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2023-12-04 - Resolution 2023-34 - ADOPTING THE 2024-2028 BUFFALO GROVE STRATEGIC PLAN RESOLUTION NO.2023-34 RESOLUTION ADOPTING THE 2024-2028 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 i.ts 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 Board directed staff to develop a strategic plan based on the community vison, mission,core values and strategic goals to guide the organization's actions over the next five years. BE IT RESOLVED BY THE PRESIDENT AND BOARD OF TRUSTEES OF THE VILLAGE OF BUFFALO GROVE, F COOK AND LAKE COUNTIES,ILLINOIS,as follows: SECTION ONE: The Corporate Authorities of the Village adopt the 2024-2028 Buffalo Grove Strategic Plan. SECTION TWO: This Resolution shall be in full force and effect from and after its passage and approval. AYES: 6—Johnson.Cesario,Ottenheimer,Stein, Bocek,Weidenfeld NAYES: 0-None ABSENT: 0-None PASSED: December 4.2023 APPROVED: December 4.2023 ATTEST: APPROVED: .e��ti� Jane .Sirabian,Village Clerk Eric N.Smith, 'llage President �,�.a��.��„��a.s��,. ~�� Y� �v� ��"�v�,`��'.,�`-=� ��Y �� = � -....r��` ��` ''�J'=�%�-1�..kv��'+=4�``` �S%:'1.,'.w",,,."�%`�' • I � � . � . 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'� _ � ` � • • � • • • 2024-2028 STRATEGIC PLAN PAGE 1 TABLE OF CONTENTS PRESI DENT'S M ESSAGE---------------------------------------------------------------------2 VISION + MISSION----------------------------------------------------------------------------3 COREVALUES---------------------------------------------------------------------------------4 GO A LS-------------------------------------------------------------------------------------------5 AC K N O W L E D G E M E N TS--------------------------------------------------------------------10 ft\if1/7i/{t E��]t]']1]A,I^�Od�'3R�I7 37t�117'].Tf�ti�491[717�7ZrY1B]7�Tqi3lIAlf 7r1 7]71i 77a�]�1]t#= PLAN STRUCTURE • • � 0 o � oo o �, , � , o � . � . � . � . , s . , ( � ! ' OBJECTIVES I � _1 `-_.---�___------ _ ____----- - ____-_.______ _______-------------�- ACTIONS 2024-2028 STRATEGIC PLAN PAGE 2 .�;_ll_(_►�� DEAR BUFFALO GROVE COMMUNITY, � �� - -- ,- ;. It is with distinct pleasure and anticipation that I present ;�� the 2024-2028 Strategic Plan-a testament to'the collective vision,dedication and spirit of our community.Crafting this � strategic roadmap required collaboration, innovative thinking and commitment to building a brighter future for Buffalo Grove. ' ;,� � The importance of defining and clarifying the vision, mission and core values of our community and organization cannot be understated.These components serve as the bedrock upon which sustainable growth and community engagement are built.They guide our decisions,ensuring alignment with what we stand for and where we aim to go. Our journey began on in November 2022,when the Village Board ratified our partnership with Lyle Sumek Associates.Through comprehensive interviews with the Village Board and senior staff, our community's strengths,assets and challenges were unearthed.These conversations provided the groundwork for crafting our mission and vision statements that echo the aspirations and values of Buffalo Grove. A notable milestone was the Strategic Planning Citizen Summit held in May 2023 at the Alcott Center,where 34 devoted community members delved into deep discussions focused around the future of Buffalo Grove.Their insights and ideas were invaluable,shedding light on various facets of our prospective future.These perspectives were seamlessly integrated into the 'Moving BG Forward initiatives,'the comprehensive plan and community branding, underscoring the importance of collective input in shaping our path forward. This Strategic Plan is more than a document. It's our shared dream for Buffalo Grove. I deeply appreciate and thank everyone involved,from community members to the Village Board, Lyle Sumek Associates, and our indefatigable Village staff.As we turn the page to the next chap.ter,we do so with clarity, purpose and a shared vision. Warm regards. �_°� Eric Smith,Village President 2024-2028 STRATEGIC PLAN PAGE 3 - - _- _ - "�� In 2038, Buffalo Grove is... �� ;I i � visioN �� a safe, beautiful and vibrant community. � � ; � :--, ' a community with outstanding public schools, ; �� , 1,�' great neighborhoods, leisure experiences and � ' ;'� ,`� �, �`� home to a stron and diverse local econom . � �� , �� g y �� _� � � �- an inclusive and welcoming community. � � '� � ;f �__� -- ____._ _� __.____--___�—_ - ___ -..--� -_ — _�� i�_�- - �__._-- ------�_ - - �_, �__�_.i � �� '� i ' M I SS I O N In Buffalo Grove, our �+ ;� Village government... , � ;� ,, , acts in a financially responsible and sound !� ;; �.----, `�,�� manner as we provide outstanding municipal ;� ;� ;;;'��-�---�� scrvices and plan for and invest in the future. ' :� ��; +;� ,,�.. ,�<,�; �� j� � t � ;_ �� '�i i � is a high performing team who partners with ;� ; ' ' \.`��;�1` � � : � local government districts. a� ,��.�_-��/ f ;� `----�` , engages with and builds our Buffalo Grove !I � a( � community. �� —=-- __—-_____._— --- � - - _------- —__---_� I • � � • � � �� . - - - . . . - - - . .- .- . . . - . ._ . - .- . . .- . . - . . . . . . - - . _. . - - - .. -. - . ._ . .- . . - - .- . . . . - . _ . - An unwavering commitment Collaboration,proactive to public service that is problem solving and data- courteous,fair;friendly and �� ► driven decision-making timely,grounded in enhance outcomes. empathy and genuine ,�� Efficiency and effectiveness concern for the community. are the cornerstones of Individuals are efficient and operational excellence. serve as ambassadorsfor Actionsalign with the the Village. Village's overarchingvision, mission and goals. • • • � • � • � GO RE Innovative and Presentation of � � forward-thinking well-researched, �Q Q objective and + + VALU ES = mindsetthat data-driven chatlenges the recommendations status quo and that consider anticipates alternative solutions. trends and Daily competence potential issues. paired with a passion , � . Constantly seeks for service,a to learn from commitment to setbacks and add personal value.Open- development and � mindness allows best practices and_a � ♦ Free share and persistent focus on acceptance of new achieving optimal ideas to benefit results. Actions are consistentl the greater y Discouraging isolated community. legal,ethicaLand thinking or"silos," transparent.Clear assistingpeers, expectations are set, maintainingtransparent accountability held and communication and promises are keptwhi[e understanding rotes. respecting diverse opinions Active participation and and acting in the engagement wifh various communiiy's best interest. units,,departments,and Reports and the broader community is recommendations are always essential. unbiased and meritbased. 2024-2028 STRATEGIC PLAN PAGE 5 GOAL � VALUE TO RESIDENTS MAI NTAI N E F F E CTIVE For residents of Buffalo Grove,the Village �� guarantees responsive services taitored to the vl LLAG E GOVE R N M E NT, community's unique needs,a forward-looking investment in ourfuture and a responsible tax FISCALLY RESPONSIBLE AND ratecomplementedbytransparentfees. PROVI D I N G O UTSTAN D I N G, Furthermore,we take pride in delivering outstanding customer service and consistently RESPONSIVESERVICES reliableVittageservices,ensuringanenhanced living experience for every member of our OBJECTIVES Buffalo Grove community. • Maintain the Viltage government"AAA"bond rating and ___ i;-., - < <f-.�;-;�--� � :,.h��,� ca acit to borrowforfuture investments. -'. � '' > � ' � �' " ��..r '" `'• p Y � ��;�'=`�'>Ft'��. � -. � • Recruit,deve(op and retain top-quality Village staff �}�� ' '� = �t�'�� '%�+*.�`�,,'•'�'-^�`;:'��"� 1 / —_ '��:��"�=. � . J2 a�YN r%� committed to serving the Buffalo Grove community and the �,-�� __ =..;...:;,5.�;:� �;�`�,\y;;,E.�: �j� Villagecorevalues. y'_' - � , ' ,`��.='',"��,`t�� --' ' .�.�*"-r "�� • Have sufficient resources to su ort defined Villa e �� ?�;�: ' 'H�:�'�t . ',� �.��r'Y` pP g , � f'l.�•�1 '� `_.;;n �` � . services and investment in the future. � •�;� , � � '' ?," • , '�"�i��`�''�'_'��;�� • DeliverVillageservices in a cost-effective manner. r ' � �`��'�r' i��r �� j��`�' � ''}�'^ .rt � �. , i�.a,.'�y*� . �, • Deve(op new,innovative ways to deliver Village services �%'�' L ^� ki� �-"� 'rr�� :'�5 ,�� -•�, , ; ' ,. . �;,�..,�,� �^,, ��' and to invest in the maintenance and upgrade of Village � �' '', ;,� ;�' .,.-�� ' ,��;, rr y�,:��'��, infrastructure and facilities. �� 4 �-''-' � �"�_� "��*"�,- 1 ,�� .t� r_ � X ';�---,•��}•. .� • Maintain,upgrade and replace Vitlage buildings,facilities � '''�- �' � F�r�,,',,�;� -..� �� and infrastructure. � a� _ �;;,�,�°��` - r .��= i F ' ,~� � �r � ��-.�.��"� �y � F �� r��' � '��i,�� F�r'stTh ��.'; '�-;` �,� y Y TOP POLICY ACTIONS (18-24 MONTHS) v`� . },r"rxY# ,'� ��_��r{t_�� • ComprehensiveVillagecampusfacilities:Current/future. ��,� Fr ; .-�r' -_ --�� Needs assessment,report with findings and options, '�`�� k x � � � _ direction and funding mechanism. ��`� ' �`; , ,�`�*� .'��,,,,� � �`�,�4 • Police and fire pensions:Update report and direction. �� _ � ;� .,,�,'�>'�,�,��', • Stormwater management policy and plan:Review, "�'`'�� --�'�--- �— -` t direction and funding(Farrington Ditch). `�� -"`�-j.i� �� '� ;�,�� ' " TOP OPERATIONAL ACTIONS �.� � �� '~� `�ti � - �''�� .�; ` ��. (18-24 MONTHS) .�-=- `�� ,�,� �..:- • Fire management succession planning:Next steps. � �y' � .^�--y��h ,, �� :� i F'� ` � �;,v ..�. � � -��-y • New personnel policies update:Completion/adoption. 3 '��'' '�r��µs-�" ..,_�.� _ '�' .,�.. 2024-2028 PROJECTS + PROGRAMS L r' -"`� �` � _ • Internal Village government diversity,equity and inclusion initiatives:Definition,research,direction and initiatives. • Fleet asset management/software:Implementation. • Parking lot resurfacing:West lot completion. • Traffictrailersstructure. - • Flood Insurance Program:Anatysis and direction. • Rolling Hi(ls Street Resurfacing Project. • Aptakisic Creek Trait Project study and funding. - • SCBA equipment repfacement:Funding. — • External CPR devices:Funding. 2024-2028 STRATEGIC PLAN PAGE 6 GOAL 2 VALUE TO RESIDENTS Throughout Buffalo Grove,we prioritize a EN H A N C E D harmonious and consistent aesthetic that not BEAUTIFUL SAFE ontysafeguardspropertyvaluesbutalso � defines our unique character.Both residents AN D S U STA I N AB LE and visitors can take solace in an environment that radiates safety.Our distinctive entrances NE 1 G H B O R H O O DS seek to showcase Buffalo Grove's uniqueness, white our dedicated Police Officers remain accessible,fostering opportunities for OBJECTIVES communityinteraction and rapport. • Have well-maintained lots,businesses and homes through —__ proactive property maintenance codes and compliance , .-----�-��-r�—"~ —�� program. �,.�° .c�..,... ' .-`�r'a.�� =--�•';�; • Have well-designed,attractive new developments and �� r"�`�' ""$`A� buildings and homes incorporating green,open spaces. • Have attractive,distinctive entrances and entrances signs. �-�-----.=-- • Have well-designed,well-maintained Village facilities, � -._-� ;--J.`� infrastructure and properties. a �` �,�s.=� ~-=; • Institl a proactive community policing culture throughout �±, the Police Department. '��'`t'a ``�� _.. TOP POLICY ACTIONS (18-24 MONTHS) �{a ,�,� ��-�� • Mental health policy and strategy:Needs assessment, � � " community partnerships,Village role,direction and � ' �� funding(including Police's Crisis Intervention Team). , � � _ -`- � TOP OPERATIONAL ACTIONS {=�:;,_��1�, �" � � `�' - (18-24 MONTHS) � �� - ' � . �.�=�' • Police strategic direction and proactive community � �-��--�, -"`�_^�;;�� " policing culture:Implementation actions and Board - � - � �-. � update report. o Command staff reorganization:Completion. y` o Community engagement actions. s��. � � � � o Social work programming. �t 2024-2028 PROJECTS + PROGRAMS � ; • Village sustainability policy and plan:Goals,direction and _ � � ` development. • Electric Vehicles:Village government and community: Report with options,direction and Viltage actions. � • Property maintenance codes and compliance refinement: `J Problem identifications,goals/outcomes, compliance/enforcement philosophy,direction and + � I funding. � � ,� • Neighborhood Watch Program Promotion:Direction and , , . Viltage action. I 2024-2028 STRATEGIC PLAN PAGE 7 GOAL 3 VALUE TO RESIDENTS STR E N GTH E N E D In Buffalo Grove,residents enjoy seamless access to essential information,programs,and B U F FA LO G R OV E services.The community thrives on opportunities for involvement,allowing C O M M U N I TY I D E NTI TY everyone to contribute to its betterment.The we(coming ambiance ensures everyone feels AN D P R I D E at home,fostering a deep-rooted pride in being an integral part of our community. Moreover,ourVi(lage partners play a pivotal rote in continually enhancing Buffalo Grove's O BJ E CTI VES community spirit. • Support strong community events and festivals— bringing Buffalo Grove together and attracting visitors. • Enhance Buffa(o Grove as a wetcoming and inclusive community. • Encourage,support and provide Buffalo Grove resident opportunities to contribute to our community. • Have diverse methods for involving residents in Village governance and civic affairs. ' • Expand Village outreach and communications programs with our residents and businesses—informing,involving andseekingfeedback. � - • Have a dynamic,proactive marketing program for our �. Buffalo Grove community—sharing our community assets,uniqueness and value. � - ,�� ' .e .__ t TOP POLICY ACTIONS (18-24 MONTHS) �'-'� � ``_ � / �� - � a�te • Community Branding Initiative:Strategy and �'�� ,a; � � - implementation plan,including brand standards guide. '� K:_ ;19 t�n�=• �A '�� ,.�iz ' `� „ � "� '�`�.� a a � 1 TOP OPERATIONAL ACTIONS '� -, (18-24 MONTHS) � -3't 'y • Welcome packet enhancements. - ��' • ChatBot with SM5 texting feature. ; ' � � � '�� . � ,� r� i ',�3�7;a, , � _ 2024-2028 PROJECTS + PROGRAMS ' �� . _. , r� ^ � 1�� • Civic education program/academy development. "" ' " ik�,- �� • Inclusive community strategy:Best practices,direction � �"�� and Village actions. ' . ��.y • Block party program enhancements:Outcomes,best practices,report with options,direction,funding/actions. " • Community events poticies:Village Role and direction. • Community services project for students(with school - districts):Concept,best practice,direction and actions. � • Major signature community event:Outcomes,best practices,report with options,potential partners, direction,funding and actions. 2024-2028 STRATEGIC PLAN PAGE 8 GOAL � VALUE TO RESIDENTS BUFFALO GROVE IS A �nBuffaloGrove,weofferdiversehousing options catering to every generation.The town VI BRANT AN D I N N OVATIVE boasts a plethora of dining and entertainment destinations for residents to relish.Our COMMUNITY: LEADING EDGE communitytakesimmenseprideinitsvibrant and innovative spirit.The commitment from O BJ E CT I V E S the private sector and deve(opers reinforces • Develop variety of housing options induding rental homes, the town's growth and potential.Furthermore, apartments and townhomes. we continually focus on.bolstering our • Have mixed-use deve(opments with green,open spaces. �ommerciat tax base,ensuring a prosperous • Complete`The Clove"development consistent with vision, future for the Vittage. ptans and development standards. � • Revitalize the Dundee Road,Lake-Cook Road and f Milwaukee Avenue corridors to be vibrant destinations for ; our Buffalo Grove residents and attractingvisitors from the � region. • Have a regional reputation as a vibrant and innovative community. � ,�-�' �� TOP POLICY ACTIONS (18-24 MONTHS) : " • Comprehensive Plan update:Review,revision and ��-� adoption. � = " "' "' o Housing:Gap analysis,market reality and policy _. direction. �� i o Public transportation:Needs assessment,options, ;��: j' direction and funding. r� ,�� • The Clove development:Next Steps including open space design,programming and funding for Clove Park. --r�=� ~ �==�:_:�=:r'..�-�'=� .�'.:p--�-=-'.-. ��---=-=�'"=ar--��--�..� TOP OPERATIONAL ACTIONS ='==''""=� " `��=�----�==;�.�' (18-24 MONTHS) �:'--=�'��— �; �M-..�..-- ,.�,,,^— �.�_ =,�..��— • Lake-Cook Corridor Plan:Implementation. �—:i � �� o Lazy Dog Restaurant:Opening. " - � � �' - o NCH outlot deve(opment completion. r�r;':�� r - ' � :,+,�rflAi 2024-2028 PROJECTS + PROGRAMS ��;�� ' � � r '�'" • Senior/empty nester housing development. „�_ _ � • Milwaukee Road business redevelopment(developer- ::�-�- "� driven). ' Y��. ` �� "'�� • Cambridge Commons development. "A_ '��''�` + ` • Diversified Housing Policy and Plan:Definition,goals, ''`�� ``� " Viltage role,best practices and direction. • Otder commercial/retail renovation:Goals,direction, � . �, :, incentives and Village action. ��, ; - - :k��,�';�.;�-��"�',:,.�`?�w�y�fi;'�`- • Village code update:Review and revision. � L,--n7:`:- �;� '�;�-�»`a-;�;��:,�2��';�"�� 4, _ ,� `'�t _ 1..: �uu - �-_' { -% • Retail DevelopmentAttraction P :Dir " , 's ,-„> '��.�`=" ,T » �'�'�' " " tan ection and '� ;�:�i. ' � � F Q''- �.�r,�-:� °;, 4. "�2 k�i".t � �.`."r�'�5=3 0 �!'i :s � mr.�'r� develo ment. -� .�a;,;,�t. .,,_ �x., ;:s =~�r;`�i; ��. � �- _ _Yi'�S t�. ___.�': �. • Annexation:Poticy direction and Viltage actions. •d 2024-2028 STRATEGIC PLAN PAGE 9 GOAL rJ VALUE TO RESIDENTS In Buffalo Grove,residents have ample choices M O R E LI VA B LE for leisure,eliminating the need to venture B U F FA LO G R OV E outside the community.We prioritize offering experiences suitabte for all generations, CO M M U N ITY WITH fostering both fami(y and intergenerational bonds.Our community places a strong LE 1 S U R E EX P E R I E N C E S emphasis on mental heatth and we(lness for FO R ALL both individuals and families.Moreover,we provide numerous spaces where residents can come together,meet neighbors and cherish moments with friends. ,�" -•.-��, .`k �.,� `'_,.�r � `p ,��:: .�� f'_ OBJECTIVES - , .- Y �`� � �`��"'� � •, „�, �ry ,.��.% � _j��' y • Attract quality restaurants for families,for parents on �L'•; ;_'•_ .�.r _ �'� � q A: � _.h�:�S their ni ht out and seniors. ;s,: '��' =' '� � �' :,-R�✓f � �'�c b E � �. , �' . • Maintain and enhance recrea.tional areas,including �,,,�;� ,,� �.'= � '. � , _ y,��' ; ""� golf,open space and'/or other leisure activities. � '-�-;.��;�3. "� � `� 'y 1 _ � �..; .� . � '� • Have entertainment o tions with our Buffalo Grove � ,"�.��"�` �` ".�`n�'� ' ` p � � Y��a�-�-'.�'"',;�; • ��+ communitY• ,, .�,.,.,,3" ? � �" .�, • Expand leisure and recreational programs for all ' '� �� . '�` � ; , �� . including diverse cultures and all generations. � �`��`- `''�' ` .�-: , :,� •� .. �,- :�"�; TOP POLICY ACTIONS (18-24 MONTHS) ' , � . • The Clove Park Plan:Vision,plan development,funding ,; � '�� } d ` �, I 1� " andprogramming. - ��_ "4� �� ,n-;� ;� TOP OPERATIONAL ACTIONS "�' ' � �q � � ' ,�� (18-24 MONTHS) � i ' .� • Business development/attraction approach:Update ��%'s �� report related to restaurants and experience-based � businesses. • Economic Development Policy:Review. ��- .y�. a!�f. . 2024-2028 PROJECTS + PROGRAMS � '�. � { •;. � • Fo d �- o truck venue/events:Concepts/outcomes,best practices,Village role,report with options,direction - and Village actions. • Golf Course:Review,enhancements and next steps. • Children/famity venues and programming � development:Concept/outcomes,best practices, �;; - � potential partners,reportwith options,direction, �� - �..��>� funding and Village actions. - _— _ �� `�� ''�• . ,�.� ;_ `4-�- ". " ...t�,`j.,_�;,�;.1 � �;��: � �,:�,_:�; --_ � .:.��'-'"� ,�-.,�,�, � ^ � .,. � �_ �.��}-�� IE�"�=."��-- ' --: , .,; ,.:�. K:'C��. .� �n..'i'a'�JN"�.,.,-. I 2024-2028 STRATEGIC PLAN PAGE 10 ACKNOWLEDGEMENTS The 2024-2028 Strategic Plan was crafted thanks to the collective efforts and invaluable contributions of numerous individuals in the organization and greater Buffalo Grove community.The visionary Village Board,Viltage Nlanager Dane Bragg and senior staff shared their unwavering commitment and tireless work to shape the vision and goals outlined herein.Appreciation is also extended to Vittage stakeholders,partners and supporters,whose collaboration and insights have enriched the plan's guiding principtes.Speciat recognition is offered to Lyle Sumac Associates and Assistant to the V.illage Manager Evan Michel for(eading this initiative,from the in-depth research and engagement ' efforts,to drafting,development and refinement of this final document.Vil(age teadership looks forward to implementing this plan with the same unity and determination that brought about its fruition. , � ��:�� , `� t� - � k '� �� I� �� _ �'� �� j; �, � �� ,� , t "� ✓ _n, � �'� � \ � � �� -� �.;,J .�; , ' t� � �'� . . � . . . � • - - • - - - � . - - • - - • --�. �'� � .�'r � � ;,�- �=` ,� � � ,�-��" ��l . � �� . . . . . - . . . . . - . . . - . . . - - : . - I 'i � i 2024 - 2028 STRATEGIC PLAN VILLAGE OF BUFFALO GROVE 50 RAUPP BLVD, BUFFALO GROVE, 1L 60089 WWW.VBG.ORG • 847-459-2500 • • • . ' I � • �� . • • . . " � '�P,,� i �� j ��/!//fr�k$ �� -'�s I� .� �.� ' ��---� � �� " ...:.�:�.k, � � -- -,"��„'' a. `�;z.; _ X �;�. - �3� .:, _ ,� , �. �>��a - , :.'. :��iiyiiY�l . ��aoa��ai s, , -... • �, _ '�' 6 ena aiaiiai� -'"�"'.� �,.:�. - �.__ ,� `�� ' a�ioaniee�eaa� , ,..,': ��'� oap��a�oo .'q+- }, � ';.e"""`�, _rf �u^� �: �`F '"V'�'` i � '�;, �. � r '�.� �`_6. j.` � � �_,r.�,, � _. {. �. �5� � .��: '�� :: �� Y , � � . ; v ��4., �� OOO�QOOmCmOp� . • � , ■�aBeaeeeesoea 4 � �' �oomQa ' . � � }y i � �;, �o� __ I 7 [cce'4- r,.��.' ."1 '�� i� . B � � � . i � +�r � . �3 .: 0� 1' • p}� � Q �, Q �� VIL�AGE OF 'd;� Q , ��` u2�rfalo �} � L! y� O � ry l��J �� -- . � ..�V � •J liii � - �e* - " � i � � • � 2024-2028 STRATEGIC PLAN PAGE 1 TABLE OF CONTENTS VISION + GUIDING PRINCIPLES-------------------------------------------------------- 2 MISSION + GUIDING PRINCIPLES------------------------------------------------------3 GO A LS-----------------------------------------------------------------------------------------4 CHALLENGES AND OPPORTUNITIES--------------------------------------------------5 ACTIONS--------------------------------------------------------------------------------------7 POLICY ACTIONS (18-24 MONTHS) OPERATIONAL ACTIONS (18-24 MONTHS) DEPARTMENTAL PROJECTS (IN PROGRESS) �ssaasau��aaaaMe�aor■airar�aru > >�asn��aaas�aaaaa�aaa�aeaYua�aanrsasa�=a�aavea■ ABOUT THIS GUIDE This implementation guide dives into the thorough research conducted throughout the strategic planning process. It first describes the guiding principles that formulated both the vision and mission of the 2024-2028 Strategic Plan.These guiding principles provide context to why we envision BG as a certain type of community in 2038 and how we see the Village's role in supporting that vision. During the plan's development,several challenges and opportunities were identi�ed for each of the five goals.These challenges and opportunities are important to be aware of as they can impact the near-term and future actions set out in the 2024-2028 Strategic Plan. With that context in mind,specific policy and operational action commitments were made by the Village.Board and staff to be implemented within the first 18-24 months of the plan's adoption as well as looking further ahead at what's anticipated in the years ahead. By also viewing departmental projects in progress at the time of the plan's adoption,you are provided with the background and foundation of those near-term actions aligned with the vision, mission and values of the new plan. I � 2024-2028 STRATEGIC PLAN PAGE 2 �/�S�QN In 2038, Buffalo Grove is... � a safe, beautiful and vibrant community. � a community with outstanding public schools, great neighborhoods, leisure experiences and home to a strong and diverse local economy. � an inclusive and welcoming communifiy. ��,�� , . � �---�\ �1 ' �( ;,c� �� ,� :�-% GUIDING PRINCIPLES PRINCIPLE 1:SAFE COMMUNITY O Residents feel secure and actively contribute to community safety.Strong community-police collaboration ensures responsive emergency services and the use of advanced technology in crime prevention.The community prioritizes mental health services and disaster preparedness and �_� recovery. PRINCIPLE 2:BEAUTIFUL COMMUNITY BG emphasizes architecturatly valuable and attractive developments,streetscapes,and public spaces.The community prioritizes well-maintained green spaces,minimized vacancies,and adherence to Vittage codes.Consistent reinvestment ensures appealing parks and Vil(age facilities. PRINCIPLE 3:VIBRANT COMMUNITY BG serves as a regional destination with mixed-use developments and event spaces.Emphasis on � updating infrastructure,diverse entertainment,and dining options attracts residents and visitors alike.A variety of housing caters to all demographic groups within the community. O PRINCIPLE 4:OUTSTANDING PUBLIC SCHOOLS BG schools boast a global reputation for excellence and diverse extracurricular activities.Emphasis on high academic performance and preparation forfuture success is paramount.The community is recognized as an ideal place for child-rearing. .��. PRINCIPLE 5:GREAT NEIGHBORHOODS %�' BG ensures well-main.tained infrastructure and offers diverse housing options,including modern � ° � upgrades.Residents pride themselves on their neighborhoods,which are interconnected with community amenities.The focus remains on well-lit areas and the integration of housing in mixed- use settings. I PRINCIPLE 6:LEISURE OPPORTUNITIES FOR ALL BG offers natural areas for recreation and venues forfamily experiences.Diverse recreational � programs,updated parks,and specialty venues like amphitheaters cater to all age groups.The community places high vatue on safety and maintenance of recreational spaces. 00 PRINCIPLE 7:STRONG+DIVERSE LOCAL ECONOMY O� 0 BG enjoys stable commercial revenues and a robust industrial base.The local economy supports �� both home offices and a variety of.retail and dining establishments.Emphasis on diverse housing and � the maintenance of essential stores contributes to economic strength. p�0 PRINCIPLE 8:1NCLUSIVE+WELCOMING COMMUNITY C.^�1/� BG is a diverse community that celebrates various cultures and prioritizes inclusivity.Proactive ��, communication from the Vitlage government keeps residents informed and engaged.Collaboration �� with businesses and major corporations fosters a sense of unity and advocacy for community interests. i � 2024-2028 STRATEGIC PLAN PAGE 3 M I SS I O N In Buffalo Grove, our Village government... � acts in a financially responsible and sound manner as we provide outstanding municipal services and plan for and invest in the future. � is a high performing team who partners with local government districts. �� engages with and builds our Buffalo Grove community. f�'�� f , t, �, f �,?��;,f ,, _`, � �,`�,��``��r � GUIDING PRINCIPLES ,��! � PRINCIPLE 1:FINANCIALLY RESPONSIBLE AND SOUND �= Buffalo Grove ensures sufficient resources to deliver Village services efficiently and innovativety. � O The Village prioritizes adjusting to community needs,maintaining a robust pension system, ' �— adhering to cash reserve policies,and retaining a top-tier bond rating.The community seeks new funding avenues and stresses the importance of effective financial planning and forecasting.� i� PRINCIPLE 2:OUTSTANDING VILLAGE SERVICES I O The Village strives to offer premier municipal services that resonate with Buffato Grove's values lil and needs.Efforts center on improving service accessibility,establishing dear performance ��/) metrics,and continually refining service delivery methods.Embracing cutting-edge technotogy �� and implementing best practi'ces are pivotal to Buffalo Grove's government efficiency. •• PRINCIPLE 3:PLAN AND INVEST IN THE FUTURE I Buffalo Grove emphasizes forward-thinking,regularly updating comprehensive plans,and investing I l in infrastructure.Economic development and community redevetopment are central to fostering a I , diverse locat economy.The Vilfage underscores the significance of maintaining a reputation as I business-friendly,combined with rigorous planning and consistent development standards. !I PRINCIPLE 4:HIGH PERFORMING VILLAGE TEAM o��Do Unity and effectiveness characterize the Village's working dynamic,encompassing all officials and ��{ departments.The Vitlage places high value on recruiting and nurturing a dedicated workforce, � � � � �I promoting innovative thinking,and ensuring robust succession planning.Decisions made are firmly backed,with consistent evaluations to ensure desired outcomes. PRINCIPLE 5:PARTNERSHIP WITH LOCAL DISTRICTS `�' Buffalo Grove prizes strong collaboration with locat districts,aiming for unified future planning and project execution.Joint efforts extend to addressing issues and formulating emergency response strategies.Regular,transparent communication between the Village government and districts solidifies their partnership. ', PRINCIPLE 6:ENGAGES OUR RESIDENTS �0�� Buffalo Grove is committed to nurturing trustful relationships with its residents,keeping them �� informed through diverse communication platforms.Residents'voices are integral to governance, with avenues for involvement in boards,commissions,and task forces.The Village vatues its volunteers and fosters connections with various community organizations. PRINCIPLE 7:BUILDS OUR COMMUNITY The Village is keen on understanding residents'concerns and issues,ensuring they are heard and addressed.Efforts to unify diverse cultures and sponsor community events reflect the community's � inclusive spirit.Welcoming newcomers,demonstrating genuine compassion,and promoting community volunteerism are fundamental to Buffalo Grove's ethos. • • ■ • ■ � ■� • • — • � —• ■ — •�� • • •— • — • • • . — — — • • •• — • • — — • . • •• — — • • •— — — • � •� . • ' • •� • � ` "l,: ,7,ff'��i� � � � � _�. .r;..�� ...,. � � • � ' • � ' ' '��`� ' , ��.c�� Il i � . ,�._' �+ "b� � • • � � • ^_P`��•'� �-. — _ ..�. _ '�1 �{- _ .�t�� „�;�� £ r�', � , .. � ` e ! t?^�'3 x .��R.a�C�S��`�j��-�3.f�� _ s �• � GOAL 1 ,.,`'r.,�'�,��' �' �,,,�,�.� � �� . . � MAINTAINED EFFECTIVE VILLAGE �k�`_'��.x •j �'`''•�''`{-��'�� '��'�c ;;�� ,t�' �� GOVERNMENT:FISCALLY RESPONSIBLE ' � �-=�f;�- �� `" �- �-' I�'� , ' AND PROVIDWG OU7'STANDING, ' �• ��'��-=' •� �-�`' : �"`'~_ � ': RESPONSIVE SERVICES �"`�� '""�� L � � .; -��(� � ' �� — - # £. , � ;,�c� . 74�.�' s�S ��'�� .�' ^ .`� . , . _ , . �`�" � �"`k` ~ 'Y�� '� i�_y � � ��`v � � d s:.F �\�11 GOAL 2 y —x` • �. � - �;, ; �y ' � F. �_.-=.,�. ,,,-�: %.� ENHANCED BEAUTIFUL SAFEAND ' �;. � -:ti�� ~• r_- � > > .��., w �'�:,� .`� � - A SUSTAINABLENEIGHBORHOODS `�'�$�� ' �� . � . -,::�i _.:f :� / �r�"i0 . "��-r� 2��.� , � . . "� ��• '�� r'�� i.ir '�� . er "y. ."•y'^S� � ' .�. ` _ � . , '-� �Y� ��.,�.. - � � � � t•�, � , a �� . GOAL 3 ��. � �:��r� �' T �� STRENGTHENED BUFFALO GROVE - '�`�„��'��. ,,� �`";. COMMUNITY IDENTITYAND PRIDE -v�y�� F a � ��:��' �;�X,. ~, ¢'� �.'�� Z �" / . . . . . . � ,+{� :',a��/ -.�.�; �i��+.�"� s4�, _ � T'�� .:.'� �, y►/ ` -�.c.y�..,a.�',_ .w' .i . . +%- �4� �a��.`�� . t �lr � GOAL4 ,� .� xa. �� - � = � s�,f..�,,;. • �= _ ��; �� VIBRANTAND INNOVATIVE � � �"� ` �'' r, � `� r�� COMMUNITY:LEADING EDGE . •� %'-=� 'v '""_ �� .� 'ti � �� i �"µ x+�"�~ �. ,� ��4;r+'` r� . 2'r : � '` r:. -s:.,,:. � o ("� .ryi -'��/' f' 1 � f a ��rt ... . '��f i . . _ . . y��t� '" '�- . t!• T Q"L- � it.� i GOAL 5. �,wr� ..��'�.��._< ,�'�-�".�'"��.�. `: D+l ..d"� . • / i MORE LIVABLE BUFFALO GROVE ��' �V ', ��+`�?�, � ��; � " r A�'�'%' �� '�j� COMMUNITYWITFiLEISURE r� � ° 3��-=`�� ^ ` `=' v EXPERIENCESFORALL �� :� ��.�>,.�` ,��`�' :y. 't �i„ ti �,E. . � 2024-2028 STRATEGIC PLAN PAGE 5 SHORT-TERM CHALLENGES AND OPPORTUNITIES � � , � � �o e ,�� ii � O U� •� • • • . � • • . � � � � �• � � � � •� • •� • • � • :�• •�� •• � �. Complying with the Witlingness to fund ExpandingVillage Redeveloping/ Limited selections of Village's Fund Balance beautification projects communications revitalizing the Dundee restaurants within and Reserve Policy by and public art projects. through various modes Road corridor. Buffalo Grove. maintaining at least 25% to our community. (preferably 30%)in Addressing irresponsible Redeveloping/ Residents habit of going unassigned fund property owners who Lack of resident revitalizing the outside of Buffalo Grove balance. are not maintaining or understanding of Village Milwaulcee Avenue for nighttime upgradingtheir government-our corridor.. experiences. Maintainingadequate properties,creating mission,ourservices, cash reserves for capital visua[blight in our relationship with local Maintaining our strong Connecting residents to infrastructure,facility community. partners and activities. position in the regional leisure experiences and andequipment market-forresidential, activitiesthatexist purchases. Proactively enforcing Expanding opportunities commercial and within our community. Villageproperly forourresidentsto industrial. Long-term funding maintenance codes with become engaged and Expandingleisure obligationsforthe ahighcompliancerate contributetoour Decreasingdemandfor experiencesforfamilies. Village's police and fire considering legal community. office development and pension funds. requirements and space. DeterminingVillage role lengthy processes. Providing expanded and funding level of Developing long-term opportunities for Changing retail programming/activities funding mechanisms to Connecting trails within resident's engagement landscape and current at the Mike Rylko make necessary Buffalo Grove and to and participation in the over-zoning of retail. amphitheater and The infrastructure regionat trail systems. Village govemance Clove Park and outdoor improvements. processes-refined implementingtherestof areas. Increasing mental boards/commissions/co the Lake Cook Corridor Uncertainnationaland health-relatedcallsfor mmittees/taskforces. Plan. Minimalfacilitiesand global economies and service and need for activities forteens. the potential of an specialized community Establisfiing"One economic recession. resources and follow-up Buffalo Grove" services,along with lack community identity. Supply chain issues of clarity from.the State resultinginuncertain ofillinois. Tappingthetalentpool costs and delivery times. of our residents-their expertise and Outdated Village experiences. facilities needing repairs,updates or Seeking meaningful replacement. input and feedback from our residents, Recruitment and businesses and retention of Village community workforcestaffing. organizations. Remote/flexible work Becoming recogaized as schedules. an inclusive,diverse and welcoming community. .� 2024-2028 STRATEGIC PLAN PAGE 6 LONG-TERM CHALLENGES AND OPPORTUNITIES � � � � 0 0 o �� o .• .• . • . • . • � � � � .• . . . . •. . �. . . � . :.• ..� . •� � .- ManagingtheVillage's Increasingvisiblepolice Recognizingthe Shiftingcommunity Noplacefor,parentsto retiance on properly patrol in every increasing culturally demographic—more go outto events with taxes and shared state neighborhood(residents diverse community: diverse cultures. other adutts. taxes through expanded seeing Police vehicles). revenue options. Helping residents to Resistance to change by Expanding opportunities Increasing criminal take ownership in our long-term residents. for food trucks and food "Right-sizing"of Village activities coming from community. truck events. services/costs. outside of Buffalo Grove. Incorporating green/ Deve[oping par[nership open space into mixed New and emerging Cybersecurity and Defining what is"public with schools on use developments. sporks and facilities in potential outside threats art"for Buffalo Grove. "community service" Buffalo Grove—e-sports, and cyber security projects for high school Differing expectations pickleball,etc. insurance. Increasing consistent students. and visions among our and attractive lighting in Buffal'o Grove residents. Clarifying and Actions and mandates our neighborhoods. Working with local enhancing partnership bythe State of illinois organizationsto develop Exploring and defining with Park District. and the federal Determining the future and expand community concepts of progressive, government. direction for Didier and neighborhood innovative and leading Clarifying and Farms and other events. edge and their relevance enhancing partnership Police recruitment and unincorporated to Buffalo Grove. with school districts. retentionofquality properties. Communicatingthrough employees with focus on social media with Strategically using female and minority Defining the concept of different fami[y incentives to stimulate applicants. "sustainability"and generations and diverse developers'investments what it means for our cultures. in Buffalo Grove. Working with other local community. governments—counties Continuingto enhance Ctustering of businesses pari<and forest districts, Preparing our the"weCcoming"of new in mixed use schooldistricts,library communityforelectric residentstotheVillage development—acritical districts.and to�vnships. and autonomous and our broader mass to create a vehicles, community. meaningful destination. Continuing to modernize our systems, Becoming a more bikr Maintaining Buffalo Land available for operations and services friendly and walkab(e Grove's reputation as a potentiat usingtechnology. communityforall. communitywithfamily redevelopment. experiences and Developingfuture Expandingnative welcomingtoall Increasinginterestrates Village organizational plantings throughout generations. and the impacts on leaders. Buffafo Grove. business'investment and timing of Increaseddemandsfor Updatingthevisual developmentprojects. Village services. appeal of Village buildings and facilities. Increasing density and growing upward—more height. 2024-2028 STRATEGIC PLAN PAGE 7 UPCOMING PROJECTS AND '� - �--- � ACTIONS � o� � While the Strategic Plan's main focus is policy and �Qv�� operational actions over the next five years,there ,00O�� 1+OQ��Q�� are several initiatives that relate to each goal that � � Q �,d �� are started or ready for next steps that have been ��Q�v� prioritized for completion within the next twelve to �� eighteen to twenty-four to forty-eight months of � �' this plan's adoption. / �,°soy s��,��'y s �� $" �,�v�a �� a - - - . -. 9 � . . . . . -. .. -. . . . •-- . - . . -- - , � --• • • • • • ; j • • • • / -� } . - •_ 1---. i The following pages outline projects that are currently in progress or slated for completion within the next 12 months,detailing the responsible department and corresponding goals. Following, projects and poticy actions anticipated for completion within the next 18-24 months are listed. Insight into projects on the horizon for 2024-2028 are also provided to offer context for '-�[�L'(�nC forthcoming policy and operational initiatives. �n�jnnn�� 1 �r-ir�r�r-ir 2024-2028 STRATEGIC PLAN PAGE 8 DEPARTMENTAL PROJECTS IN PROGRESS (TO BE COMPLETED WITH/N 12 NIONTHS) ADMINISTRATIVE SERVICES ,�� • Goal 1:Network upgrades/redundancy comp(etion. �{ ,��-��"'`_ • Goal 1:Disaster recovery backup(c(oud-based)completion. �� • Goal 1:Password Keepercompletion. �� • Goal 1:Storage/server upgrades completion. � F�'0.�m • Goal 1:Wireless access point upgrades completion. �'' • Goal 1:Record/document naming and retention policy review completion. � • Goal1:Extraction equipmentfundingand purchasing. ,!" r;•-��, • Goal 1:Outdoorwarning,sirens replacement installed. � J ' �� > � i � f 1 '� .�r,• � COMMUNICATIONS AND COMMUNITY ENGAGEMENT ,,�-�-�� • Goal 1.ERP customer communication software research,selection and funding. ��l • Goal 3:Welcome packet enhancements review and refinement. �� • Goal 3:ChatBot with texting feature implementation. • Goal 5:Enhanced community use of Community Events Calendar. � , � � , COMMUNITY DEVELOPMENT ti'�'�` ' �� • Goal 1:BS&A cloud migration completion. � ,� _ \ f� '- • Goal4:Prairie View Metra Station Area Plan implementation. .✓ ;��..��--�.,� � � 1=—.� FINANCE - _ % -�.4 • Goal 1:Major revenue sources quarterly report implemented. • Goal 1:Sales tax revenues report implemented. � • Goal 1:Monthly financial report implemented. - • Goal 1:New credit card processingvendortransition completion. — '"� 'm'000a'� � ' ( Goa(1:Investment report development. °��'' ''�'t • ouuoo ,�;: . ll omouQ`,;�+. . • Goal 1:Completion of updating methods of billing and accepting payments from ��° , � �� a�t water/sewer utility and other customers. �� ' • Goal 1:Finance Department succession plan implementation. ,, :� , r�r J � J��y FIRE • Goal 1:Fire Prevention Bureau records and processes digitalization completion. • Goal 1:Fire vehicle purchase and delivery(2025-2026). • Goat 1:Further development of CERT volunteers. %" �� • Goal2:Fire data dashboard implementation. • Goal2:Fire Strategic Plan 3-year update. ✓ � - HUMAN RESOURCES • Goal 1:Firefighter recruitment approach revamp completion with video and � � countywide program. - � � � • Goal 1:Onboarding/employee orientation program updates implementation. • Goal 1:Personnel manual updates completion. - ` • Goal 1:New learning management system development and implementation. � � • Goal 1:ACA reporting/1095 C completion. '� �� • Goal1:IPRFauditcompletion. '�� • Goal 1:Travel and training application approval process completion. 2024-2028 STRATEGIC PLAN PAGE 9 DEPARTMENTAL PROJECTS IN PROGRESS CONTINUED OFFICE OF THE V LL I I AGE MANAGER __ • Goal4:Agendamanagementsoftwarevendortransitioncompletion. � �r�~-� '�' � ..-�:'.� � • Goal�:TIF District property and sales taxes report development. �� ;�L • � • Goal4:TIF pro forma development. a�. ��`�rG �` . g _ • Goal4:Uti(ity revolving loan program development. � '`'�: � _r v�� .��s � POLICE - - -_ :r ,= • Goal 1:Formal internal mentorship program establishment. - — • Goal 1:Firearms range HVAC maintenance/repairs completion. • Goal 2:Body-worn cameras program imptementation. • Goal2:Squad cameras program impfementation. • Goal 2:SRO services at Cooper School feasibility,direction and implementation. � _:�-`�-�.._ � • Goal 2:Traffic enforcement and education services via traffic division � ��-;�a�--.�,,,�,,,- ,— implementation. • Goal 2:Neighborhood Rolt Call Program with patrol division implementation. � ��i�, • Goal 2:Chat with the Chief community engagement program implementation. . • Goal2:Less than Lethal Electronic Control Weapons Poticy review and direction. `v� � _ • Goal2:Police Drone Policy direction and implementation. - PUBLIC WORKS , -w.'�. � ��_�,�:�.;�.-�. Goal 1: Vehicle maintenance contract performance assessment completion. �r • Goal 1:Pub(ic works succession plan development. • Goal 1:Building maintenance Cartegraph expansion completion. ;; *� �� Goat 1:Road program Cartegraph completion. �� . �, '" Goa(1:APWA accreditation completion. • Goal 1:SMC certified community completion. - • Goal 1:Public Works facility renovations project completion. . .�•.:;,:� • Goal 1:Lake Cook Road West study and design completion. �, , ;t•r"" • Goal 1:LCDOTAptakisic Road widening and reconstruction completion. • Goat 1:LCDOTArlington Heights Road reconstruction completion. • Goal 1:Buffalo Creek study and design completion. • Goal 1:North�vood Subdivision Street and Storm Improvement Project. • Goal 1:White Pine Street&Utility Improvement Project. • Goal 1:SCADA system improvements comptetion. • Goa!1:Cambridge Court Lift Station decommissioning comptetion. • Goat 1:Bernard Drive Reconstruction—Contract 1 completion. • Goat 1:Detention Basin Landscaping Project. • Goat 1:Streambank Stabilization Project. • Goal 2:Additional restoration of native areas grant funding opportunities. • Goal2:Natural areas maintenance program. • Goal 2:Bernard Road Project completion(including beautification element. • Goal2:Green Street Project—Northwood Subdivision completion. 2024-2028 STRATEGIC PLAN PAGE 10 POLICY ACTIONS (TO BE COMPLETED WITHIN 18-24 MONTHS) GOAL 1 : MAINTAINED EFFECTIVE VILLAGE GOVERNMENT TOP PRIORITIES - • Comprehensive Village Campus Facilities:Current/future needs assessment,report with findings and options,direction and funding mechanism(s). • Potice and fire pensions:Update report and provide direction. • Stormwater Management Policy and Plan:Review,direction and funding(Farrington Ditch) HIGH PRIORITIES • Fire Station 25 architect:RFP,selection,design and funding. • Street Improvement Program:Direction and additional funding. • Stormwater Utility Fee:Review and direction. MODERATE PRIORIiIES • Vision and Strategic Plan:Development,completion and adoption. • Sidewalk Replacement Program:Review,report with options,direction and funding. • Combined Area Fire'Training Capital IGA and funding. GOAL 2: ENHANCED, BEAUTIFUL, SAFE AND SUSTAINABLE NEIGHBORHOODS o ° TOP PRIORITIES ° • Mental Health Policy and Strategy:Needs assessment,community partnerships,Village role, direction and funding(including Police's Crisis Intervention Team). HIGH PRIORITIES • Community Beautification Program:Direction and funding(including communications education/outreach plan and coordination with other governments). • Entrance Signs Plan:Outcomes,tocations,designs,report with options and costs,direction and funding. • Vitlage Banner Program:Outcomes,best practices,report with options and costs,policy direction,design and funding mechanism. MODERATE PRIORITIES • Comprehensive Trail Master Plan:Outcomes,existing plans review,regional/village connectivity,plan/policy frame�vork,direction and funding. • Public Art Poticy and Plan:Policy direction and ptan development(including mural policy and program). • Didier Farms and Surrounding Area:Plan development and direction(Comprehensive Plan). 2024-2028 STRATEGIC PLAN PAGE 11 POLICY ACTIONS CONTINUED GOAL 3: MAINTAINED EFFECTIVE VILLAGE GOVERNMENT TOP PRIORITIES � ii � • Community Branding Initiative:Strategy and Implementation Plan. HIGH PRIORITIES • Village website upgrade:Development and completion. , • Communications and Community Engagement Strategic Ptan:Outcomes,best Practices, I report with options and direction. MODERATE PRIORITIES • Community involvement in governance processes:Review and refinement with task forces and volunteering opportunities. GOAL 4: VIBRANT AND INNOVATIVE COMMUNITY TOP PRIORITIES p • Comprehensive Plan Update:Review,Revision and Adoption. • The Clove Development:Next Steps—Open Space Design;Programming and Funding for C(ove Park. NIGH PRIORITIES • Dundee Corridor Redevelopment:Zoning and redevelopment agreement;Dundee Road Sub-Area P(an:Development and adoption. • Chase Plaza Redevelopment Plan:Development and adoption. MODERATE PRIORITIES • Zoning ordinance:Review,refinement and adoption. GOAL 5: MORE LIVABLE BUFFALO GROVE COMMUNITY WITH LEISURE EXPERIENCES FOR ALL � �a TOP PRIORITIES C�� • The C(ove Park Plan:Vision,plan development,funding and programming. HIGH PRIORITIES • Village Government-Park District IGA:Roles,relationships,future needs direction and approvat. MODERATE PRIORITIES • Village-School District Partnership:Leveraging partners and work relations for the future. • Connectivity Master Plan:Development,review/refinement and adoption(including trails, bike lanes,sidewalks and exercising equipment alongtrai(s). � � 2024-2028 STRATEGIC PLAN PAGE 12 PRIORITIZED OPERATIONAL ACTIONS (TO BE COMPLETED WITHIN 18-24 MONTHS) TOP PRIORITIES � Managementsuccession:Nextsteps FireDepartment Goall ' New Personnel Policy updates:Completion and adoption Human Resources Goal 1 ; Department : Police Strategic Direction and Proactive Community Policing police Department Goal2 : Culture:Implementation Actions and Board Update ' ' �i • Lake-Cook Corridor Plan Implementation:Lazy Dog Restaurant Community Development Goal4 � opening and NCH outlot development completion Department . . HIGH PRIORITIES ; New financial software:research,direction and funding Finance Department Goal 1 : Ambulance billing fee structure:Review and direction Fire Department Goal 1 : Villagewide Grant Funding Strategy:Outcomes,best practices, Office of the Village Manager Goal 1 : report with options,direction and Village actions ! Fire Station Replacement Plan:Report with alternatives, direction,funding mechanism and implementation steps Fire Department Goat 2 : • Economic Development Policy:Review and refinement Community Development Goal 4 ; Department . MODERATE PRIORITIES : Fire mutual/automatic aid IGA:Review and direction Fire Department Goal 1 : Landscape requirements/code:Review and refinement,direction Community Development Goal2 : and amendments adoption(UDO) Department . . ; Communications and • Welcome packet enhancements:Review and refinement Community Engagement Goal 3 . ; Department ; Administrative Services � ChatBot with SMS texting feature Department Goal 3 ' Unified Development Ordinance:Development and adoption, Community Development : including Parking Policy Department Goal4 . Economic Development Policy review and business Community Development : development/attraction approach:Update report regarding Department Goal 5 : restaurants and experience-based businesses . 2024-2028 STRATEGIC PLAN PAGE 13 ACTIONS ON THE HORIZON BY DEPARTMENT (ANTICIPATED 2024-2028) ADMINISTRATIVE SERVICES • Goal2:Village sustainability policy and plan with goals,direction and development. • Goal2:Reportwith options,direction and Village actions regardingVillage ��, government and community electric vehicles. � COMMUNICATIONS AND COMMUNITY ENGAGEMENT � � • Goal 3:Development of civic education program/academy. • Goat 3:Block party program enhancements with outcomes,best practices,report with options,direction,funding and Village actions. • Goal 3:Community events policies with review,Village role and direction. • Goal 3:Concept of community services projectfor students(with schoo(district) ,�� • with best practices,direction and Village actions. ��ERNME COMMUNITY DEVELOPMENT "'� ` / �es� e _ ��e fq� '� • Goal 2:Refinement of property maintenance codes and compliance with problem .P ��t� �F , identifications,goals/outcomes,compliance/enforcement philosophy,direction and '"'\�\� ' funding. v �,� • Goal 4:Senior/empty nester housing development. • Goal4:Developer-driven Milwaukee Road business redevelopment. �_�� • Goal4:Cambridge Commons devetopment. �`- --. �� ' • Goal4:Defi'nition,goals,Vitlage role,best practices and direction for diversified r'r, housing policy and plan. -; ��,�:��, � � �.. • Goal4:Goats,direction,incentives and Vi(lage action for older commercial/retail �`�" renovations. , �� '; � • Goal 4:Review and revise Village code for regular update. _ • Goal4:Direction and creation of a retail development attraction plan. • Goal4:Annexation policy direction and Village actions. FIRE � y� � • Goal 1:Funding for CBA equipment replacement. � � • Goal 1:Funding for external CPR Devices. �� OFFICE OF THE VILLAGE MANAGER {�� `'{ • Goal 1:Internal Village Government DEI initiatives:Definition,research,direction � , and initiatives. ` a' • Goal3:Diverse inclusive community strategy:Best practices,direction and Village actions. • Goal 3:Major signature community event. �' O • Goal 5:Food truck venue/events concepts/outcomes,best practices,Village role, � reportwith options,direction and Village actions. � �� • Goal 5: Review,enhancements and next steps for golf course. . � ' + �: • Goal5:Children's/family venues and programming development. � - POLICE ` �= • Goal 2:Neighborhood Watch Program:Promotion,direction and Viltage action. PUBLIC WORKS • Goal 1:Implementation of fleet asset management/software. I • Goal 1:Completion of west lot parking tot resurfacing. • Goal 1:Traffic trailers structure. - • Goal 1:Flood insurance program:Analysis and direction. • Goal 1:Rolling Hills Street Resurfacing Project. I • Goal 1:Aptakisic Creek Trail Project:Study and funding. 2024-2028 STRATEGIC PLAN PAGE 14 ACTIONS ON THE HORIZON BY GOAL (ANTICIPATED 2024-2028) GOAL 1 : MAINTAINED EFFECTIVE VILLAGE GOVERNMENT • Funding SCBA equipment replacement. • Funding for External CPR devices. • Internal Village government DEI initiatives:Definition,research,direction and initiatives. • Implementation of fleet asset management/software. • Completion of west lot parking lot resurfacing. • Traffic trailers structure. • Ftood Insurance Program:Analysis and direction. • Rolling Hills Street Resurfacing Project. • Aptakisic Creek Trail Project:Study and funding. GOAL 2: ENHANCED, BEAUTIFUL, SAFE AND SUSTAINABLE NEIGHBORHOODS ° 0 • Property maintenance codes and compliance refinement: Problem identifications, o goals/outcomes,compliance/enforcement,phitosophy,direction and funding. • Neighborhood Watch Program:Promotion,direction and Viltage action. • Vi(lage Sustainability policy and plan:Goals,direction and development. • Electricvehicles—Village government and community:Reportwith options,direction and Village actions. GOAL 3: MAINTAINED EFFECTIVE VILLAGE GOVERNMENT • B(ock Party Program enhancements:Outcomes,best practices,report with options,direction, funding and Village actions. • Community events poticies:Review,Village role and direction. , � i , • Community services project for students(with school district):Concept,best practices, direction and Village actions. I • Diverse inclusive community strategy:Best practices,direction and Village actions. I • Major signature community event:Outcomes,best practices,report with options,potential partners,direction,funding and Village actions. � GOAL 4: VIBRANT AND INNOVATIVE COMMUNITY • Senior/empty nester housing development. • Developer-driven Milwaukee Road business redevelopment. • Cambridge Commons development. O • Diversified housing policy and p'lan:Definition,goals,Village role,best practices and direction. • Older commercial/retail renovation:Goals,direction,incentives and Village action. • Village code upd'ate:Review and revision. • Retail development attraction plan:Direction and development. • Annexation:Poticy direction and Village actions. GOAL 5: MORE LIVABLE BUFFALO GROVE COMMUNITY WITH LEISURE EXPERIENCES FOR ALL � �'a • Food truck venue/events:Concepts/outcomes,best practices,Village ro(e,report with ��!��J options,direction and Village actions. • Golf course:Review,enhancements and next steps. • Chi(dren's/family venues and programming development:Concept/outcomes,best practices, potential partners,report with options,direction,funding mechanism and Vittage actions. I I1101PLEle/IENTATIOIV. GUIDE 2024-2028 STC�ATEGIC PLAN VILLAGE OF BUFFALO GROVE 50 RAUPP BLVD, 'BUFFALO GROVE, IL 60089 WWW.VBG.ORG � 847-459-2500