2018-06RESOLUTION NO.2018 - 06
RESOLUTION ADOPTING AN AMENDMENT TO THE 2018-2023 BUFFALO GROVE
STRATEGIC PLAN
WHEREAS, the Village of Buffalo ("Village") has a population of more than 25,000
and is
therefore a "Home Rule Unit" under the 1970 Illinois Constitution; and
WHEREAS, the Illinois Constitution of 1970 provides that a Home Rule Unit may
exercise any
power and perform any function pertaining to its government and affairs, including but not
limited to the power to regulate for the protection of the public health, safety, morals and
welfare; to license, to tax; and to incur debt; and \
WHEREAS, the Village of Buffalo Grove has identified strategic priorities, initiatives,
goals, and action steps to pursue; and
WHEREAS, the strategic priorities include Service Optimization, Financial Stability,
Collaboration, Economic Development, and Infrastructure Sustainability; and
WHEREAS, the Village Board has written and wishes to reaffirm its Theme, Mission
and Values to coincide with its strategic priorities; and
WHEREAS, the Village Board wishes to update the plan to reflect the inclusion of the
Board Priorities; and
BE IT RESOLVED BY THE PRESIDENT AND BOARD OF TRUSTEES OF THE
VILLAGE OF BUFFALO GROVE, COOK AND LAKE COUNTIES, ILLINOIS, as
follows:
SECTION ONE: The Corporate Authorities of the Village adopt the 2018-2023 Buffalo Grove
Strategic Plan.
SECTION TWO: This Resolution shall be in full force and effect from and after its passage
and approval.
AYES: 6 — Berman, Stein Ottenheimer, Weidenfeld, Johnson, Smith
NAYES: 0 - None
ABSENT: 0 - None
PASSED: February 26, 2018.
APPROVED: February 26, 2018.
APPROVED:
Janet �Siiabian, Village Clerk
-n, Village President
VILLAGE
u ARM re
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Buffalo Grove at a Glace...............................................................................................01
Vision, Mission, and Core Values.....................................................................................02
Village Board Priorities....................................................................................................03
Executive Summary .......................................................................................................05
Strategic Planning Process.............................................................................................06
StrategyMap................................................................................................................07
PlanOverview...............................................................................................................08
StrategicPlanning Priorities.............................................................................................12
Service Optimization
Financial Stability
Collaboration
Economic Development
Infrastructure Sustainability
Buffalo Grove Action Plan..............................................................................................18
Service Optimization
Financial Stability
Collaboration
Economic Development
Infrastructure Sustainability
Appendix A: Previous Strategic Accomplishments.............................................................35
Service Optimization
Organizational Culture
Revenue Growth
Economic Development
Infrastructure Sustainability
Appendix B: Employee Survey Results..............................................................................40
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Estimated Population*
Population: 41,663
Estimated Education Levels'
High school diploma or higher: 96.6%
Bachelors degree or higher: 62.4%
Estimated Employment Status*
Population in Labor Force: 24,185
Employed: 93.5%
Unemployed: 6.5%
Population not in Labor Force: 8,935
Estimated Housing Units"
Households: 16,167
Single Family: 11,599
Multi -family: 5,065
Average Household Size: 2.57
Estimated Household Income"
Median Household Income: $94,391
US News and World Report School
Ratings
Stevenson High School: #5 HS in
Illinois
Buffalo Grove High School: #18 in
Illinois
Parks and Open Space
Acres of parks and open space: 400
Quality of Life Awards
The 46th Best Place to Live in the US
by Money Magazine -the only Illinois
community recognized in 2013
The 20th safest community in the
United States and the 2nd safest in
Illinois in 2017
The 4th most family -friendly
community in Illinois in 2017
Best Chicago suburbs for young
professionals in 2015.
Recipient of a 2014 Sunshine Award
by the Illinois Policy Institute for
transparency
`Source: 2009-13 American Community Survey, U.S. Census
Bureou
uffalo Grove is proud to be one of the finest
communities in Illinois with a diversified mix of
retail, business, and residential development.
The Village's current population is 41,663 and
covers 9.25 square miles. The Village is located
approximately 35 miles northwest of downtown
Chicago. The Village is governed by the council-
manager form of government that combines the
strong political leadership of elected officials in the
form of a Village Board, with the strong managerial
experience of an appointed Village Manager.
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The Village's Management Theme is "Achieving Excellence."
Excellence in Service Delivery: Continuously
evaluate programs and services to ensure they are
carried out efficiently and effectively.
Excellent Community Focus: Promote programs
and services which focus upon enhancements to
family values, social amenities, and enhanced
opportunities that contribute to business expansion
and success.
Excellent Organizational Dynamics: Ensure that the
organization remains accountable as it addresses
change and transition. We shall remain committed
to competent, dependable, and efficient service
delivery by all of our staff.
Excellent Fiscal Responsibility: Deliver valuable
public services in a responsive manner within the
parameters of adopted tax and fiscal duties.
Furthermore, we remain committed to managing
and maintaining public infrastructure and assets
with proactive services
Strategy: The Village's core strategy focuses on
fiscally prudent, high quality and differentiated
services to residents. Ongoing operations and
future services are defined in terms of short,
intermediate, and long-term strategies that reflect
the high-level service requirements, expectations,
and demographics of the community.
Efficiency: The Village strives to deliver products
and services in the most cost-effective manner,
seeking to minimize time and resources obligated
to core services and to lower the cost of service
delivery through competition, collaboration, and
innovation.
Culture: The Village maintains a culture of service,
loyalty, and dedication to our competencies
through adherence to a series of performance
metrics and accountability.
Technology: The Village's priority is to launch
technology as a means to provide better and more
efficient services to our internal and external
customers. We evaluate and implement the
newest technology as an ongoing effort to improve
efficiency and enhance communications.
Page 1 2
ECONOMIC DEVET,OPTvIEINT'
Goal
The Village will encourage and foster economic
development as a means to provide resources for
operational and capital needs as well as to
improve the quality of life of the community.
Policy Implication
Economic development requires systemic
reinvestment in existing and new commercial areas.
The Village Board will explore and adopt financial
mechanisms that allow needed reinvestment to
occur - in the planning and development phases
of redevelopment.
Prior Actions
The Village has previously approved revenue
sharing agreements for sales tax producing entities
(Hines Lumber, Connexion, auto dealers).
The Village considered a proposal to redevelop the
Buffalo Grove Golf Course property for a downtown
project.
The Lake Cook Road Corridor Study is under
development.
Specific Actions
The Village Board will assess successful projects in
other communities to gain an understanding of
financial, legal, land use and other tools available
to develop successful local projects.
The Village Board will explore establishing a
commercial brokerage relationship to seek and vet
potential projects.
For obsolescent, underutilized, environmentally
challenged and/or vacant commercial properties,
the Village Board will identify and make available
development finance mechanisms for the
redevelopment of the property, dependent upon
specific site/trade characteristics.
The Village Board will implement the goals adopted
in the Economic Development Strategic Plan.
Goal
The Village will allocate state shared revenues to
fund Ter II and Tier III services within five years.
Implication
State shared revenues will be allocated to one-time
and non -essential services based upon the
availability of funds.
Prior Actions
The Village Board previously allocated its non -debt
service levy to public safety expenditures, ensuring
a stable revenue source for this program area.
Capital reserve transfers are made at the end of
each calendar year, providing maximum flexibility
to the Village in allocating resources for programs.
Services have been assigned priority by Tier I, II and
III, and further used as a guide to develop resource
allocations.
Staff developed a comprehensive fee and fine
survey and rate analysis, which is used to compare
rates to comparable service providers.
Specific Actions
Generate revenue allocation profile by service. As
part of the program based budget, each service
will show its corresponding revenue source(s)
The Village Board will assess and provide direction
on any identified local revenue sources that can be
enhanced or implemented.
The Village will continue to pursue entrepreneurial
arrangements to sell external services to other units
of local government, where a net benefit can be
realized.
The Village will continue to provide services based
on core competencies, seeking alternate service
delivery models where practical and
Page 1 3
LEADERSHIP/ COMM UN1C AT*1ONS
Goal
The Village Board will strive to communicate
effectively and work cooperatively to achieve
common goals. The Board will respect and accept
differences of opinions and will work together in a
constructive manner that is both essential and
necessary to achieve its goals for the residents of
the Village of Buffalo Grove. The Village President
will take every opportunity to share information
regarding the President's activities and
communicate matters of important substance to
the Village Board, including summaries of meetings
attended.
Policy Implication
Effective cooperation is essential for the success of
the Village Board and the achievement of
identified goals and to accomplish what is in the
2018-2023 Strategic Plan.
Leadership
The Village President will reach out to the members
of the Village Board to provide information on
various agenda items. The Village President will
listen to Trustees and work collaboratively with them
to build a shared vision.
Prior Actions
N/A
Specific Actions
Village President/Trustee Communications: In order
to improve communication, the Village President
will make every effort to communicate with
Trustees. The Village President will share information
with Trustees on an ongoing and continuous basis.
To build relationships and mutual support,
interaction with Trustees will be a number one
priority. The Village President will always be
available to Trustees. Communication can take
place through telephone calls, emails, one-on-one
meetings and any additional ways to achieve the
goal of successful communication. Trustees will
contact the Village President with questions that
might arise.
Trustee/Trustee Communications: Trustees will work
well together by respecting and accepting
differences of opinions to enhance the decision -
making process. Trustee liaisons will provide updates
of committee/board/commission activities to the
Village Board that they feel are important to share
at Village Board Meetings on an ongoing basis in
sufficient detail to allow the Board to have a
reasonable understanding of the issues.
The Village Board will periodically review the Code
of Conduct as a guide for Board activities.
The Village Board will promote the Village of Buffalo
Grove and inform the public of its actions through
the Village News, ENews, FACEBOOK Page,
Community Development Information, etc.
Page 1 4
Strategic planning is a comprehensive and
systematic management tool designed to help
organizations assess the current environment,
anticipate and respond appropriately to changes
in the environment, envision the future, increase
effectiveness, develop commitment to the
organization's mission and achieve consensus on
strategies and objectives for achieving that mission.
Strategic planning for public organizations is based
on the premise that leaders must be effective
strategists if their organizations are to fulfill their
missions, meet their mandates, and satisfy their
constituents in the years ahead. An important
component of this process is evaluating the success
of past planning initiatives.
In 2012, the Village of Buffalo Grove embarked on
the development of its first Strategic Plan. As part
of the project, the Village contracted with the NILI
Center for Governmental Studies to assist in the
facilitation of the process. The majority of the plan
coordination and development was done internally
by Village staff. This lead to the adoption of the
2013-2018 Village of Buffalo Grove Strategic Plan.
Five strategic planning priorities were identified in
this process, which were Service Optimization,
Organizational Culture, Revenue Growth, Economic
Development, and Infrastructure Sustainability.
As the first plan was coming to an end, the Village
Board directed staff to update the 2013-2018 Plan
through the development of revised strategic
planning priorities; an assessment of organizational
strengths, weaknesses, opportunities, and threats;
and the identification of strategic initiatives, goals,
and action steps to achieve the strategic priorities.
Goals achieved through the 2013-2018 Strategic
Plan are described in Appendix A of this document.
The Strategic Plan involved the hard work and
dedication of many individuals. The Village Board
led the way with the support of the Village
management team. Village staff members from all
segments of the organization spent countless hours
developing a plan that would be outcome -specific
and measurable. Special thanks to Trustees Joanne
Johnson and Lester A. Ottenheimer III who served
as the Trustee Liaisons to the planning process.
Page 1 5
The Village Board directed staff to update the 2013-2018 Plan through the development of revised strategic
planning priorities; an assessment of organizational strengths, weaknesses, opportunities, and threats; and the
identification of strategic initiatives, goals, and action steps to achieve the strategic priorities.
Employee Feedback
representative sample of all village
departments participated in a series of three
face-to-face workshops. These meetings
were facilitated by Village staff members Jennifer
Maltas and Evan Michel, to assess the
organization's current strategic direction,
organizational capacity, and specific obstacles to
the development. A questionnaire that included
the same questions that were posed at the
employee workshops was developed and
distributed to every village employee to assess the
Village's core competencies as well as competitive
advantages. The information from the responses
provided keen insight into the Village's strengths,
weaknesses, opportunities, and threats. The results
of employee meetings and the survey are listed in
Appendix B of this document.
1
Development of Priorities
:`:..::`:':he results and conceptual themes of the
Management Team's data collecting initiatives
were compiled and grouped into the following
overarching Strategic Planning Priorities: Service
Optimization, Financial Stability, Collaboration,
Economic Development, and Infrastructure
Sustainability. The employee feedback focused
upon career development and more opportunities
for collaboration. Employees were happy with their
compensation and were focused on the next steps
in their career. This feedback is a major shift from
the information collected in 2012. During this period
there was a great deal of uncertainty in the
organization. The current employee feedback
demonstrates that the strategic changes during the
past five years have improved overall employee
morale.
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Senior Staff Feed Back and Review
_. ennifer Maltas and Evan Michel then met
individually with the senior leadership of each
department to analyze the employee data,
discuss departmental goals, and identify any other
areas for improvement. The results of these
meetings were discussed with all of the members of
the Village Board of Trustees. These findings were
used as the central tool in the identification of
Strategic Initiatives and Action Steps to achieve the
identified Strategic Priorities. These items are not
intended to be a comprehensive list of all goals
rather, the Initiatives, Goals, and Acton Steps, that
are the highest priority and provide specific
direction for the advancement and improvement
of the village.
Village Board Review and Approval
rustee Joanne Johnson and Trustee Lester A.
Ottenheimer III served as the Trustee Liaisons to
the planning process. They participated in
senior staff's evaluation of the employee data and
proposed priorities. A final draft of the 2018-2023
Buffalo Grove Strategic Plan was presented to the
Village Board during the October 2, 2017
Committee of the Whole meeting with approval of
the plan taking place in December of 2017.
Page 1 6
b� : 111 Niy♦.'i
In order to achieve the board's directive to identify Strategic Initiatives, Goals, and Action Steps staff developed
the following plan definitions and plan structure
ithin each Strategic Planning Priority, there are Initiatives, Goals, and Acton Steps that are developed
by staff based on direction from the Village Board and feedback from employees. Each Action Step
contributes to the performance of a Goal. Each Goal promotes the effectiveness of a Strategy.
Initiatives enhance the village's ability to promote the achievement of a Strategic Planning Priority. Each
Action Step includes the department responsible for its accomplishment, the Budget Program that funds
achievement of the goal, and a timeframe for completion of the goal.
• A broad statement about what the village is striving to achieve.
Strategic
Planning
Priority .
• An area of focus that will enhance the village's performance related to a Planning Priority.
Strategic
Initiative
• Defined activities that are measurable and contribute to the success of the initiative.
Strategic
Goal
-Specific projects, processes, or programs that are required to achieve the goal.
Action
Steps
Page 1 7
"'",".""he plan is comprised of five overarching
IN Strategic Planning Priorities based on feedback
xt received from employees, senior staff, and the
Village Board. These priorities direct the
development of the annual budget and guide the
Village's work throughout program areas. The five
overarching Strategic Planning Priorities are as
follows:
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Based on needs and expectations of the
community and prioritization of core services,
provide optimal service enhancing processes both
internal and external to the organization.
Maintain a positive financial position with a long-
term perspective by diversifying revenue sources,
aligning fee structures to adequately reflect service
demands, reducing the Village's reliance on
property and state shared taxes, and ensuring
revenues adequately fund services and
infrastructure needs.
Create and maintain an environment that engages
and empowers all employees, residents, and
organizations that serve the community in the
mission of the Village as well as encourage the
development of human capital and resources.
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Maintain and enhance the quality of life in the
community through on -going assessment, public
and private partnerships, and by leveraging
resources to meet community objectives. Create
an inviting environment for doing business in the
community through targeted communication and
marketing methods, consistent with the needs and
values of the village.
Infrastructure, which includes Village buildings,
streets, utilities, information assets, vehicle fleet, and
other assets necessary for maintaining service
levels. Plan for the financial resources necessary to
maintain current infrastructure, upgrade for
efficiency or enhanced capabilities, and plan for
the future infrastructure needs of the community.
Page 1 8
STRATEGIC INITIATIVES
GOALS
-
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MAJOR UPCOMING ACTION STEPS
Implement an online benefit administration
program
Develop a comprehensive plan to utilize existing
data collection practices to implement intelligent
policing practices
Investigate opportunities to sell water services to
smaller agencies and unincorporated areas
STRATEGIC INITIATIVES
GOALS
MAJOR UPCOMING ACTION STEPS
Evaluate opportunities for revenue enhancements
and cost containment strategies for BG Days.
Establish a strategy to fund the building reserve at
appropriate level
Examine dedicated funding source for Police and
Fire Pensions
Page 1 9
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STRATEGIC INITIATIVES
Citizen Employee
Engagement Development an
Recognition
Relationships with
Buffalo Grove
Entities
GOALS
Develop plan to improve internal
and management
Fosfer an environment! gather knowledge, learn best
practices, and new skills
Support! • recognize employee needs,
growth, and achievements
Assist other agencies preparing !
emergencies
MAJOR UPCOMING ACTION STEPS
Implement a plan to interview current staff
members to identify employee concerns and
opportunities
Develop plan to increase citizen engagement with
the Police Department through neighborhood
meetings
Implement a refresh of the village website
Establish enhanced public outreach for road
projects
Develop and implement a formal employee
onboarding program
Develop and implement a formal Village wide
employee recognition program
Develop a comprehensive plan to centralize and
standardize employee training
Develop and implement more opportunities for
departments to collaborate
Develop strategies to use a 501(c)3 to partner with
local agencies on programming
Establish elected official liaisons to local taxing
bodies
Page 1 10
STRATEGIC INITIATIVES
Moro
GOALS
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MAJOR UPCOMING ACTION STEPS
Update the Comprehensive Plan
Develop a vision for subareas and consider
creating a central business district
Schedule on -site visits at businesses or brokerages
and include the Police Department in visits
Enhance administrative forms and processes
J
STRATEGIC INITIATIVES
GOALS
MAJOR UPCOMING ACTION STEPS
Develop a comprehensive facilities study and plan
Implement new RMS and CAD System
Convert the Buffalo Grove Environmental Plan to a
Sustainability Plan
Page 111
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Below is a high level snapshot of important action steps within the area of Service Optimization.
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Page 1 12
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Below is a high level snapshot of important action steps within the area of Financial Stability.
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Page 1 13
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Below is a high level snapshot of important action steps within the area of Collaboration.
Develop
501 (c)3 •
•
11"111uhm
Page 1 14
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Below is a high level snapshot of important action steps within the area of Economic Development.
Page 15
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Below is a high level snapshot of important action steps within the area of Infrastructure Sustainability.
Page 1 16
Based on needs and expectations of the community and prioritization of core services, provide optimal service
enhancing processes both internal and external to the organization.
External Service Provisions
Strategic o l: Explore opportunities to improve customer experience
Action Steps Responsible Budget Program Term
Department
Develop plan to educate the community regarding
false alarm billing procedures to increase
compliance
i
Implement a plan to streamline liquor licensing
Finance
Administration
Mid
process
Explore opportunities for streamlining administrative
- —
-
-
and customer service process in the Police
R[iBi
i4aiifSlttiiri
Wi
Department
Strafegic GoW: Facilitate citizen participation in village programs
Action Steps Responsible Budget Program Term
Department
Develop a comprehensive plan to utilize existing
data collection practices to implement intelligent
g.
--T. s
iiV
policing practices
Strategic al: Implement an expanded portfolio of E-services
Action Steps Responsible Budget Program Term
Department
Explore the implementation of an online portal for
We
Adr iFtis#.<I
the purchase Real Estate transfer stamps
Explore opportunities to facilitate online payments
Finance
Administration
Near
of administrative adjudication payments
Page 1 17
Based on needs and expectations of the community and prioritization of core services, provide optimal service
enhancing processes both internal and external to the organization.
Intergovernmental Partnerships
Strategic C l: Achieve economies of scale through inter -agency cooperation
Action Steps Responsible Budget Program Term
Department
Implement investment tracking software to provide
additional oversight of the village's investment
.
• rO, *,W
portfolio
I -
Investigate opportunities to sell water services to
PW
PW Admin. Mid
smaller agencies and unincorporated areas
Strategic C iv Investigate opportunities to sell services to other communities
Action Steps Responsible Budget Program Term
Department
Explore shared services opportunities with other
:HijrnMdh
irY;it�
,.
�;�vng;
municipal HR Departments
ke�c61:
_
Investigate other opportunities to provide
overweight trucking enforcement and overnight
Police
Traffic Unit
Near
parking enforcement to other communities
Investigate opportunities to sell sign shop services to
PVC
M-KA -� .
"Mid
smaller agencies
Continue to investigate opportunities to share or
contract snow and ice activities with other
PW
PW Admin.
Long
communities.
Stralegic Goal, Work with other agencies to provide increased public safety services
Action Steps Responsible Budget Program Term
Department
Explore a shared services model for Incident
Command Vehicle with other fire agencies
Explore opportunities to share Administrative
Police
Tech Services
Near
Adjudication services
Improve communications with other communities
to streamline Joint Major Incident Command
Page 1 18
Based on needs and expectations of the community and prioritization of core services, provide optimal service
enhancing processes both internal and external to the organization.
Internal Operations
Strateaic Goal-, Instill a culture of continual process improvement
Action Steps Responsible Budget Program Term
Department
Develop and implement a retention and scanning
policy for all village records
Develop a plan to streamline travel and training
Finance
Fiscal Services
Near
reimbursement
Explore the standardization of all village forms
09
AdWd
Evaluate the role and structures of the Fire
Fire
Administration
Near
Protection Bureau
Evaluate the role and structures of the EMA
Seek accreditation of Fire Department
Fire
Administration
Lon!a-
Implement an online benefit administration
`1400r.
12rogram
Evaluate the use of Citdx versus locally installed
0VM
Administration
Near
programs
Assist in the creation of a performance
management consortium
Explore the current structure of Police command
Police
Administration
Mid
staff
Page 1 19
ijl
Maintain a positive financial position with a long-term perspective by diversifying revenue sources, aligning fee
structures to adequately reflect service demands, reducing the Village's reliance on property and state shared
taxes, and ensuring revenues adequately fund services and infrastructure needs.
Evaluate village programs
Action Steps
Responsible Budget Program Tem
Department
Evaluate opportunities for revenue enhancements
Finance
Budgeting and
Near
and cost containment strategies for BG Days
Reporting
Evaluate opportunities to streamline the payroll
Finance
Administration
Mid
process
Review non -core services the village provides
OVM
Innovation and
Anal tics
Mid
Streamline village administrative processes
Action Steps Responsible Budget Program Term
Department
Use Carte ra h to benchmark costs and services PW PW Admin. Mid
Page 1 20
i
Maintain a positive financial position with a long-term perspective by diversifying revenue sources, aligning fee
structures to adequately reflect service demands, reducing the Village's reliance on property and state shared
taxes, and ensuring revenues adequately fund services and infrastructure needs.
Appropriately fund reserves
Action Steps Responsible Budget Program Term
Department
Establish a strategy to fund the building reserve at
Finance
Budgeting and
Near
an appropriate level
Re in
Examine dedicated funding source for Police and
Finance
Budgeting and
Near
Fire Pensions
Reportin
Page 1 21
Maintain a positive financial position with a long-term perspective by diversifying revenue sources, aligning fee
structures to adequately reflect service demands, reducing the Village's reliance on property and state shared
taxes, and ensuring revenues adequately fund services and infrastructure needs.
Undertake regular review of village fee, fines, and rates
Action Steps Responsible Budget Program Term
Department
Create procedure to update fee and fine
Finance
Administration
Near
ordinance
Develop a listing of all locally controlled taxes and
Finance
Budgeting and
fees the Village current) does not assess
ReportingMid
Complete Water Rate Study
PW
PW Admin.
Near
Streamline village administrative processes
Action Steps Responsible Budget Program Term
Department
Streamline fire billing ordinance Fire Administration Near
Page 1 22
Create and maintain an environment that engages and empowers all employees, residents, and organizations
that serve the community in the mission of the Village as well as encourage the development of human capital
and resources.
Enhance current communication tools
Action Steps Responsible Budget Program Term
Department
Evaluate the cost associated with starting a "block
OV'M
Administration
Mid
party wagon" program
Explore the development of a Citizen's Academy
OVM
Communications
Mid
which covers all village services
Develop plan to increase citizen engagement With
Police
Community
Near
the police through neighborhood meetings
Relations
Evaluate the National Night Out Program
Police
Administration
Mid
Investigate the opportunity to host "pop-up" city
CD
Planning and ED
Mid
halls to share economic development information
Implement a refresh of the village website
OVM
Communications
Near
Implement strategies identified through the Citizens
OVM
Innovation and
Mid
Survey
Anal tics
Establish Village Manager blog to address current
OVM
Communications
Mid
issues in the community
Investigate an information technology platform for
OVM
Communications
Long
citizen feed back/eng agement
Complete Citizen Survey in 2020 to compare data
OVM
Innovation and
Long
from 2017 results
Anal tics
Establish enhanced public outreach for road
PW
Engineering
Near
projects
Evaluate the cost associated with starting a "block
OVM
Administration
Mid
party wagon" program
Page 1 23
Create and maintain an environment that engages and empowers all employees, residents, and organizations
that serve the community in the mission of the Village as well as encourage the development of human capital
and resources.
Encourage employees to grow and develop in each stage of their career
Action Steps Responsible Budget Program Term
Department
Develop and implement a formal Succession Plan
Fire
Administration raining
Mid
for all departments
Develop and implement a formal employee
Human
Recruitment and
Near
onboarding program
Resources
selection
Develop and implement a formal Village wide
Human
Training and Org
Near
employee recognition program
Resources
Development
Develop and implement a formal program which
Human
Benefits Admin
Mid
assists retiring e ployees
Resources
Develop and implement formal recruitment
Human
Recruitment and
Mid
strategy
Resources
selection
_
Develop and implement formal employee
Human
Training and Org
Mid
mentoring program
Resources
Development
Establish a plan to encourage a culture of
OVM
Innovation and
Mid
innovation
Anal Tics
Develop plan to improve internal communication between employees and management
Action Steps Responsible Budget Program Term
Department
Develop and implement a budget seminar to
Finance
Budgeting and
Mid
educate all employees on the budget process
Reporting
Develop an employee budget committee to
Finance
Budgeting and
Mid
provide input in to the process
Reporting
Explore opportunities for senior management to
Human
Training and Or
Mid
engaqe with village staff
Resources
Development
Enhance employee communication through
Human
Training and Org
Mid
employee portal and newsletter
Resources
Development
Evaluate and make necessary changes to the
Human
Benefits in
Long
employee compensation program
Resources
Develop strategies to enhance communication
OVM
Communications
Mid
with employees about general Village business
Develop a comprehensive cross training program
OVM
Administration
Long
between all village departments
I
Page 1 24
Create and maintain an environment that engages and empowers all employees, residents, and organizations
that serve the community in the mission of the Village as well as encourage the development of human capital
and resources.
Foster an environment where employees can gather knowledge, learn best practices, and new
skills
Action Steps Responsible Budget Program Term
Department
Develop a comprehensive plan to centralize and Human Training and Or Near
standardize employee training Resources Development
Develop a comprehensive training and Police Training Near
advancement plan for new supervisors
Support and recognize employee needs, growth, and achievements
Action Steps Responsible Budget Program Term
Department
Develop a strategy to highlight employees
Human
Training and Org
accomplishments via the e-news, newsletter, and
Resources
Development
Near
social media
Implement a plan to interview current staff
Human
Training and Org
members to identify employee concerns and
Resources
Development
Mid
opportunities
—1
Develop and implement more opportunities for
OVM
Communications
Near
departments to collaborate
Page 1 25
Create and maintain an environment that engages and empowers all employees, residents, and organizations
that serve the community in the mission of the Village as well as encourage the development of human capital
and resources.
Assist other agencies with preparing for emergences
Action Steps Responsible Budget Program Term
Department
Standardize pre plans for all buildings in the
village
Fire
FPB
Long
I
Standardize all Emergency Plan's for schools
Fire
FPB
I Long
Enhance communication and cooperation with area agencies
Action Steps Responsible Budget Program Term
Department
Develop strategies to use a 501 c3 to partner with
OVM
Administration
Near
local agencies on programming
Establish elected official liaisons to local taxing
OVM
Village Board
Near
bodies
Explore opportunities to share facilities with local
OVM
intergovernmental
Near
agencies
Relations
Explore shared services opportunities with local
OVM
intergovernmental
Mid
taxing bodies
Relations
Establish a comprehensive list of services provided
to the community by local non -profits and taxing
OVM
Administration
Long
bodies
Page 1 26
R L, F ��s,l l;f • [-'��,'�% Lt(`I' t�l�I_�ii ti�f;�..:
- _
Maintain and enhance the quality of life in the community through on -going assessment, public and private
partnerships, and by leveraging resources to meet community objectives. Create an inviting environment for
doing business in the community through targeted communication and marketing methods, consistent with the
needs and values of the village.
Develop business -friendly processes, programs, and practices
Action Steps Responsible Budget Program Term
Department
Enhance administrative forms and processes
CDOft
and To�11n :
Near
Recognize businesses that are new, expanding, or
are making a notable contribution to local
CD
Planning and ED
Near
economy and quality of life
Provide welcoming package and schedule a meet
C3
Planning and ED,
Near
and greet for new businesses
Evaluate opportunity to provide flexible work space
CD
Planning and ED
Mid
for entrepreneurs
Help broaden and enrich the labor pool for local businesses
Action Steps Responsible Budget Program Term
Department
Facilitate partnerships between the workforce
development providers and local businesses
CD
Planning -ond ED
Mld
Work with local businesses (particularly
manufacturing businesses) and high schools to
CD
Planning and ED
Long
foster awareness of advanced manufacturing
industry and other budding industries
Enhance workforce accessibility through
CD
t
Planning and ED
1.
Long:
partnerships with local businesses
-
I� Improve communications and relations with current and potential businesses, owners, and the
development community
Action Steps Responsible Budget Program Term
Department
Create a business e-newsletter
CD
lannln and ..
Near
Schedule on -site visits at businesses or brokerages
CD
Planning and ED
Near
and include the Police Department in visits
Develop regularly scheduled roundtable discussions
_ CD
Planning and ED]
Mid
Continue to work on the branding and marketing
®VM
Communications
Mid
campaign
Page 1 27
Maintain and enhance the quality of life in the community through on -going assessment, public and private
partnerships, and by leveraging resources to meet community objectives. Create an inviting environment for
doing business in the community through targeted communication and marketing methods, consistent with the
needs and values of the village.
Create a vision for community
Action Steps Responsible Budget Program Term
Department
Update the Comprehensive Plan
CD
Monnin • ar dID
Near
Develop a vision for subareas and consider
CD
Planning and ED
Mid
creating a central business district
Evaluate opportunities to expand municipal
Cp
i'iortrtingrnei:irD
Lung:
boundaries
Facilitate commercial development and redevelopment opportunities.
Action Steps Responsible Budget Program Term
Department
Create and update an inventory of commercial
ro ernes
CQ
Pic�r�r}ing and: �.
Mid
Continue to refine Buffalo Grove's planning,
CD
Building and
development, and permit processes
ZoningMid
Continue to offer site -specific economic
development incentives, while exploring
p
Piaridhg. aloe!-'W
Mid
opportunities to offer economic development
incentives for multi -site districts
Update the Buffalo Grove Municipal Code.
Action Steps Responsible Budget Program Term
Department
Revise the Sign Code
CD
8ildittg.and
Zoni
Mid
Consider developing a Unified Development
CD
Planning and ED
Long
Ordinance UDO
Update Zoning Code to reflect community vision
CD
�annii'tg.[�rYd, gip;
Long,
articulated in the comprehensive Ian
Page 1 28
•'T
Maintain and enhance the quality of life in the community through on -going assessment, public and private
partnerships, and by leveraging resources to meet community objectives. Create an inviting environment for
doing business in the community through targeted communication and marketing methods, consistent with the
needs and values of the village.
Improve accessibility to, from, and around the Village
Action Steps Responsible Budget Program Term
Department
Participate in regional transportation projects cD Plannin and ED Near
Maintain and enhance the Village's housing stock and market.
Action Steps Responsible Budget Program Term
Department
Diversity housing stock CD Nanning d d.ED Lori
Page 1 29
Infrastructure, which includes Village buildings, streets, utilities, information assets, vehicle fleet, and other assets
necessary for maintaining service levels. Plan for the financial resources necessary to maintain current
infrastructure, upgrade for efficiency or enhanced capabilities, and plan for the future infrastructure needs of
the community.
Encourage environmentally sustainable development
Action Steps Responsible Budget Program Term
Department
Promote energy efficiency programs
CD
Building and
Zoning
Mid
Establish sustainable standards for buildings and
PW
PW Admin.
Long
forestry
Participate in regional environmental planning
Action Steps Responsible Budget Program Term
Department
Implement Greenest Regions Compact 2 Finance Furchasina Lon
Review and evaluate current environmental actions
Action Steps Responsible
Department
Budget Program Term
Convert the Buffalo Grove Environmental Action
Finance
Purchasing
Near
Plan to a Sustainability Plan
Review fleet purchases against green options to
PW
PW Admin.
Long
determine optimal approach
Page 1 30
Infrastructure, which includes Village buildings, streets, utilities, information assets, vehicle fleet, and other assets
necessary for maintaining service levels. Plan for the financial resources necessary to maintain current
infrastructure, upgrade for efficiency or enhanced capabilities, and plan for the future infrastructure needs of
the community.
Improve accessibility to, from, and around the Village
Action Steps Responsible Budget Program Term
Department
Maintain, enhance, and promote multimodal PW PW Admire. Long
infrastructure.
Ensure that village facilities meet the needs of employees and the public
Action Steps Responsible Budget Program Term
Department
Develop a comprehensive facilities study and plan Oym Administration Near
_ Review current work cycles
Action Steps Responsible Budget Program Term
Department
Develop formalized replacement schedule for
Fire
Administration
Mid
capital equipment
Reduce tree trimming cycle to 5 years
PW
Forestry - Tree
Services
Long
Utilize information technology
Action Steps Responsible Budget Program Term
Department
Evaluate o ortunities for new in -squad technology
Police
Tech Services
Mid
implement new RMS and CADS stem
Police
Tech Services
Mid
Implement Cartegraph pavement asset
management module
PW
PW Admin.
Long
Page 1 31
Infrastructure, which includes Village buildings, streets, utilities, information assets, vehicle fleet, and other assets
necessary for maintaining service levels. Plan for the financial resources necessary to maintain current
infrastructure, upgrade for efficiency or enhanced capabilities, and plan for the future infrastructure needs of
the community.
Develop programs to assist residents with infrastructure costs
Action Steps Responsible Budget Program Term
Department
Explore low interest loans for residents facing
Finance
Fiscal Services
Mid
water/sewer repairs
Evaluate new sources of revenue
Action Steps Responsible Budget Program Term
Department
Investigate revenue sources for infrastructure
PW
PW Admin.
Long
improvements
Page 1 32
'I ,- p...ot 0 k�;.� : �;:' �:tJ l ��R� l a3 :;�7 [.,Z,a� t F9`��: 4. �' i..:- '_1. .''�'4 .� i .-:_ & . �_:...-�....
Strategic planning is a comprehensive and systematic management tool designed to help organizations assess
the current environment, anticipate and respond appropriately to changes in the environment, envision the
future, increase effectiveness, develop commitment to the organization's mission and achieve consensus on
strategies and objectives for achieving that mission. Strategic planning for public organizations is based on the
premise that leaders must be effective strategists if their organizations are to fulfill their missions, meet their
mandates, and satisfy their constituents in the years ahead. An important component of this process is
evaluating the success of past planning initiatives.
In 2012, the Village of Buffalo Grove embarked on the development of its first Strategic Plan. As part of the
project, the Village contracted with the NIIJ Center for Governmental Studies to assist in the facilitation of the
process. The majority of the plan coordination and development was done internally by Village staff. All of this
hard work leads to the adoption of the 2013-2018 Village of Buffalo Grove Strategic Plan. Five strategic
planning priorities were identified in this process, which were:
• Service Optimization
• Organizational Culture
• Revenue Growth
• Economic Development
• Infrastructure Sustainability
In this Appendix, a detailed description of each priority is provided as well as a list of the major strategic
accomplishments for each priority that was achieved though the life of the plan.
Page 1 33
SEPVICE OPTIMIZATION
Based on the needs and expectations of the community and prioritization of core
services, provide optimal service by supporting an adaptive and efficient work force.
Below are the major strategic accomplishments:
• Staff categorized all Village services into "core" and "non -core" categories
(Tier 1 through Tier 3 - Tier 1 being core services such as public safety, provision 1W
of utilities, and maintenance of infrastructure and Tier 3 being value -add
services the Village provides such as special events and public relations) which was approved by the
Village Board.
• Staff costed out all Ter 3 services, which assisted with necessary budget balancing strategies for FY 2014.
• The Village joined the GIS Consortium in January 2013. GIS Analysts met with each department and put
together a 5-year plan that laid out project priorities. This plan is updated every year. As a part of this
project, the Community Portal is now available for residents and the BG Connect application has been
launched.
• Implemented Cartegraph, a work order and asset management program for the Public Works
department. All activities that the Department manages are tracked in the system in order to get an
accurate accounting of the cost of all services the Department provides.
• Assisted with the creation and is a charter member of the GovITC, which provides opportunities to
leverage technology assets and gain highly skilled support services.
Implemented online police reporting for minor incidents so that residents can go online and submit
reports in lieu of coming into the Police Department.
• Revised the communications strategy, which included the use of social media allowing the Village to
reach out to its residents and businesses in a number of ways.
• Went live with online payments for business licensing, parking permits, and Police and Fire test sign up.
• Increased social services outreach to the community due to the increase in Police calls related to
mental illness.
• Completed a citizen survey of all residents that included benchmarking to other communities and a
presentation on strategies on how to improve ratings and resident experiences.
• Investigated the opportunity to deploy mobile tablets in the field for Public Works.
• Implemented a revised vehicle utilization plan in the Fire Department.
Page 1 34
ORGAINIZA110NAL DEVE1,OPMENT
Create and maintain an environment that engages and empowers all employees,
residents, and organizations that serve the community in the mission of the Village as
j� well as encourage the development of human capital and resources.
I '
Below are the major strategic accomplishments:
o
• Launched an employee Pay for Performance Plan and developed a mid -year
performance review program.
• Fully deployed a new electronic performance evaluation system.
+ Developed an Online Applicant Tracking system for new hires and volunteers.
• Established an employee Health and Wellness Program and provided participation incentives.
• Staff formulated a cross -training plan that will combine the Building & Zoning and Finance customer
service counters. The combined counters were launched in 2014.
• Identified and deployed scheduling software for all Departments that integrate with the Village's
financial software.
Developed an employee intranet with one location to host all support documentation for employees.
• Established a compensation strategy that includes a commitment to review all non -represented
positions every 3 years against the Village's comparables.
• Implemented a comprehensive employee appreciation program.
;VEND ROW111-
Maintain a positive financial position with a long-term perspective by diversifying revenue
sources, aligning fee structures to adequately reflect service demands, reducing the
Village's reliance on property and state shared taxes, and ensuring revenues adequately
fund services and infrastructure needs. Below are the major strategic accomplishments:
• Through cost cuts and revenue enhancements, the General Fund reserve is now
above the Village Board's goal of 35%.
• Implemented an administrative adjudication program that allows residents to
attend court locally rather than going to the County. This program also allows the Village to recoup
court costs and enhance revenues collected.
• Successfully utilized performance contracting for the installation of AMI water meters and LED
streetlights by partnering with other municipalities to drive down costs
• Reviewed the Village's fleet and eliminated vehicles based on operational needs.
• Staff presented the Village Board with a 5-year general fund pro forma that mapped out expenditure
and revenue profiles based on current trends, which exhibited what needed to be done to both
expenditures and revenue to reach the corporate goal of increasing general fund reserves to 35
percent by January 1, 2016.
• Implemented a program based budget for FY 2018.
• Reviewed and revised the Village's fee and fine structure, comparing the Village's fees and fines to 14
other Chicagoland municipalities. Fees and fines were revised such that they reflected the Village's
cost to provide the service or were comparable to other communities. Also updated the Code to
implement a comprehensive fee schedule.
Page 1 35
ECONOMIC DEVELOPMEN'r
Maintain and enhance the quality of life in the community through on -going
assessment, public and private partnerships, and by leveraging resources to meet
community objectives. Create an inviting environment for doing business in the
community through targeted communication and marketing methods, consistent with
the needs and values of the village.
Below are the major strategic goal accomplishments:
• Evaluated the development review process and created a streamlined approach to the Village Board
that includes process improvements and ordinance modifications. This included the merger of the
Planning & Zoning Commission, creating a one -stop shop for developers and residents. This merger took
several weeks off of the development review process making it more efficient for residents and
developers.
• Reviewed and updated the Development Ordinance to streamline processes.
• Worked with a Steering Committee to develop an Economic Development Strategic Plan.
Developed an annexation strategy.
• Began the implementation of corridor planning and market analysis for Lake Cook Road corridors.
• Presented to the Village Board example projects that demonstrate how a variety of economic
development tools that can be used to assist with successful projects.
Initiated several economic incentive agreements to assist the relocation and/or expansion of several
new businesses.
Assess and maintain reliable high quality infrastructure, which includes Village
buildings, streets, utilities (including water, sanitary sewer and drainage systems),
information assets, vehicle fleet, and other assets necessary for maintaining service
levels. Plan for the financial resources necessary to maintain current infrastructure,
upgrade for efficiency or enhanced capabilities, and plan for the future
infrastructure needs of the community.
Below are the major strategic accomplishments:
• Implementation of a Stormwater Utility Program in order to create a capital -funding source for
stormwater utility improvements. Created a 20-year Stormwater utility proforma to identify potential
future capital needs.
• Approved a Bike Plan and reviewed the Village's Bike System and Bike Plan to identify priority
connections and develop a plan to make connections.
• Developed and executed a plan for BGGC clubhouse and restaurant improvements.
• Assessed costs and benefits of a green fleet program.
• Evaluated the Village's facilities and develop a long term strategy for space needs and location of
facilities.
Page 1 36
A representative sample of all village departments participated in a series of three face-to-face workshops,
which were facilitated by Village staff members Jennifer Maltas and Evan Michel. These meetings assessed the
organization's current strategic direction, organizational capacity, and specific obstacles to the development,
as well as implementation of the strategic plan. These meetings facilitated discussion of the Village's strengths,
weaknesses, opportunities, and threats. The participants were then divided into small group to brainstorm
possible internal process improvements, cost savings, potential revenue enhancements, prospective new
programs, and opportunities for employee engagement.
A questionnaire that included the same questions that were posed at the employee workshops was developed
and distributed to every village employee to assess the Village's core competencies as well as competitive
advantages. The information from the responses provided keen insight into the Village's strengths, weaknesses,
opportunities, and threats. The questionnaire was open from April 14 through 28, 2017. During this period there
were 72 responses submitted by Buffalo Grove employees.
Jennifer Maltas and Evan Michel then met individually with the senior leadership of each department to
analyze the employee data, discuss departmental goals, and identify any other areas for improvement. The
results of these meetings were reviewed and discussed with the Executive Team and Trustee Liaisons Lester
Ottenheimer and Joanne Johnson. These findings were used as the central tool in the identification of Strategic
Initiatives and Action Steps to achieve the identified Strategic Priorities.
The results and conceptual themes of these data collecting initiatives were compiled and grouped into the
following categories; organizational strengths, weaknesses, opportunities, and threats. The results of the data
collecting initiatives were visualized as Word Clouds. They are visual tools that are composed of words used in
the survey responses, in which the size of each word indicates its frequency or importance.
Page 1 37
Page 1 38
What do you think are t1w greatestStrengths of the v:�.�" a
The employee feedback from this question coalesced around the following topics:
Employees: The overwhelming majority of respondents believed
that the village's employees were its greatest strength. Individual
responses stated that the level of customer service provided was
a key factor. They likewise credited the high level of individual
dedication and community pride that many employees possess
as an organizational strength.
] o Organizational thibutes: Many of the respondents credit the
` 3" vi �a W p organization's culture and sound financial footing as a key
f� strength. In previous SWOT analyses, this was considered a
Vllia9eOe weakness. However, the Village of Buffalo Grove has made a
concerted effort over the past five years to stabilize its financial
health. These efforts have allowed the village to strengthen and
expand many programs including training, tuition reimbursement, and equipment replacement.
CommunityAmenities: Respondents recognized that the greater Buffalo Grove community has many quality
amenities that strengthen the village as a whole. The most identified feature was the quality schools in Buffalo
Grove. Both Adlai E. Stevenson and Buffalo Grove High Schools are consistently ranked as two of the best
schools in Illinois. Likewise, the Buffalo Grove Park District, Indian Trails Library District and Vernon Area Library
District were noted as amenities that contribute to the strong quality of life in Buffalo Grove.
z xa ,s,y
t ........ .......:. x r.:w::
The employee feedback from this question coalesced around the following topics:
Lack of Business and Development: The vast majority of
respondents identified the historical lack of economic
development and business/retail support in the Village of Buffalo
Grove as the most pressing weakness. They noted that although
much work had been done to correct this deficiency in recent
years, there were still many areas that needed improvement.
The respondents specifically noted that the lack of retail options,
empty storefronts, and central business districts as areas of
weakness.
Aging infrastructure: Some respondents expressed concerns
regarding the aging of village infrastructure as well as
equipment. They noted that many of the village's facilities are becoming too small to keep pace with the
current needs of the village. Likewise, they noted that many of the facilities currently need or will soon need a
great deal of maintenance.
Communication: Respondents indicated that there was a compartmentalization of communication between
individual departments as well as between management and front line employees. They feel that messages
and the rationale for decisions are not communicated to a satisfactory level. This left many employees unsure
of the long-term vision for the Village or confusion on what was happening with economic development.
Page 1 39
�������������������������������������
The employee feedback from this question coalesced around the following topics:
New Economic Developmmenh The survey respondents identified
the Village of Buffalo Grove gneatemt's opportunity over the next
five years isnew business development. Many were excited about
the new revenue generated by the incoming VYoodmon's Food
Market. Likewise' respondents were encouraged by the
preliminary results of the Lake -Cook Rood Corridor Study. They
recognized that although these initiatives were still in process that
they would have long reaching benefits to the future of the village.
Expanded Municipal Service: Many respondents viewed the
expansion ofcurrent municipal services osomajor opportunity for
the village over the next five years. These services include the
selling ofservices toother agencies, increased EMS billing, Mobile
Integrated Health Care, and deve|opmenVonnoxution.
Community Outreach: A key opportunity identified by respondents was increased community outreach. They
felt that the Village of Buffalo Grove could engage its citizenry through the expanded use of social media.
Likewise, many in the facilitated group discussion recommended new concepts for programs such as a ride
along program, activities for families, and services that cater tothe village's changing demographics.
�Vf o��ilex
��U a - A, �������a�����������,
The employee feedback from this question coalesced around the following topics:
Dysfunction of the State of Ninois: The most pressing threat
identified bythe respondents was the dysfunction cfthe state
-in astTucture,
gmvernrnenL Although Illinois' budget crisis' which was ohU
ongoing duhng the inhznnuMon gmthehnQ process, has been
resolved; the long-term effects ofthe crisis will likely have long
lasting negative effects onthe fiscal health ofall municipalities '
in the state. Likewise, the underlying issues that caused the taxes
crisis in the first place have yet to be resolved by state `.���ing - Aoihg
'
Aging SeganizaUon: Respondents identified the aging of the
organization over the next five years as o major threat to the
VNo0* of Buffalo Grove. Many noted that long-time village employees are eligible to retire. These retirements
will cause the |Vsm of institutional knowledge. One similar fear is the threat of being unable to find qualified
candidates |ofill positions specifically in the Police Department given the current climate surrounding policing.
(2-hanging Expectations: Some respondents cited the changing expectations of the community as an ongoing
threat to the village. Many stated that the mantra of "do more with less" is unsustainable. The increasing need
for service without the corresponding resources will lead to staff burnout in the eyes of respondents. Likewise,
many were uneasy about the |ono of control and customer service that is associated with the privatization of
services.
IMPROVED SERVICE I3ElJVEDyTHROUGH BTYIPI�}YBE ENGAGEMENT
Part of the facilitated group discussions as well as the employee survey included questions that assessed
internal process improvements, possible cost savings, potential revenue enhancements, prospective new
pnognomo, and opportunities for employee engagement. This process provided an opportunity for front line
staff, which interacts with the public on o day-to-day basis, to shone their insights on how to improve service
delivery and increase value to the village's internal and external customers. Many of the participants and
survey respondents identified similar themes and methods for potential improvement. Below are the most
common onaos that were incorporated into the formation of Strategic Priorities, Strategic Initiatives, and Actions
Steps.
Are there any intemmm' pmmoemmem that you think cou"Id 1>a iinrinmveti to cmealm mffinkerauras for eltheoszmpImyaas or the
public?
Two major themes for internal process improvement emerged from the facilitated group discussions and survey
responses. The theme of centralized communication was repeatedly mentioned as m process in need of
improvement. Respondents stated the method inwhich information ix disseminated by management was
often compartmentalized and did not include onadequate level mfdetail.
Many suggested that more opportunities for foce-to-foce interaction with Deportment Directors to discuss
pressing employee concerns could begin to mitigate the problem. Likewise, many believed that
communication through technology, such osonimproved employee podo\' online services, and enhanced
vvebsitecould improve the communications process.
The second major theme for internal process improvement was cnnxy training. Many believed that their
departments were understaffed and did not have the same level of resources they once had. However, in this
time of diminishing resources and increased public demand, most recognized that increasing staffing was not a
sustainable solution. Several survey respondents identified cross training ofemployees mo m method to minimize
the impact otlower staffing levels.
D, ulleeanyam-omx�����ea8mocost rhat vo-xw»�,�
The predominant method the facilitated group discussions and survey responses identified for cost saving were
through the elimination or restructuring of programs. Representatives from the Public Works Department
identified the Holiday Tree Lighting Program and Light Pole Banner Program as esthetically pleasing but require
o great deal of staff time to perform. Likewise, many felt that the duration of Buffalo Grove Days could be
shortened.
Other respondents identified vehicle fleet management as an opportunity for cont savings noting that
enhancing the Village's preventative maintenance program for the Fin* Deportment fleet to catch small
repairs before they become large, costly ones could save money. Likewise, other respondents suggested the
outsourcing ofvehicle maintenance tomthird party.
Doyou see any opportx��it, es for r the;lreayOU W
ork?
Currently, the Village of Buffalo Grove provides limited inspection' water, and snowplowing services to
surrounding communities. Many ofthe employees that participated in the group discussions and the survey
identified the growing trend ofselling services tmother units oflocal government oxonexcellent opportunity tm
enhance revenue. They believe that the village could sell these services toother surrounding communities and
units of government. Several opportunities were identified and are listed in the Strategic Plan.
Page |w
Page 1 42
Are, there arkyrogntri e iflafe. offers that You ink could add mvalue wO res,idents ce the businese,
x rsulul
The entrepreneurial spirit of the employees of the Village of Buffalo Grove was demonstrated through their
responses. Many of the respondents identified service gaps that were negatively affecting the residents of the
village. Several employees suggested the creation of programs that serve Buffalo Grove's growing aging
population.
Additionally, staff identified the growing need to assist members of the community who are suffering with
mental health issues. Employees, specifically in Police and Fire, were very happy with the addition of the social
worker in the Police Department but noted that as the state continues to cut programs for the mentally ill more
services will be necessary.
Similarly, employees identified an opportunity to increase civic engagement in the community by building off
the success of the Citizens Police Academy and the former Citizens Fire Academy to other municipal services.
The program model could be used to educate the residents of the Village of Buffalo Grove how the Public
Works, Community Development and Finance Departments work. This program would provide residents a
greater appreciation the value of the services provided for their tax dollar.
Page 1 43