persons.
Page 2 of 43
Page 1 of 1
AGENDA ITEM SUMMARY
BUFFALO GROVE VILLAGE BOARD
Committee of the Whole: October 6, 2025
AGENDA ITEM 2.a.
Proclamation Recognizing October 7, 2025 as a Day of Remembrance and Solidarity
Contacts
Liaison: President Smith
Staff: Dane Bragg
Staff Recommendation
Staff recommends presentation.
Summary
Proclamation Recognizing October 7, 2025 as a Day of Remembrance and Solidarity
Strategic Alignment
Guiding Principle
Principle 6: Engages Our Residents
Principle 7: Builds Our Community
Goal
Goal 2: Enhanced, beautiful, safe and sustainable neighborhoods
Goal 3: Strengthened Buffalo Grove community identity and pride
File Attachments
1. Proclamation - Day of Remembrance and Solidarity - October 7 2025
Page 3 of 43
Day of Remembrance and Solidarity - October 7, 2025
WHEREAS, on October 7, 2023, the Jewish people were subjected to a brutal terrorist attack
that resulted in the murder of over 1,200 innocent lives, the abduction of 251 hostages into Gaza,
thousands of injuries and widespread trauma in Israel and around the world; and
WHEREAS, October 7, 2023, occurred on Simchat Torah, a sacred holiday that celebrates
the resilience of the Jewish people; and
WHEREAS, this assault marked the greatest single-day loss of Jewish life since the
Holocaust; and
WHEREAS, despite centuries of persecution, the Jewish people have endured with strength
and resilience, values embodied in their continued celebration of life, community, and tradition; and
WHEREAS, Jewish people across the globe continue to feel the deep impact of the October
7 attack; and
WHEREAS, we solemnly remember its victims and recognize the enduring pain of families
whose loved ones, including two Americans, remain held hostage in Gaza; and
WHEREAS, the Village of Buffalo Grove is home to individuals, families and congregations
with deep ties to Israel, including those whose loved ones were directly impacted by the events of
that day, and;
WHEREAS, the Village of Buffalo Grove stands in unwavering solidarity with all those
affected by the violence and terror that began on October 7, and continues to reverberate throughout
the region and the world, especially in our Jewish community; and
WHEREAS, our community joins others in our region in denouncing antisemitism and all acts
of hate and violence, while affirming our commitment to standing with and protecting our Jewish
neighbors.
NOW, THEREFORE, I, Eric Smith, Village President of the Village of Buffalo Grove, do
hereby proclaim October 7, 2025, as a Day of Remembrance and Solidarity with our Jewish
community.
Proclaimed this 6th day of October, 2025.
_________________________________
Eric N. Smith,
Village President
Page 4 of 43
Page 1 of 1
AGENDA ITEM SUMMARY
BUFFALO GROVE VILLAGE BOARD
Committee of the Whole: October 6, 2025
AGENDA ITEM 2.b.
Buffalo Grove Days Parade Presentation
Contacts
Liaison: Trustee Johnson
Staff: Molly Gillespie
Staff Recommendation
Staff recommends presentation.
Summary
Background
The 2025 Buffalo Grove Days Parade was held on Saturday, August 30. President Smith will
recognize the grand marshal, volunteer parade marshals, emcee and judges who ensured the
success of the event. Parade Judges Jeff and Jane Berman will present the parade awards in six
categories to selected recipients.
Strategic Alignment
Guiding Principle
Principle 5: Partnership with Local Districts
Principle 6: Engages Our Residents
Principle 7: Builds Our Community
Goal
Goal 3: Strengthened Buffalo Grove community identity and pride
Goal 5: More livable Buffalo Grove community with leisure experiences for all
File Attachments
None
Page 5 of 43
Page 1 of 1
AGENDA ITEM SUMMARY
BUFFALO GROVE VILLAGE BOARD
Committee of the Whole: October 6, 2025
AGENDA ITEM 2.c.
Recognition of the Buffalo Grove Community Pageant Program
Contacts
Liaison: Trustee Johnson
Staff: Molly Gillespie
Staff Recommendation
Staff recommends presentation.
Summary
Background
President Smith will recognize the Buffalo Grove Community Pageant Program
Strategic Alignment
Guiding Principle
Principle 6: Engages Our Residents
Principle 7: Builds Our Community
Goal
Goal 3: Strengthened Buffalo Grove community identity and pride
File Attachments
None
Page 6 of 43
Page 1 of 3
AGENDA ITEM SUMMARY
BUFFALO GROVE VILLAGE BOARD
Committee of the Whole: October 6, 2025
AGENDA ITEM 3.a.
Fire Department Strategic Plan
Contacts
Liaison: Trustee Richards
Staff: Caitlin Wagener
Staff Recommendation
Staff recommends discussion.
Summary
Background
The Buffalo Fire Department worked with the Center of Public Safety Excellence (CPSE) by
completing the new 5-year Strategic Plan. The CPSE team facilitated a one-day Community
Stakeholder meeting which consisted of a presentation, an input form and a program
prioritization worksheet. The goal of this meeting was to receive public feedback and identify
the services that the department should and should not change. The community worksheet
allowed the attendees to prioritize department services based off Fire Prevention/Public
Education, Fire Investigation, Emergency Management, Fire Suppression, Emergency Medical
Services, and Specialized Rescue. Feedback from the community showed the number one
priority as Emergency Medical Services, followed by Fire Suppression and then Specialized
Rescue. The input form had the attendees answer questions regarding expectations, concerns,
strengths, and overall general remarks. The top three concerns from the attendees were the
amount of road construction hindering response times, call volume increase capability, and
staffing numbers. In reviewing the plan, you will see many favorable comments, highlighted by
not changing public accessibility, excellent service, and public education. Gathering this
information and feedback from the public was a key factor in creating the strategic plan.
The following three days consisted of the Agency Stakeholder meeting. Over the three-day
period, community feedback was reviewed, giving the opportunity for the department to edit
their mission, vision, and values. During this three-day period, the department was split into
three different groups to perform a Strengths, Opportunities, Aspirations and Results (SOAR)
exercise. After completing the SOAR exercise, the department was then split into two groups to
develop goals based on the SOAR exercise. The goals of Group 1 were Personnel, Physical
Page 7 of 43
Page 2 of 3
Assets, Internal Communication, and External Communication. While the goals of Group 2 were
Human Resources, Physical Resources, Internal, Communication, and External Communication.
With a department consensus, the following goals were determined:
1. Enhance the use of personal resources to ensure the provision of world-class service to
the community.
2. Modernize and manage physical assets to ensure operational readiness, firefighter
safety, and cost-effective service delivery.
3. Optimize internal communications for the purpose of clear expectations and
transparency.
4. Optimize external communications for the purpose of establishing expectations,
enhancing safety, and fostering public trust.
The CPSE facilitators collected and analyzed all the information provided to create the final
Strategic Plan document. The Fire Department reviewed the document and CPSE made any
changes necessary. Overall, this was a good experience for everyone involved, and the input
provided is what really shaped the new and updated 5-year Strategic Plan.
Financial Impact
The Fire Department has budgeted $4,250 in this current fiscal year to cover the final payment
to CPSE.
Next Steps
CPSE will print and mail hard copies of the Strategic Plan to the Fire Department. Tonight's
presentation will explain the highlights of the plan to the Village Board and offer the
opportunity to address any questions that may surface from the presentation. Lastly, once a
final print copy is received, staff will present the Village Board with a copy of the final plan.
Strategic Alignment
Guiding Principle
Principle 1: Financially Responsible and Sound
Principle 2: Outstanding Village Services
Principle 3: Plan and Invest in the Future
Principle 4: High Performing Village Team
Principle 6: Engages Our Residents
Principle 7: Builds Our Community
Goal
Goal 1: Maintained effective village government: fiscally responsible and providing
outstanding, responsive services
Goal 4: Vibrant and innovative community: leading edge
Page 8 of 43
Page 3 of 3
File Attachments
1. Fire Dept 2025-2030 Strategic Plan_Final
Page 9 of 43
2 0 2 5 -2 0 3 0
S T R A T E G I C P L A N
Facilitated by:
Page 10 of 43
Page 11 of 43
Message from the Fire Chief 2
Introduction 3
Process 3
Agency Background 6
Mission, Values, Vision 9
Goals 10
Conclusion 11
Acknowledgements 12
Appendices
A. Community Stakeholder Findings
B. Agency Stakeholder Work
13
13
18
T a b l e o f
C o n t e n t s
1
Page 12 of 43
Greetings!
It’s my distinct privilege to lead the men and women of the
Buffalo Grove Fire Department. As Fire Chief, I am proud to
present you with the culmination of a comprehensive
project that defines our agreement to the citizens to
provide services in a professional and efficient manner.
This strategic plan looks to the future and defines who we
are currently, where we want to be in five years, and our
pathway to get there. The plan recognizes that the Buffalo
Grove Fire Department needs a roadmap to success which
you will see illustrated in the pages that follow.
In preparing our plan, we sought feedback from external
stakeholders, including school officials, business owners,
local government representatives, and citizens. We asked
the difficult questions and sought honest answers, all with
the goal of improving operations and becoming a more
efficient and effective organization.
The strategic planning team facilitated internal discussions
with our members too. The process began with reviewing
our mission statement and setting goals for success. The
weeklong site visit allowed us to look at what defines us
and how we can do better. By gathering data and setting
expectations, consensus was achieved among the groups,
showing alignment and a common focus moving forward.
The goals, ideas, and expectations were compiled and put
on paper, providing us with a plan for future success.
I look forward to working with our team to build on the
traditions set forth by a great past as we build an even
greater future! Technology, development, and education
based on solid fundamental training will take this
department and its members into the future and I’m
excited to be a part of that energy and continued success.
Respectfully,
Lawrence Kane
Fire Chief
2
M e s s a g e f r o m
t h e F i r e C h i e f
Page 13 of 43
3
2 0 2 5 -2 0 3 0 S t r a t e g i c P l a n
Buffalo Grove Fire Department
Understanding what the customer desires is
vital to the success of any organization. In this
case, the customer is the community that the
Buffalo Grove Fire Department serves. This
applies even if the service organization is a
governmental entity. Community-driven
strategic planning ensures the community
remains a focus of the organization’s direction,
and community feedback is at the heart of all
deliberations and development of this strategic
plan.
The process of community-driven strategic
planning and the plan itself represents the
embrace of transition away from how an
organization has always done things, seeking
to find efficacies and outcomes based on
change. The community-driven strategic plan
provides a management roadmap built on a
shared vision and structured for measurable
results. With the involvement of a diverse
group of agency stakeholders, the Buffalo
Grove Fire Department’s community-driven
strategic plan encompasses various
experiences, perceptions, and perspectives
that can also work to build more internal
organizational symbiosis. For the desired,
measurable results to be realized, the process
and the strategic plan must focus on
substance, not form. Only then can the BGFD
truly benefit from the process and realize its
ultimate vision.
The Buffalo Grove community serviced by the
Buffalo Grove Fire Department (BGFD) receives
top tier levels of professionalism and efficiency
from the agency’s proactive approach to risk
reduction and emergency mitigation. As such,
BGFD contracted with the Center for Public
Safety Excellence® (CPSE®) to facilitate a
community-driven strategic plan. The process
utilized by CPSE aligns with the Commission
on Fire Accreditation International® (CFAI®)
fire and emergency services accreditation
model but also considers all parameters
prescribed by the authority having jurisdiction.
CPSE’s approach to community-driven
strategic plan gathers feedback and input from
community and agency stakeholders while
focusing on future change beyond the status
quo. Beliefs, concepts, current processes, and
values were among the many pieces
considered and questioned to bring this
planning document to reality.
The BGFD exhibited a commitment to the
implementation and execution of this 2025-
2023 Strategic Plan to become more efficient
and effective in alignment with its community.
P R O C E S SINTRODUCTION
Page 14 of 43
C o m m u n i t y S t a k e h o l d e r s
Identify things the agency should and should not change, from the community
perspective.
Identify the community’s 1) expectations for the agency, 2) concerns about or
for the agency, and 3) aspects the community views as strengths or positives.
Define the programs provided to the community.
Establish the community’s prioritized view of the programs and services
provided by the agency.
F I N D I N G S
Identify the agency’s strengths, opportunities, aspirations, and results.
Revisit the mission statement, giving careful attention to the services and
programs currently provided and which logically can be provided in the future.
Revisit the values of the agency’s membership.
Revisit the agency’s current vision, considering the consensus built from the
strengths, opportunities, aspirations, and desired results.
Identify the agency’s challenges, service gaps, and causal effects through a
thematic sifting process.
Determine, by consensus, strategic initiatives for outcome-based
organizational improvement.
Develop strategic goals, SMART objectives with relative timelines, and
comprehensive critical task concepts focusing on outcomes.
A G E N C Y S T A K E H O L D E R W O R K
4
Page 15 of 43
5
A g e n c y S t a k e h o l d e r W o r k
The process featured three days of agency stakeholder work sessions involving
different members of the Buffalo Grove Fire Department.
D A Y 1
Position Title
D A Y 2
D A Y 3
Page 16 of 43
6
In 1961, Buffalo Grove began running an ambulance service, with fire protection provided by
the Wheeling Fire Protection District. This was an all-volunteer operation, and the ambulance
was parked in the driveway of the volunteer on duty that day. The service was discontinued
after two years, and the Department became virtually inactive.
In 1965, the Department was reactivated under the Wheeling Fire Protection District on an in-
training status. The Department began an extensive training program and began responding
to calls along with the Wheeling Fire Department.
In April of 1967, the Buffalo Grove Fire Department Inc. officially assumed responsibility for
providing fire protection to Cook County Buffalo Grove.
The first full-time employee, Fire Chief Wayne Winter, was hired in 1969. In late 1969 and
early 1970, the Department added another engine and a ladder truck to its fleet.
By 1972, the department had three full-time firefighters working eight-hour days Monday
through Friday. Paid-on-call personnel slept at the station to respond to calls during the night.
On December 1, 1972, paramedic service officially started, and the Buffalo Grove Fire
Department responded on the first call. Buffalo Grove then responded to a second call in the
system for a woman with a cardiac problem. Newspaper articles from that day show this call
arriving at Northwest Community Hospital, as the media was unprepared for the first call.
In 1975, the station on Dundee Road was built as the main Station and headquarters. The
Department was then operating out of two stations, Dundee Road and the lower level of the
Village Hall.
In 1980, the Village Board voted to establish a municipal fire department, and on January 1,
1981, the Buffalo Grove Fire Department began providing service to all residents of Buffalo
Grove. A new fire station was constructed and began operating on July 7, 1981, on the now
Deerfield Parkway. Ten additional firefighter/paramedics were hired to staff this station.
In 1991, a third fire station was built on Half Day and was staffed by three firefighter/
paramedics each day on a fire truck with Advanced Life Support (ALS) capabilities. In 1991,
the paid-on-call program ended with a conversion to a fully paid fire department with 54
sworn firefighters, two fire inspectors, and two secretaries.
Buffalo Grove has a rich history in the state of Illinois. Located in both Lake and Cook
counties, the Village is a thriving suburb within the Chicago Metropolitan Area with a
population of approximately 48,000 residents. The Village was formally incorporated
in 1958 with an initial population of 164 residents. Buffalo Grove has continued to
grow to its current status with a rich, diverse population. The Village of Buffalo Grove
has a quality economy consisting of commercial companies providing a consistent
revenue source beyond that of residential areas.
A g e n c y B a c k g r o u n d
Page 17 of 43
7
In 1993, the Department was awarded a Class 2 rating from the Insurance Services Office
(ISO), and at that time, only 72 departments in the country were rated as Class 2.
In 1994, an agreement was formed between Buffalo Grove, Wheeling, Long Grove, and
Lincolnshire-Riverwoods to develop an advanced training center to benefit all four towns. The
facility was built in the Buffalo Grove industrial park and officially opened in 1998 as the
Combined Area Fire Training (CAFT) site.
In 2002, Chief Allenspach retired after 13 years of service, and in 2007, Chief Sashko retired
after 28 years of service. In 2012, Deputy Chief Pete Ciecko retired after 31 years, and in
2013, Deputy Chief Doug Postma retired after 31 years of service. Deputy Chief Baker was
hired, and shortly after, he was promoted to Fire Chief in 2015 after Fire Chief Vavra retired.
In 2018, a full-time training officer position was created and held by a Battalion Chief. In
2019, a full-time EMS Coordinator and Management Analyst were also hired. That same year,
Buffalo Grove began the process to become a nationally accredited fire department and
received Accredited Agency status with the Commission on Fire Accreditation International
(CFAI) in 2023.
In June 2022, Lawrence Kane was hired as the new Deputy Chief and was shortly promoted
to Fire Chief in 2024 after Chief Mike Baker’s retirement. Current initiatives under Chief
Kane’s leadership include vehicle updates and purchasing three new apparatus over the next
three years. A new ambulance will be delivered in 2025, and a new rescue squad will be
delivered in January 2026.
In March 2025, Station 25 was closed, and a temporary station was opened at the old Village
Public Works facility. Station 25 was built in 1975 as a volunteer station, and since then, the
Department has outgrown it over the last 50 years. In May of 2025, the station was
demolished. Construction of the new Station 25, in the same location, began with an
expected opening date of Fall 2026.
CONTINUED
A g e n c y B a c k g r o u n d
Page 18 of 43
Fire Chief
Deputy
Chief
The Buffalo Grove Fire Department’s personnel have been
highly effective in providing services and community
involvement. Due to growth and an increase in population,
the Fire Department prepares and deploys its resources
and personnel accordingly. The Buffalo Grove Fire
Department continues to honor its community with the
provision of quality services through its proactive focus on
risks and deployment from three stations that are located
strategically throughout the 9.58 square miles of coverage
area. Understanding its mission and values, the Buffalo
Grove Fire Department envisions exceptional service and
value to the community through teamwork, integrity, and a
commitment to safety.
T e a mStruct u r e
8
Administrative
Assistant
Management
An alyst
Fire Prevention
Bureau
EMA/Admin
Public
Education
Battalion Chief
Black Shift
Battalion Ch ief
Red S hift
Battalion Chief
Training Officer
Specia l Teams/
O perations
EMS
Coordi nator
Battalion Chief
Gold Shift
Lieutenants
(3)
Lieutenants
(3)
Li eutenants
(3)
Firefight er/
Par amedics
(14)
Firefig hter/
Paramed ics
(14)
Fi refighter/
Paramedics
(14)
Page 19 of 43
9
M i s s i o n , V a l u e s + V i s i o n
M I S S I O N V A L U E S V I S I O N
The mission provides an
internal aspect of the
existence of an organization
and, to a degree, an
empowering consideration
for all BGFD members. The
purpose of the mission is to
answer the questions:
Who are we?
Why do we exist?
What do we do?
Why do we do it?
For whom?
A workgroup met to revisit
the existing mission, and
after ensuring it answered
the questions, the following
mission statement was
created, discussed, and
accepted by the entire group:
The Buffalo Grove Fire
Department is committed to
safeguarding the lives and
property of our community
through professional,
compassionate, and
exceptional emergency
services. We strive to deliver
excellence in fire
suppression, emergency
medical response, rescue
operations, fire prevention,
and public education with
integrity, courage, and
dedication. We work in
partnership with our residents
to ensure a safe and resilient
community.
Values embraced by all
members of an organization
are extremely important, as
they recognize the features
that make up the personality
and culture of the
organization. A workgroup
met to revisit the existing
values, and after ensuring it
answered the questions, the
following values were
created, discussed, and
accepted by the entire group:
We serve with respect, uphold
honesty, and lead with
integrity. Through unwavering
loyalty and strong teamwork,
we protect our community
with courage and
commitment.
An organizational vision
exists to keep all agency
members focused on the
successful futurity of the
Buffalo Grove Fire
Department and to guide
quality change and
improvement in alignment
with the community. In
support of the futurity
created within the
community-driven strategic
planning process, CPSE
facilitated the revision of the
BGFD’s vision for the future.
The agency will support the
reality of this vision through
successful plan
implementation and goal
achievement.
The Buffalo Grove Fire
Department strives to set the
standard as an emergency
services provider, delivering
exceptional service and value
to our community through
teamwork, integrity,
and a commitment to safety.
The mission and values are
the foundation of this
agency. Thus, every effort
will be made to keep these
current and meaningful to
guide the individuals who
make up the Buffalo Grove
Fire Department to
accomplish their goals,
objectives, and day-to-day
tasks.
Page 20 of 43
Goal 1
Enhance the use of personnel resources to ensure the provision of
world-class service to the community.
Goal 2
Modernize and manage physical assets to ensure operational
readiness, firefighter safety, and cost-effective service delivery.
Goal 3
Optimize internal communications for the purposes of clear
expectations and transparency.
Goal 4
Optimize external communications for the purpose of establishing
expectations, enhancing safety, and fostering public trust.
10
Community feedback and the SOAR process led to the determination of strategic initiatives
representing the high-level issues the agency stakeholders developed into goals. The BGFD must
now make these goals a focus of efforts that will direct the agency to its desired future. Goals
with complete objectives, tasks, timelines, and assignments are included in the separate
Management and Implementation Guide (MIG).
G o a l s
Page 21 of 43
11
Working with community and department members from all levels,
this strategic plan was developed, and the work is truly just
beginning. Agency stakeholders must now execute and
institutionalize the plan to ensure the community’s expectations
and the Buffalo Grove Fire Department’s vision remain congruent.
The accompanying MIG will assist the BGFD in the mechanics of
implementation. The guide is not intended to be all-inclusive;
rather, it provides flexibility to ensure future success.
It must be remembered that during this journey of regeneration
through change and improvement, recalculation may need to occur
to find the success desired. This strategic plan is a roadmap to
help the Buffalo Grove Fire Department navigate that change and
futurity. The ability to pivot to meet the current environment as
institutionalization and implementation occur, provides a greater
likelihood that the desired outcomes and efficacies will be realized
as envisioned.
C o n c l u s i o n
Page 22 of 43
12
A c k n o w l e d g m e n t s
The Center for Public Safety Excellence® (CPSE®) acknowledges and thanks the community and
Village of Buffalo Grove Fire Department (BGFD) stakeholders for their participation and input into
this community-driven strategic planning process. The CPSE also recognizes Fire Chief Lawrence
Kane and all who participated for their commitment to this process.
This community-driven strategic plan was developed in April 2025, beginning with a meeting
facilitated by representatives from the CPSE for community members, as named below. The
community stakeholders’ feedback considered by agency stakeholders in developing this
strategic plan can be found in Appendix A.
C O M M U N I T Y S T A K E H O L D E R S
Sean B j or nson
Frank Cesario
J enn Fo rm a n
Betty Gan schow
Shari G insberg
Katie G olbach
Joan Koriath
Ken Lazar
Je ssica McIntyre
Bill Mon t emayer
K athryn Sh eridan
Chri s Sti lling
Jack Solway
Ma r tha Weiss
The agency stakeholder work sessions, conducted over three days, involved a group representing
a broad cross-section of the BGFD, as named below.
A G E N C Y S T A K E H O L D E R S
Dust in Ba niqued
Brian Beck
Rob er t Bec kman
Alec Bu d nik
J a mes C a rroll
Brian Chrencik
Shawn Co llins
Patrick Dinsmore
Frank Do ll
Austin E a to n
Kevin Gat to
Michael Glees on
Lisa Henson
R ober t Herrmann
Joshua Himmelspach
Jay H uh
Lawrence Kane
Ch arl es Kolder
Cody Kruse
Pi otr Kujaw owicz
Ch ad McCo rm ick
Cour tney Michael s
Wi llli am Navarro
Daniel Pasquare lla
Tyler Peterson
Brian Pote st a
Den nis Qu ill
Scott Renshaw
Steve Rus in
A ndre w Russel l
Jacob Senese
Wil liam Si mmons
Joe Solecki
G ar y St eadman
James Vena
Cai tlin Wage ner
Kenneth Whisler
Joe Wiese r
Andrew Wojcik
S cott Wood
Dav id Zabilka
Page 23 of 43
The Buffalo Grove Fire Department demonstrates a
commitment to its community via a focus on
community input and satisfaction. A community
stakeholder session was held to gather feedback
from the respondents on the agency and its various
services delivered. The information gathered from
the community stakeholder feedback provided
understanding to the agency stakeholders of any
misalignment within its organizational foundation
and performance or value-based expectations or
concerns from which new improvement strategies
and processes may be created.
Community stakeholders were identified by the
agency to ensure broad representation. The
breakdown of groups represented is presented to
the right.
13
A p p e n d i c e s
2025-2030 Strategic Plan
Buffalo Grove Fire Department
A . C O M M U N I T Y S T A K E H O L D E R F I N D I N G S
Resident
4
Village Employees
3
Community Groups
3
Education
3
Public Safety
1
21.4%21.4%
21.4%
7.1%
28.6%
Respondents were asked to list, in priority order, up to three subjects relative to expectations,
concerns, and strengths or positives for the BGFD. Expectations and concerns were then analyzed
for themes and weighted. The numbers in the parentheses are the cumulative weighted value that
correlate with the themes identified. While the themes are listed in prioritized and weighted order,
all responses were important in the planning process. Strengths or positives are listed verbatim and
may be repeated based on different respondents. The specific data and findings from the
community stakeholder respondents are provided on the following pages.
Page 24 of 43
2025-2030 Strategic Plan
Buffalo Grove Fire Department
C O M M U N I T Y S T A K E H O L D E R F I N D I N G S (C O N T I N U E D )
14
21.4%21.4%
21.4%
7.1%
28.6%
Community Expectations of the Village of Buffalo Grove Fire Department
(in priority order)
1.Prompt response to emergencies. Quick response when a need arises. Quick response to the
school in the event there is an emergency at our high school. Respond timely. Timeliness of 911
calls. Exceptional response times and preparedness to mitigate crises. (28)
2.Provide training support for agency staff to better benefit both parties. Highly trained
professionals. Up-to-date training programs - paramedics and firefighters. Ongoing training and
development for constant improvement. Everyone trained at the highest level for all possible calls.
(19)
3.Support in crisis - medical or fire. Helped me with a gas leak. Excellent patient care. They protect
the Village and its citizens. (18)
4.Public education about safety hazards and how to deal with them. Ability to work with students
while also maintaining safety of varying ages. Share training opportunities that could benefit the
community. More community outreach offerings (CPR classes, lectures, publc safety, smoke
detectors). Community outreach and education. (13)
5.Responsiveness. (8)
6.Continued excellence of service - adequate staffing. (5)
7.Participate in our yearly emergency drills to ensure our responses and emergency plans are
efficient. Ability to work with our school response team to provide feedback and guidance to ensure
the safety of our students. (4)
8.Younger generation to have a higher level of service ethics. (3)
9.Professionalism. (3)
10.Culture that encourages growth, retention, speaking up, and commitment to serving Buffalo
Grove. (3)
11.I would like to see a FD webpage, not just post on the Village page. (3)
12.Have new builds (complex) helped support the FD - i.e., a new ambulance or specialized
equipment? Having equipment, facilities, and gear to provide service and keep firefighters and
paramedics safe. (2)
13.Consistent inspections (i.e., when things haven’t changed but now they are being flagged or
provide the “why”). (1)
14.Experienced. (1)
15.Have resources for success. (1)
16.Consistency. (1)
Page 25 of 43
2025-2030 Strategic Plan
Buffalo Grove Fire Department
C O M M U N I T Y S T A K E H O L D E R F I N D I N G S (C O N T I N U E D )
15
21.4%21.4%
21.4%
7.1%
28.6%
Areas of Community Concern about the Village of Buffalo Grove Fire Department
(verbatim, in priority order)
1.Road construction projects hindering the ability to get to an emergency. Contingency plans to
access emergencies given construction or other road impediments. (10)
2.Call volume keeps increasing, especially for EMS calls. Consider a fourth ambulance at Station
26. Not a jump company or a squad like AHFD to chase the ambulance calls to decrease wear and
tear on Truck 25, Engine 26, and Engine 29. Community paramedicine for helping decrease non-
emergency calls, i.e., nurse and medic following up with diabetes calls to go to the emergency
department for sepsis. (8)
3.Staffing. Staffing concerns - ability to attract quality individuals. (8)
4.Recruiting in a difficult environment. Finding new hires. (8)
5.Ensuring programs to reduce costs due to injury. Not just keeping civilians safe but themselves
as well. (8)
6.Reaching out to a changing demographic in our community for public education. Upper
management/Village support for community group trainings. Maybe offer more for seniors as to
safety instruments (if they can’t make a class). (6)
7.Being on time. (5)
8.We would love more opportunities to partner together in the community - around safety and
community education. (5)
9.Fleet. (5)
10.Competing interests for financial resources. (5)
11.Making sure they have and use proper and up-to-date equipment. (5)
12.Small concern/question – With the required Knox boxes on buildings, it can become an added
cost for districts - Can this be looked at as a joint cost? (3)
13.Prioritization of activities. (3)
14.Ongoing growth of the community and the potential growth needed for the fire department. (3)
15.Future of ambulance billing costs - reimbursement, high cost for non-resident and lift assists. (3)
16.Being (me) unaware of code changes and not being able to correct the issue timely. (1)
17.Training needs. (1)
18.Stay “modern.” (1)
19.Cost of future collective bargaining agreements/pension. (1)
Page 26 of 43
16
21.4%21.4%
21.4%
7.1%
28.6%
Positive Community Comments about the Village of Buffalo Grove Fire Department
(verbatim, in no order)
Ability to calm senior residents and make them think they are important residents.
No news is good news, which means the department does a great job of meeting community
needs.
Partnerships with the school districts relative to safety are strong.
Response times to 911 calls in our school are great.
Community visibility – Open House, Block Parties, etc.
Communication and engagement.
Public safety meetings.
Installing smoke detectors for residents.
I felt safe when my building’s fire alarm went off.
Staff really provides positive experiences when attending trainings – our staff really enjoy it.
The fire department is very willing to attend trainings and group talks. The members and staff
enjoy those discussions.
Very well!
Getting citizens involved.
Providing smoke detectors.
Highly trained professionals.
Great leadership.
Passion for Buffalo Grove.
Community resource.
Present.
Educated.
Service above self.
Leadership.
We have a positive working relationship between the high school and the fire department.
Great relationship with the fire department and school district.
Staff is kind and willing to partner together in all situations.
We appreciate our bi-annual safety meeting between police and fire.
The staff are great with students and families.
The professionalism of the staff and their expertise in what they do.
Their public image in the community and involvement in public events, such as National Night
Out.
Keep the high standard of EMS care.
They have saved my life a few times, Thank You!
2025-2030 Strategic Plan
Buffalo Grove Fire Department
C O M M U N I T Y S T A K E H O L D E R F I N D I N G S (C O N T I N U E D )
Page 27 of 43
17
21.4%21.4%
21.4%
7.1%
28.6%
Other Community Comments about the Village of Buffalo Grove Fire Department
(verbatim, in no order)
Happy to see public education at Passover Service for Burning Bread – Thank You!!
Thank you for all the department does, I look forward to working with you all.
Source of pride for us residents, and peace of mind!!
Keep DEI initiatives.
Things the Community Feels the Village of Buffalo Grove Fire Department Should Change
(verbatim, in priority order)
1.Program reaching out to the senior community.
2.Reducing cancer exposure.
3.Electronic inspection forms (plus others).
4.Share vision more broadly (like today!).
5.A person who is responsible for patient EMS information.
Things the Community Feels the Village of Buffalo Grove Fire Department Should NOT
Change (verbatim, in priority order)
1.Accessibility to the public.
2.Excellent service to the community.
3.Public education.
4.Community outreach.
5.The willingness of being a community partner.
Community-Prioritized Programs
Understanding how the community prioritizes the agency’s programs and services allows the
Buffalo Grove Fire Department to ensure its focus on resource allocation aligns. With that,
prioritization feedback was garnered with an instrument that compared the prioritization of the
programs and services offered by the BGFD. The results were as follows:
2025-2030 Strategic Plan
Buffalo Grove Fire Department
C O M M U N I T Y S T A K E H O L D E R F I N D I N G S (C O N T I N U E D )
Fire Prevention/ Public Education
Fire Investigation
Emergency Management
Fire Suppression
Emergency Medical Services
Specialized Rescue
0
10
20
30
40
50
60
70
31
11
33 39
61
35
6. Community involvement.
7. Passion for the community!
8. Great customer service and relationship!
9. Their professionalism and great training.
10. Staffing.
Page 28 of 43
18
2025-2030 Strategic Plan
Buffalo Grove Fire Department
B . A G E N C Y S T A K E H O L D E R W O R K
A group of agency stakeholders representing the various segments
of the BGFD attended a three-day work session to review the
community feedback, develop or revise the agency’s mission and
values, and establish a quality focus on the way forward in
developing this community-driven strategic plan. Additionally, the
process included an environmental scan in the form of a strengths,
opportunities, aspirations, and results (SOAR) analysis to better
understand the current situational aspects impacting the agency.
SOAR
The agency’s internal stakeholders utilized a strategic
environmental analytic method known as SOAR: where members
consider the organization’s current Strengths, Opportunities, future
Aspirations, and strategic Results to formulate a path for
continuous improvement. The SOAR process was conducted for
reflection, focus, and alignment with the organization’s vision,
mission, and set of values. This appreciative inquiry process
provided environmental scanning for strategic direction, associated
plans through the application of innovative ideas, and a positive
strategic framework that brings clarity to the agency’s vision for
leadership in day-to-day functions.
Strengths
Willingness to train
Destination department
Fire department flexibility
and adaptability – ability to
change our day
Awareness of public image
Training division –
opportunities, organization
Commitment to going
above and beyond
providing professional
services to the community
EMS/Fire equipment
Hiring process
Foreign Fire Tax Board
Funding sources
Aggressive firefighting
tactics and strategies
Health and wellness
screenings
Support from management
Public education for
seniors
The youth of the
department - embracing
technology and change,
health and wellness, and
wearing PPE
EMS delivery
Commitment to physical
fitness – Sorirnex
Access to progressive
technology Lucas, Sapphire,
Extrication
Commitment to education –
tuition reimbursement
Passion for quality and
innovation in EMS care
Personnel – work ethic,
experience, professionalism,
attitudes
Ability to bring forth ideas
Local/Administration/Village
relations
Support for special teams
Village support of the Fire
Department
Training opportunities
Fitness initiatives
Autonomy of decisions and
budget
Strong image from the public
perspective
We have a healthy budget
Positive and healthy work
environment
Page 29 of 43
19
Opportunities
Community outreach/public education –
seniors through community help/health
programs
Recruitment – diversity (reflect the
community) – not passive – increase
recruiting – active outreach
Make training more visible; showcase and
advertise what we do
Fleet – cost of vehicles, time to get, cost to
keep on the road, loss of vehicles during
service
EMS equipment needs to look/remain
current and professional while being
functional
Expanding apparatus committee to perform
repair work with Public Works
CPR class – add “Stop the Bleed,” first aid,
targeting schools and other businesses
Improvements to the training center – props
and technology
Full-time public educator
Add manning to staff a third full-time
ambulance
Increase training budget for more training
Use community data to match the needs for
additional department and bureau staffing
Increase communication between
management and line staff
Dedicated Special Teams vehicles
Community health program
Better communication between other
departments
Increase tuition reimbursement amount.
Information/Marketing – create a social
media page with info for the Fire
Department, not an afterthought or fill-in on
the Village page. Show the community the
great things we do every day.
Increase Special Teams membership
Encourage higher education
Better community programs
Aspirations
Community Internship Program
Leadership involvement and buying-in to the
future vision/planning
All members are physically fit and mentally
strong
Increase staffing – add a third ambulance
and squad to better serve the community
Ensure a positive morale for all employees
Prioritize the health/wellness of members
more
Modern facilities and technology to meet
the challenges of today’s fire service (wider
door widths)
Use data to improve services
Improve day-to-day schedule organization/
communication
Prioritize taking care of our own
Response model that reflects the
community’s needs
Have equal education/certifications/training
for all front-line staff
Better specialized equipment
Always have the best/newest
equipment/vehicles/technology
Ensure all employees are treated fairly and
equitable
Have a community health outreach program
Transition to community risk reduction from
the public education program
Be a destination department for new hires
Be the #1 EMS provider in Illinois
Achieve ISO 1 rating
2025-2030 Strategic Plan
Buffalo Grove Fire Department
Page 30 of 43
20
G R O U P 1 G R O U P 2 G R O U P 3
Ability to deliver a high
level of service
Improved candidate pool
Improved
firefighter/paramedic
health/longevity
Better relationship with
the community and
improved public support
Improved community
involvement
Improved public
education
More realistic training
opportunities
Reduction in vehicle
maintenance cost and
vehicle out-of-service
time
Lower injury and illness
Reduced insurance costs
Smoother operations
Higher opinion and
support from the
community
Develop community health
programs that reinforce the
need for Fire/EMS services as
well as personal well-being
The public/residents can see
our hard work, training, and
modern equipment by
training in the community
Social media posts show
residents where their tax
dollars go and that we are
worth it
Increased community
outreach across all
community demographics
Use data results for
improving justification of
program expenses
Continued recruitment and
retention of quality personnel
Increased revenue, less
reliance on mutual aid, and
decreased wear and tear on
the tower ladder
Continued support from the
community
Passion for quality
improvement in EMS care will
show in save rate, EMS care,
and customer -community
satisfaction
Increased utilization of
computers, software, and
technology
Increased use of PPE and
fitness programs – healthier
members
Continued recruitment and
retention of quality personnel
– mission success
Ability to fund initiatives and
provide exceptional service
Increased quality recruitment
Appropriate response to
mitigate emergencies
Improved buy-in and
cohesiveness in vision
Better/well-rounded
workforce
Improved outcomes for
patients, alleviate minor calls,
reduced costs (Medicaid,
Medicare, Insurance for
residents)
Allows front-line staff to do
their jobs better
Better prepared to respond to
anything
Better workforce to provide a
high level of service
Opportunity for growth
Atmosphere that fosters
innovation
Better outcomes for residents
The health of firefighters –
reduce loss
Transparency within the
department
Better outcomes for senior
patients and resources
Village trusts the Fire
Department
Better response time and
money for the Village
Increased transparency and
smoother transition to change
– SOPs
Better educated and well-
rounded – updated tactics
Better working relationships
with Village stakeholders
Better outcomes for our
patients with well-rounded
and equipped Special Teams
Results
2025-2030 Strategic Plan
Buffalo Grove Fire Department
Page 31 of 43
21
2025-2030 Strategic Plan
Buffalo Grove Fire Department
Programs and Services
It is imperative that agency stakeholders distinguish between
the core deliverables (programs and services) provided by
BGFD and those supporting services that help the agency
provide the core programs and services. With this
understanding, the agency stakeholders can further define
where the issues and gaps exist within the organization and
provide more of a basis for the environmental scan that is
conducted. To bring this understanding to fruition, CPSE
provided guidance and gained consensus understanding with
the entire group so that the difference between the deliverables
and the supporting functions were understood.
Challenges and Service Gaps
After sifting through data and feedback provided by the
community stakeholders, and the internal environmental scan
conducted, the agency stakeholders, by consensus and group
effort, determined that the following challenges and service
gaps exist within the BGFD. Each challenge or gap listed is
accompanied by the causal effects determined by the two
groups. They are then linked to the strategic initiative identified
by the agency stakeholders.
Page 32 of 43
Group 1 Group 2 Initiative Link
Personnel
Increase quality recruitment
Increase staffing
Training/Education opportunities
Health and Wellness
Membership
engagement/accountability
Human Resources
Staffing
Recruitment
Physical readiness
Mental Health/resilience
Leadership involvement
Health outreach
Diversity
Mindfulness
Personnel
Resources
Physical Assets
Fleet maintenance/management
Maintain technological standards
Station/Facility maintenance
Appropriate deployment to meet
community needs
Physical Resources
Station repairs
Apparatus repairs/maintenance
Fleet maintenance
Work orders
Equipment acquisition
Equipment at each station
Training resources
Modernize fire prevention
Physical
Resources
Internal Communication
Labor management communications
Communication between shifts
Communication from committees
Two-way communications – top-
down, bottom-up
Communications from Public
Education/Prevention
Pre-plans
Internal Communication
Enhanced internal communications
Communication between the shifts
Communication from staff down
Communication from officer to officer
Communication between EMS crews
Public Education to line crews (block
parties/fire drills)
Special Teams
Communication from down-up
Clarification of roles/areas of
responsibility
Internal
Communi-
cations
External Communication
Interdepartmental communication
within the Village – Public Works,
Police Department, etc.
Village stakeholder communications –
Park District, School District,
Businesses
Public Education initiatives
Mobile integrated healthcare
Communication with the public
directly
Mutual aid department
communication
External Communication
Public Works
Police Department
Make training more visible
Fire Department website
Building and Zoning
Communication with information
technology
Other departments
External
Communi-
cations
22
2025-2030 Strategic Plan
Buffalo Grove Fire Department
Page 33 of 43
23
Strategic Initiatives
Based on all previously captured information and
determining critical issues and service gaps, the
following strategic initiatives were identified as the
foundation for developing goals and objectives.
Personnel Resources
Physical Resources
Internal Communication
External Communication
Final goals with complete objectives, tasks, timelines,
and assignments are included in the separate
Management and Implementation Guide.
2025-2030 Strategic Plan
Buffalo Grove Fire Department
Page 34 of 43
Page 35 of 43
Page 36 of 43
B U F FA L O G R O V E F I R E D E PA R T M E N T
1 0 5 1 H I G H L A N D G R O V E D R I V E
B U F FA L O G R O V E , I L L I N O I S 6 0 0 8 9
Page 37 of 43
Page 1 of 1
AGENDA ITEM SUMMARY
BUFFALO GROVE VILLAGE BOARD
Committee of the Whole: October 6, 2025
AGENDA ITEM 3.b.
2025 Preliminary Property Tax Levy
Contacts
Liaison: Trustee Cesario
Staff: Chris Black
Staff Recommendation
Staff recommends presentation.
Summary
See attached memorandum
Strategic Alignment
Guiding Principle
Principle 1: Financially Responsible and Sound
Principle 3: Plan and Invest in the Future
Goal
Goal 1: Maintained effective village government: fiscally responsible and providing
outstanding, responsive services
File Attachments
1. COW 10.6.25 Preliminary Tax Levy
Page 38 of 43
Page 1 of 4
DATE: October 6, 2025
TO: Village Manager Dane Bragg
FROM: Chris Black, Finance Director
SUBJECT: Proposed 2025 Property Tax Levy
RECOMMENDATION
Staff recommends consideration of the total property tax levy prior to abatement of $23,044,854, a 9.1
percent increase from the prior year. With the proposed abatements, the net levy is $17,441,179, an increase
of 1.9 percent or $325,638 year-over-year.
Staff recommend a proposed abatement of $5,603,675 consisting of $736,938 on the series 2012 bonds,
$382,131 on the Series 2016 Bonds, $1,893,900 on the Series 2020 bonds, $992,650 on the Series 2022
bonds, and $1,598,056 on the Series 2025 Bonds
BACKGROUND
In conjunction with the development of the FY 2026 Village Budget, staff developed a recommendation
for the FY 2025 Property Tax Levy to be extended and collected in 2026. The current year’s levy (2024
Tax Levy/collected in 2025) is $21,123,080, minus abatements of $4,007,539, resulting in a net levy of
$17,115,541. The net levy was at the same level as 2023 for an increase of 0.0 percent. The components of
the change were the following:
2024 Levy Purpose Increase/(Decrease)
Corporate Levy 0.0%
Special Purpose/IMRF 0.0%
Public Safety Pensions 0.0%
Debt Service -1.5%
The initial levy request as part of the budget process (prior to abatement consideration) is $23,044,854 or a
9.1% percent decrease. The components of the change are as follows:
2025 Levy Purpose Increase/(Decrease) Amount
Corporate Levy 0.0% $0
Special Purpose/IMRF 0.0% $0
MEMORANDUM
Page 39 of 43
Page 2 of 4
Public Safety Pensions 5.6% $325,638
Debt Service 36.8% $1,921,774
Corporate Levy
The amount requested of $9,171,988 is the same as the prior year 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
services. The composite index includes the Consumer Price Index, Producer Price Index, and a construction
cost index. The MCI for the annual period ending August 2025 is 2.66 percent.
Debt Service
The current year’s debt service requirement was $4,342,808. Next year’s debt service is $5,938,944. The
debt service payment on the Series 2025 Bonds is included in the property tax levy for the first time. The
components of the debt payments are as follows:
Purpose
Debt Payment
Percent of Total
Series 2012 – Street Improvements (Various) $736,938 12.4%
Series 2016 – Street Improvements (Various) $382,131 6.4%
Series 2020 – Water, Sewer, & Street Improvements $1,893,900 31.9%
Series 2022 – Public Works Facility $992,650 16.7%
Series 2025 – Fire Stations 25 & 26 and Streets $1,933,325 32.6%
The Village will make debt service payments on five existing bond issues in 2026. The Village has
committed a combination of general fund revenue and water/sewer revenue to service both the 2020 Bonds
and 2022 Bonds. When factoring in these abatements, the debt service levy has not increased since 2019.
Pensions
An independent actuary calculates the amount to be levied for both the Police and Fire pension funds on an
annual basis. In the past, the Village has funded above the actuarily required contribution if financially
feasible while maintaining a stable property tax levy. The Village’s history of meeting its annual pension
funding obligations and high funding levels is an important element to our AAA bond rating.
The proposed levy exceeded the actuarily required contribution for the prior three years. From 2022 through
2024, the village’s levy exceeded the actuarily required contribution by $2.1 million. For 2024, the total
combined amount for the police and fire pension levies was $5,818,162, exceeding the required contribution
for the two funds by $376,700.
The 2025 proposed levy includes a fire pension levy of $2,615,212 and a police pension levy of $3,479,827.
The total combined amount for the police and fire pension levies is $6,095,039, an increase of $325,638
over the prior year. The increase in the actuarily required contribution was $654,100, $339,900 for the fire
pension fund and $314,200 for the police pension fund. Since the 2024 levy included an additional
contribution, the 2025 levy growth is less than the increase in the actuarily required contribution.
Page 40 of 43
Page 3 of 4
The Illinois Municipal Retirement Fund (IMRF) calculates the employer portion of the pension. The IMRF
and Social Security portion of the levy will remain the same as the prior year.
Equalized Assessed Values (EAV)
The Village’s EAV increased by 5.62 percent for the 2024 levy (collected in 2025). Buffalo Grove’s total
EAV was $2.03 billion. The change between the two counties was disproportionate as Lake County
increased by 6.59 percent and Cook County by 0.3 percent.
EAV calculations reside with each county’s assessor’s office. Lake County properties are assigned 80
percent of the total property tax burden for the Village. 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.
ANALYSIS
The tentative proposed levy prior to abatement is $23,044,854 or a 9.1 percent change. At this point in the
process the gross levy appears as follows:
Estimated Distribution of 2024 Property Tax -
Before Abatement
Cook County
Levy
Lake County
Levy
Total Levy
2024
Total Levy
2025
County Tax Burden 20.00% 80.00% 100.00% 100.00%
Tax Levies:
Police Protection 733,759 2,935,036 3,668,795 3,668,795
Fire Protection 1,100,639 4,402,554 5,503,193 5,503,193
Sub-Total: Corporate Levy 1,834,398 7,337,590 9,171,988 9,171,988
IMRF/Social Security 358,024 1,432,098 1,790,122 1,790,122
1,476 1,614 1,660 1,687 1,816 1,785 1,749 1,822 1,926 2,034
0
500
1,000
1,500
2,000
2,500
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
EAV 2015 - 2024
Mi
l
l
i
o
n
s
Page 41 of 43
Page 4 of 4
Corp. Purpose Bonds Roads (2012) 147,388 589,550 566,925 736,938
Corp. Purpose Bonds Roads (2016) 76,426 305,705 383,631 382,131
2019 Series GO Bonds 0 0 255,702 0
2020 Series GO Bonds 378,780 1,515,120 2,243,900 1,893,900
2022 Series GO Bonds 198,530 794,120 892,650 992,650
2025 Series GO Bonds 386,665 1,546,660 0 1,933,325
Police Pension 701,533 2,806,133 3,446,922 3,507,666
Fire Pension 527,227 2,108,907 2,371,240 2,636,134
Total 4,608,971 18,435,883 21,123,080 23,044,854
The proposed abatement is $5,603,675 consisting of $736,938 on the series 2012 bonds, $382,131 on the
Series 2016 Bonds, $1,893,900 on the Series 2020 bonds, $992,650 on the Series 2022 bonds, and
$1,598,056 on the Series 2025 Bonds . With the proposed abatements, the proposed net levy is $17,441,179,
an increase of 1.9 percent or $325,638 year-over-year.
It should be noted that a percentage increase or decrease in the levy does not equal the change in a
homeowner’s tax bill. Other factors including the change in EAV and redistribution of assessed values
across different real estate types (residential, industrial, commercial, and agricultural) impact each
individual bill.
FINANCIAL IMPACT
The proposed net levy is $17,441,179 provides an increase of 1.9 percent or $325,638 year-over-year in
property tax revenue.
NEXT STEPS
This proposed tax levy request will be formally made at the November 3rd board meeting as part of the
truth-in-taxation resolution. The truth-in-taxation levy growth (which excludes debt service) is estimated to
be 1.9 percent. A public hearing will not be required.
Page 42 of 43
Page 1 of 1
AGENDA ITEM SUMMARY
BUFFALO GROVE VILLAGE BOARD
Committee of the Whole: October 6, 2025
AGENDA ITEM 3.c.
E-mobility Update
Contacts
Liaison: Trustee Richards
Staff: Tara Anderson
Staff Recommendation
Staff recommends presentation.
Summary
Staff will provide an E-mobility update.
Strategic Alignment
Guiding Principle
Principle 2: Outstanding Village Services
Principle 6: Engages Our Residents
Goal
Goal 1: Maintained effective village government: fiscally responsible and providing
outstanding, responsive services
File Attachments
None
Page 43 of 43