Special Meeting Board of Trustees

Village of Lombard Village Hall 255 East Wilson Ave. Lombard, IL 60148 villageoflombard.org Minutes Thursday, August 27, 2015 7:00 PM Lorraine G. Gerhardt Community Room Special Meeting Board of Trustees Village President Keith Giagnorio, Village Clerk Sharon Kuderna, Trustee Dan Whittington, Trustee Mike Fugiel, Trustee Reid Foltyniewicz, Trustee Bill Johnston, Trustee Robyn Pike and Trustee Bill Ware Special Meeting Board of Trustees Minutes August 27, 2015 I Call to Order The Special Meeting of the President and Board of Trustees of the Village of Lombard held on Thursday, August 27, 2015 in the Community Room of the Lombard Village Hall was called to order by Village President Keith Giagnorio at 7:02 p.m. II Pledge of Allegiance Village Clerk Sharon Kuderna led the Pledge of Allegiance. III Roll Call Present 8 - Keith Giagnorio, Sharon Kuderna, Dan Whittington, Mike Fugiel, Reid Foltyniewicz, Bill Johnston, Robyn Pike, and Bill Ware Staff Present: Village Manager Scott Niehaus Director of Finance Tim Sexton Director of Community Development Bill Heniff Director of Public Works Carl Goldsmith Chief of Police Ray Byrne Fire Chief Paul DiRienzo Assistant Village Manager Nicole Aranas Assistant Director of Finance Jamie Cunningham Assistant Director of Public Works Dave Gorman Operations Superintendent Tom Ellis Utilities Superintendent Brian Jack Battalion Chief Martin Coomes Fire Marshal Chuck Riforgiate Deputy Chief of Police Tom Wirsing Deputy Chief of Police Roy Newton Communications Coordinator Avis Meade Executive Coordinator Carol Bauer Finance Committee JayTovian Randy King IV Public Participation Village President Keith Giagnorio reminded the Village Board of the last Cruise Nights on Saturday and the Maple Street Chapel fundraiser. Village of Lombard Page 1 Special Meeting Board of Trustees Minutes August 27, 2015 V Agenda A. 150396 Budget Presentation - Public Works Department Director of Public Works Carl Goldsmith introduced staff Assistant Director of Public Works Dave Gorman, Operations Superintendent Tom Ellis and Utilities Superintendent Brian Jack. He then proceeded to provide an update as follows: Information outlines substantive changes to the budget from CY 2014, identifies cost centers or line items where the proposed CY 2016 contains significant increases or decreases and outlines challenges facing the Lombard Public Works Department. The proposed CY 2016 Public Works budget, including General Fund, Hotel/Motel, Community Recycling, SSA #3, Fleet Services and Water/Sewer Fund is $21,594,354. This is $208,434 over the Amended CY 2015 Public Works Budget. The increase in the CY 2016 budget over CY 2015 budget represents an increase of .97%. The largest increases to the proposed CY 2016 budget are the in salary and benefits. Substantive Changes The department continues to provide services in an efficient and cost effective manner in accordance with Village Board, Administrative and Departmental policies. While no significant changes in operations or procedures were made in 2015, the Department continues to perform capital improvements that affect the Village. The Village completed stormwater improvements projects at Terrace View Pond and Vista Pond, completed neighborhood reconstructs in the Lombard Meadows Subdivision and working with Metra and the Union Pacific Railroad completed the Metra Underpass Project. Areas of Increase/Decrease in the Budget The Public Works Building cost center contains addition funds for the purchase of a snow blower ($900), $3,600 to replace interior doors in the Vehicle Storage Garage and $500 for a new stove in the break room. The CY 2016 budget (101.270.110.75010) contains additional funding of $2,200 for Training and Travel for the Operations Superintendent. These funds will allow him to attend several national conferences and will bring new ideas and best management practices to the Department. The Street Maintenance Supplies (101.270.113.73310) has been reduced by $32,500 due to reductions in the anticipated quantities of materials purchased. The reduced quantities are related to improvements in processes related to snow and ice removal. The Training and Travel cost center in Street Maintenance (101.270.310.75010) has been reduced by $3,500 due the Streets and Electric Supervisor completing the Village of Lombard Page 2 Special Meeting Board of Trustees Minutes August 27, 2015 Illinois Public Services Institute program. The Equipment Service Contracts cost center (101.270.320.75730) has been decreased by $14,800 due to the recent bid process. This account covers the cost of maintaining the Village owned/maintained traffic signals. Overtime wages in the Forestry and Urban Landscaping cost center has increased by $5,870 due the Supervisor participating in the on-call supervisor rotation, as well as authorized overtime due to the number of trees being planted due to EAB. The previous Supervisor did not participate in the rotation. There will be reductions in other cost centers due to his participation. An additional $1,700 has been budgeted in 101.270.325.73320 to cover the cost for root pro-mote chemicals due the higher number of trees being planted in 2016. The Engineering Administration cost center reflects the change from an in-house Village Engineer to a contractual service agreement. The budget for Other Professional/Technical Services in the Water Pumping and Treatment cost center (510.270.355.75350) has been reduced by $6,200 due to the Unregulated Contaminant Monitoring Rule 3 (UCMR 3) testing being expired. Testing was required by the EPA on 30 additional contaminants in the water system. Additional testing under UCMR 4 will likely be implemented in 2017. The Village has included $18,000 for the purchase of a Digital Leak Correlator in the Water Distribution cost center (510.270.355.73110). The unit will allow the Village to trace leaks in-house, which will decrease the time for locates and increase the accuracy of the digs. Over time, the Village will reduce the contract costs for leak detection. Professional Services in the Sanitary Sewer Maintenance has decreased by $10,000 due to the GWA serving as the coordinator for the FOG Program. Challenges of the Coming Year The most significant challenges that lie ahead for the Public Works Department are related to regulatory changes being proposed for water and sanitary sewer collection systems and accessibility on public improvements. There are proposed regulations related to road construction that will greatly impact the Village’s cost of projects if the State of Illinois places these unfunded mandates on municipalities. Staff will continue to monitor the status of all changes proposed and plan accordingly. General Fund Village Hall : This program reflects the cost of maintaining and cleaning the Village Hall building and grounds. Maintenance of the HVAC system and the building and grounds by outside contractors are examples of activities performed through this program. The Village Village of Lombard Page 3 Special Meeting Board of Trustees Minutes August 27, 2015 Hall Facility Maintenance Supervisor and the Village Hall Custodian perform this vital function keeping the Village Hall, constructed in 1980 and renovated in 1997, looking professional as a place of business and a gathering place for Village residents. Public Works Administration: This program relates directly to the management of operations in all public works and utilities programs. Specific functions include human resource management, safety training, technical support, customer service, secretarial services, public relations, purchasing equipment, supplies and services. Administration personnel also serve as liaison to the Village Board and its committees. Public Works Village Events: This cost center provides for the Hotel/Motel Tax cost of various Village projects. Costs shown in this cost center are in accordance with the Village's Hotel/Motel Tax Financial Policy which restricts expenditures to items which promote tourism and conventions within the municipality or otherwise attract non-resident overnight visitors to the municipality. The Village of Lombard has established a five percent (5%) hotel tax pursuant to state law. Public Works Buildings: This program reflects the cost of maintaining Public Works Buildings consisting of the Public Works office area, Central Garage, Vehicle Storage Garage and Material Storage Building. Each of these facilities is at the south end of the Civic Center Complex. Maintenance of overhead doors, HVAC system and building roofs by outside contractors are examples of activities performed through this program. The program oversees maintenance of the physical structures of each facility Street Maintenance, Snow and Ice Control: This program reflects the cost of maintenance and repair of approximately 166 miles of streets. Primary activities include patching streets and parking lots, repairing streets and driveways where water and sewer repairs have been performed, maintenance of paving and sweeping equipment and clearance of debris from the right-of-way.This program also reflects the cost of snow and ice removal activities on all Village streets, alleys, parking lots and the downtown area; and maintaining snow and ice control equipment. Due to the scope of these activities, personnel from various divisions within the Public Works Department staff this program. Street Lighting: This program reflects the cost of maintaining and repairing approximately 2,900 street light poles and luminaries, an estimated 65 miles of underground lighting cable, and 110 street lighting control panels. Costs for repair and maintenance of indoor and Village of Lombard Page 4 Special Meeting Board of Trustees Minutes August 27, 2015 outdoor Civic Center Complex lighting are also reflected in this program. In addition, fees paid for more than 370 ComEd public service lights are reflected in this program. Traffic Signals/Signs/Markings: This program reflects the cost of safety training and maintaining and installing various traffic control devices throughout the Village in accordance with established standards. This program addresses transportation and safety issues. Program activities include customer service, replacement of signs due to vehicle accidents, replacement of signs damaged due to vandalism, signage upgrades after road reconstruction, and the striping of pavement. Additional activities include traffic counts, aggressive graffiti removal, vehicle markings, safety and special events banners, and the administration of the Village's contract for traffic signal maintenance. Urban Forestry & Landscaping: This program provides for planting, trimming, and removing trees within the Village’s right-of-way. The Village has 18,237 trees in its current inventory. A 5-year trimming cycle is maintained where the majority of the 10,964 trees over 6 inches in diameter are trimmed by a private contractor (2,193 trees annually).This cost center also includes a three-phase mosquito control program comprised of monitoring, larviciding, and adulticiding. Monitoring includes inspections by the contractor and the operations of trapping service to identify fluctuating mosquito populations of both floodwater and stagnant water species. Larviciding consists of backpack/helicopter treatments of breeding sites and the treatment of catch basins both on public and private property. The final component, adulticiding, consists of spray applications by truck of Anvil, an environmentally safe pesticide during the Taste of Lombard. The number of applications varies according to mosquito population as determined through the trapping process. Engineering Administration: This program reflects the cost of providing the necessary equipment, supplies and facilities for maintaining an Engineering Division within the Public Works Department. This cost center supplies the necessary consumables for most of the engineering work. This program includes the management and implementation of the Capital Improvements Program related to right-of- way construction and improvements. In addition, this program consists of all the field work and record keeping required for a design and or construction maintenance project. The field work includes the construction layout, staking and measurement of quantities. Also included in this program is the on‑site inspection of right-of-way improvements associated with commercial, industrial and residential developments to ensure that projects are constructed substantially in accordance with approved plans and specifications. Village of Lombard Page 5 Special Meeting Board of Trustees Minutes August 27, 2015 Community Recycling: This cost center includes efforts by the Village to promote and encourage solid waste recycling and management throughout the community. The Environmental Concerns Committee provides policy recommendations to the Village Board on many of these issues. Significant Increase/Decreases: The Public Works Building cost center contains additional funds for the purchase of a snow blower ($900), $3,600 to replace interior doors in the Vehicle Storage Garage and $500 for a new stove in the break room. The CY 2016 budget (101.270.110.75010) contains additional funding of $2,200 for Training and Travel for the Operations Superintendent. These funds will allow him to attend several national conferences and will bring new ideas and best management practices to the Department. The Street Maintenance Supplies (101.270.113.73310) has been reduced by $32,500 due to reductions in the anticipated quantities of materials purchased. The reduced quantities are related to improvements in processes related to snow and ice removal. The Training and Travel cost center in Street Maintenance (101.270.310.75010) has been reduced by $3,500 due to the Streets and Electric Supervisor completing the Illinois Public Services Institute program. The Equipment Service Contracts cost center (101.270.320.75730) has been decreased by $14,800 due to the recent bid process. This account covers the cost of maintaining the Village owned/maintained traffic signals. Overtime wages in the Forestry and Urban Landscaping cost center has increased by $5,870 due the Supervisor participating in the on-call supervisor rotation, as well as authorized overtime due to the number of trees being planted due to EAB. The previous Supervisor did not participate in the rotation. There will be reductions in other cost centers due to his participation. An additional $1,700 has been budgeted in 101.270.325.73320 to cover the cost for root pro-mote chemicals due the higher number of trees being planted in 2016. The Engineering Administration cost center reflects the change from Village of Lombard Page 6 Special Meeting Board of Trustees Minutes August 27, 2015 an in-house Village Engineer to a contractual service agreement. Asset Management System The Department of Public Works will be implementing an asset management system that will consolidate Departmental records/data, as well as provide a greater interface for tracking of work orders and service requests. This system will require a significant allocation of personnel resources during the implementation phase. Impact of State regulations on daily operations Public Right-of-Way Accessibility Guidelines (PROWAG) Use of Chlorides for snow/ice control Increased maintenance activity in the central business district due to the Metra Underpass Project The Public Works Department’s Greatest Challenges for General Fund: The Department’s greatest challenges are to retain highly motivated, qualified personnel. Providing opportunity for advancement and employee development opportunities are critical. Funding for major capital improvements and maintenance activity. Facilities The Fleet Services Division is unable to work on equipment in the garage due to insufficient depth and height. Technology Accuracy and availability of GIS data for field personnel Need for mobile technology for field personnel Fleet Services Funds Fleet Services is responsible for maintenance of the Village fleet. Fleet Services writes specifications for new equipment and procures this equipment through the competitive bid process. Maintenance activities include morning checks on police cars and preventive maintenance and both minor and major repairs for all Village vehicles. Fleet Services also oversees outside maintenance activities and purchases and maintains an inventory of parts and supplies for the maintenance of all equipment. Significant Increase/Decreases Fleet Services Fuel cost center is decreased by $48,400 due to the projected cost of unleaded and diesel. Vehicle Parts and Supplies cost center is increased by $33,110 based upon the setup costs for vehicles anticipated to be replaced in 2016. Strategic Changes: The Public Works Department’s Greatest Challenges for Fleet Services Fund Village of Lombard Page 7 Special Meeting Board of Trustees Minutes August 27, 2015 Continue to identify fuel efficient options for fleet vehicles able to meet departmental demands. Lack of adequate service bays to service equipment B. 150397 Budget Presentation - Water & Sewer Operations & Maintenance Water & Sewer Funds Water and Sewer Administration: This program reflects general administration costs for the water and sewer divisions of the Public Works Department. General Services: This account reflects monies appropriated for transfers to reserve accounts to support the operations of the water and sewer fund. No expenditures are made directly from this account and transfers from this account to other budget accounts require Village Board authorizing legislation. Funds are appropriated in this cost center for annual salary adjustments for Water/Sewer Fund personnel, technology reserves and insurance. Water Pumping and Treatment: This program reflects the cost of operating and maintaining four lake water receiving stations, sixteen high service pumps, five stationary generators and four storage facilities capable of storing 6.2 million gallons of water. Additionally, two transfer pumping station, two deep wells and two shallow wells are maintained and monitored. This division supplies over 1.53 billion gallons of treated water per year. Staffed by IEPA certified operators, this program is responsible for the collection of approximately 700 microbiological samples, 250 turbidity tests, daily chlorine residuals and other required laboratory tests. Services are rendered relative to complaints such as low pressure, rusty water and taste and odor. Lake Michigan Water: This program reflects operating costs attributable to the Village's contractual agreement to accept Lake Michigan Water. The Village began receiving water from Lake Michigan in January, 1992. Purchased Water provides for the purchase of Lake Michigan water. Village of Lombard Page 8 Special Meeting Board of Trustees Minutes August 27, 2015 Water Distribution: This program reflects the Water and Sewer Fund cost of maintaining and repairing 180 miles of water main, 2,560 water main supply valves, 2,764 fire hydrants and 12,600 water service lines in and outside of the corporate limits of the Village. This program includes water valve exercising, water valve replacement, water main and service line repairs, flushing and inspecting fire hydrants, pressure and flow testing, painting fire hydrants and routine maintenance. Meter testing is also included in this program. Water Meter Reading and Maintenance: This program reflects the Water and Sewer Fund cost of maintaining and repairing 12,600 water meters ranging in size from 5/8 inch to 6 inch. Smaller meters are used primarily in residential applications. Meters larger than 1 inch are used in commercial installations. In addition to system maintenance, the program also makes service calls related to such things as high billing, low pressure, and leaking meters. This cost center also includes the cross connection control program and was established to accurately note all potential and existing potable water supply cross connections within commercial and industrial buildings served by our distribution system. Program activities include compiling a data base of all commercial and industrial water use customers and educating these customers as well as the general public to the health risk cross connections can cause. This cost center covers the maintenance and repair of bulk water fill stations and administers the hydrant rental program. Water & Sewer Funds Glenbard Wastewater Facility: This program reflects costs associated with operation of the Glenbard Wastewater Authority. The Authority provides treatment of sanitary sewage for areas including the Village of Lombard, Glen Ellyn and several contiguous subdivisions located in unincorporated DuPage County. The operation of the plant is divided into the following eight (8) major cost centers: (1) Glenbard Treatment Plant; (2) Lombard Combined Sewer Treatment Facilities; (3) North Interceptor Line; (4) South Interceptor Line; (5) St. Charles Road Lift Station; (6) Valley View Lift Station; (7) SRI Lift Station; and (8) Sunnyside Lift Station. Costs for each center are based upon approximate metered usage of each facility. The project was federally funded in 1977 and construction of the plant was completed in early 1981. Total cost of the project was approximately $42 million with $10.4 million of the total being funded between the Village of Glen Ellyn and Lombard. Sanitary Sewer Maintenance: This program reflects the Water and Sewer Fund cost of maintaining, repairing and replacing approximately 141 miles of sanitary and combined sewers, and Village of Lombard Page 9 Special Meeting Board of Trustees Minutes August 27, 2015 approximately 2,800 sanitary and combined manholes in and outside of the Village's corporate limits. This program also reflects the cost of responding to approximately 200 sewer stub customer service requests annually. Other costs include sewer rodding fees and contractor’s fees. Other activities included in this program are sewer televising, sewer flushing, and the Village's participation in the JULIE (Joint Utility Locating Information for Excavators) system. Lift/Pump Station Maintenance: This cost center reflects the Water and Sewer Fund cost of operating and maintaining fourteen (14) sanitary lift stations. In addition, six (6) storm water stations designed to handle large influxes of storm water are included in this cost center. Two (2) sewer pipeline monitoring stations are also included in this cost center. Storm Sewer System Maintenance: This program reflects the cost of maintaining 3,700 catch basins, inlets, and storm sewer manholes. Other costs include catch basin cleaning with the combination vacuum/flusher truck and maintenance of approximately 115 miles of storm sewers. All maintenance of storm sewers is a function of this program. Significant Increase/Decreases: The budget for Other Professional/Technical Services in the Water Pumping and Treatment cost center (510.270.355.75350) has been reduced by $6,200 due to the Unregulated Contaminant Monitoring Rule 3 (UCMR 3) testing being expired. Testing was required by the EPA on 30 additional contaminants in the water system. Additional testing under UCMR 4 will likely be implemented in 2017. The Village has included $18,000 for the purchase of a Digital Leak Correlator in the Water Distribution cost center (510.270.355.73110). The unit will allow the Village to trace leaks in-house, which will decrease the time for locates and increase the accuracy of the digs. Over time, the Village will reduce the contract costs for leak detection. Professional Services in the Sanitary Sewer Maintenance has decreased by $10,000 due to the GWA serving as the coordinator for the FOG Program. The Public Works Department’s Greatest Challenges for Water & Sewer Fund: Develop cost effective plans for replacement of aging underground infrastructure. Continued deployment of technology for field personnel Determining a long-term, sustainable funding mechanism for water and sewer capital improvements Rate structure that is capable of supporting O&M and Capital expenses Replacement program for residential water meters due to the Village of Lombard Page 10 Special Meeting Board of Trustees Minutes August 27, 2015 operational efficiency measure that has reached critical point for accuracy Long term strategy to replace aging infrastructure within water pumping stations and well houses Village Manager Scot Niehaus spoke of the Village being a non-home rule municipality. He spoke of capital infrastructure and review of the water and sewer rates looking at long-term expenses. This will be forwarded to the Finance Committee and the Public Works Committee for review. He talked of a water rate study and less aggressive increases. He noted the decrease in efficiency of the current water meters and the need to look at replacing water meters. Trustee Foltyniewicz spoke of more efficient appliances. Director of Finance Tim Sexton spoke about the replacement of commercial and multi-family dwelling water meters to the new electronic meters. Commercial and multi-family comprise 30% of the water meters and single-family dwellings comprise the other 70% of meters. Director of Public Works Carl Goldsmith indicated that during the reconstruction of Circle Avenue, any residences with illegal discharges such as sump pump, will be corrected. Village Manager Scott Niehaus distributed a communication sheet relative to water rates. Tim Sexton noted that with the installation of new water meters, that the efficiency of the new meters may offset part of the increase so the residents may notice little if any increase in their water bills. He spoke of fixed costs and that the Village of Lombard water rates are very comparable to surround municipalities. Village Manager Scott Niehaus indicated that staff will do a communication plan providing facts to the residents relative to the increase in water rates. Information can also be included on the waterbills. Director of Finance Tim Sexton noted that residents can do various things to use less water and be more efficient in water use to lower their consumption and their bills. He spoke of the ten easy tips to conserve water. Trustee Johnston suggested including the FAQ on water rates as well as the tips on saving water for residents. He spoke of looking at ways to save water such as the rain barrel program. C. 150398 Budget Presentation - Fire Department Fire Chief Paul DiRienzo provided the following: Cost expenditures for Divisions of the Fire Department, including, Fire Administration, Fire & Rescue, Emergency Medical Services, Fire Prevention/Public Education, as well as Emergency Preparedness which serves the Village during large- scale emergencies. The responsibility of each Division is included in the attached correspondence. Village of Lombard Page 11 Special Meeting Board of Trustees Minutes August 27, 2015 Areas of Increase in the Budget - The presented 2016 Budget has some areas of increase that are generally beyond the control of the Fire Department. This Budget represents a 1.75% increase. Most notably are contractual obligations of salary, pension, and benefits. Personnel costs represent about a 2% increase in contractual obligation, as well an increase to our Risk Management Assessment. Continuing expenses and focus will also be spent on training and the training equipment needed to give experience to the young workforce of the Fire Department. An expense that may be reoccurring, is maintaining the aging Fire Stations. Station One was built in 1987 and Station Two was built in 1969. Areas of Savings in the Budget - A Paramedic License is now required prior to being accepted for employment by the Village of Lombard. This will result in savings of training and overtime. Ongoing Challenges for the Fire Department - Staffing three ambulances on a daily basis is an on-going goal. With the continued goal of improving safety, as well as a Village-wide Health and Wellness Initiative, we are continuing to strive to staff three Paramedic Units 100% of the time. The majority of our Firefighters have less than ten years of experience, and all but two of our Lieutenants have been officers for five years or less. The Fire Department’s focus will continue to be training our workforce. This will be accomplished by the development and training of our staff. The goal of the Training Division is to have all Lombard Firefighters trained to the Advanced Firefighter level, as recognized by the Illinois State Fire Marshal’s Office. Fire Administration: Fire Administration is responsible for planning, directing, coordinating and controlling all activities of the Department including fire/rescue and paramedic services within the Village of Lombard, the Glenbard Fire Protection District and unincorporated Lombard, fire prevention, and emergency preparedness. Activities associated with this unit are broad in nature and are related to fire and rescue services as they affect both internal operations of the Fire Department and the safety of the community as a whole. Fire Department Village Events: This cost center is funded with Hotel/Motel Tax dollars, allowing Fire Department personnel to provide Fire Protection and Emergency Medical Quick Response standby service for special Village Events. Additionally, the department provides Fire Prevention and Safety Awareness at special events such as the Senior Fair and the Taste of Lombard. Fire Buildings: This cost center reflects the cost of maintaining the Village of Lombard Page 12 Special Meeting Board of Trustees Minutes August 27, 2015 two fire stations of the Lombard Fire Department. This includes cost of supplies, equipment, service contracts and necessary repairs to continue to operate safely and provide environmentally comfortable facilities for fire personnel who work, sleep, and eat in the buildings for 24-hour periods of time. Fire Donations: This cost center allows for the purchase of items or services that benefit the department and/or citizens of Lombard, and provides for the accounting of the donations and expenditures. Revenue for this cost center is derived from donations given to the department. Fire Grants: The Standards for Audit and Governmental Organizations Programs issued by the U.S. General Accounting Office establishes requirements for accounting for grant funds received from other agencies and disbursed by the Village of Lombard. This cost center has been established to provide for the proper accounting of revenues and expenditures for activities and functions for which the Fire Department has been provided grant funding and to facilitate the auditing of these funds. Fire and Rescue Services: Fire Suppression and Rescue constitute the major activities of the Fire Department. This unit is responsible for protecting and safeguarding the lives of the citizens of the community against the injurious effects of fire, explosives and other related natural and man-made hazards. Another area of responsibility directly relating to Fire and Rescue is the protection of the individual material wealth and economic well being of residents and property owners against the destructive forces of fire or natural disasters. Fire Prevention and Public Education: The Fire Prevention Bureau (FPB) is responsible for fire alarm, fire suppression, and life safety plan reviews. The FPB is responsible for life safety inspections prior to occupancy of commercial, industrial, and new multi-family residential structures. Fire inspectors provide business licenses, liquor licenses, coin-operated device and property safety inspections. The FPB monitors changes in standards and technology utilized in the construction industry relative to fire prevention and life safety. The FPB, along with the Community Development Department, provides consulting to parties in pre-construction meetings to assist and guide to assure a consistent basis of requirements are met. The FPB personnel provide inspections/consultations to special assignments; such as the Taste of Lombard, to local schools, and to establishments hosting Special Events. Beginning in FY 2012, Fire Prevention became responsible for Public Education. The operating costs for the Public Education program have been transferred to Fire Prevention . Fire Prevention is now Village of Lombard Page 13 Special Meeting Board of Trustees Minutes August 27, 2015 responsible for safety programs; including the use of Fire Suppression personnel to perform the education programs under the coordination of the Fire Marshal. Emergency Preparedness: This program reflects the Fire Department’s responsibility for the Village’s Emergency Preparedness function. Primary responsibilities associated with emergency procedures include planning for operating departments and coordination of local and outside resources in an emergency. The Emergency Communications Center (ECC) that activates during significant events coordinates with incident command, all departments, other agencies, DuPage County Office of Homeland Security and Emergency Management and Lombard Emergency Operations Center (EOC). The ECC is a sophisticated/highly technological center that has the ability to communicate in several ways to maintain interoperability. All activities are National Incident Management System (NIMS) complaint. Fire & Rescue Training: The fire service is continually changing and, in order to keep up with today’s technology and mandates, the training program must continually adapt to the changes and advances. Subjects that are addressed include computer technology, Company Officer Development (Fire Officer I & II), Fire Department Administration, Hazardous Materials, Fire Prevention, Loss Prevention, Safety, Strategy and Tactics, Technical Rescue and ensuring basic fire fighting job proficiency requirements (JPR). Fire Investigation: This cost center reflects the joint efforts of the Police and Fire Departments in investigating fire incidents. Accurate fire analysis by the Fire Investigation Unit will assist the Police and Fire Departments in making determinations as to whether or not a fire was accidental or intentional, and will assist in the apprehension of arsonists. Emergency Medical Services: Emergency Medical Services (EMS) constitutes the major activity of the Fire Department. This portion of the department is responsible for delivery of emergency medical service to over 4,000 people annually. The Department operates two Advanced Life Support Units, and as staffing permits, a third ALS ambulance. The engine and truck companies are equipped with advanced life support equipment if no ambulance is available. All new personnel must become Paramedics within their probationary period. Significant Increase/Decreases: There are no significant increases to this budget Due to new hiring policies, we now hire only licensed paramedics which will save significant costs for paramedic school and the overtime Village of Lombard Page 14 Special Meeting Board of Trustees Minutes August 27, 2015 costs associated with sending people to paramedic school. Strategic Challenges: Overtime costs associated with three Firefighter vacancies Affordable Care Act and Mobile Integrated Health Care Issues Officer and Staff Development Best utilization of aging fire stations Deployment of three medic units daily The Fire Department’s Greatest Challenge: Developing and training a young officer corps and many new hires Fire Chief Paul DiRienzo noted that the Fire Department had lost over thirty personnel over the last five years so one of the main initiatives is training for all of the new firefighter/paramedics. EMS continues to be busy. He noted no significant increases in the budget and the Fire Department was holding the line on the budge with a 1.75% increase for the year with the bulk of it attributed to contracts, pension liability, etc. He noted there are several vacancies on the Fire Department. He spoke about the Affordable Care Act and how a resident can call and the Fire Department transports them to the hospital. He felt this was a very clostly service for the Fire Department and the Hospital, and that not everyone really needs to go to the hospital. He spoke of the new ambulance billing service and hopefully that the service will be more efficient and be able to turn the bills around faster. He noted the newest fire station was built in 1987 and talked about the aging facilities and the continued maintenance and upkeep of the buildings. He talked about training and officer development and the younger work force and in-house training. He noted that the Downers Grove Fire Department is offering training at the Lewis University buildings and that this is a good opportunity for the Lombard Fire Department. He noted that the Village will now have to pay for the air time for the Starcom radios. He noted that one part-time secretary position had been moved in the budget from Fire Administrtion to Fire Prevention. Spoke about priortizing projects ae the stations and noted that the Public Works staff has helped with the work. Village Manager Scott Niehaus noted that the Village cannot issue debt at this time so major capital projects are on hold. He reported that all new hires are reuqired to have Paramedic certification which is s cost savings to the Village. He talked about Foreign Fire Fund and how the Firefighters work with him and purchase items for the Fire Department such as extrication equipmeht so these purchases do not have to come out of the General Fund. Village of Lombard Page 15 Special Meeting Board of Trustees Minutes August 27, 2015 D. 150399 Budget Presentation - Police Department Chief of Police Ray Byrne introduced Deputy Chief Tom Wirsing and Deputy Chief Roy Newton. He then proceeded to review the proposed budget: The proposed budget for the police department covers Calendar Year 2016. There are very few substantive changes to the department’s budget as compared to the CY 2015 budget. In fact, as will be explained in more detail below, discretionary spending is actually down from last year’s budget. Areas of Increase in the Budget - As you review the budget, there are some areas of increase that are simply beyond the control of the police department. As a general rule, these increases are related to personnel costs and will include wages, social security, pension costs and health insurance (non-discretionary spending). There are other hard costs associated with the budget that, while not directly personnel related costs, are still beyond the control of the police department. An example would be the annual cost for emergency dispatch services through DuComm. Non-discretionary spending accounts for approximately 96% of our total budget. There is $15,000 budgeted for reconstruction of the front desk area. Areas of Decrease in the Budget - The police department has been able to reduce discretionary spending in the proposed 2016 budget by 2.42% over the 2015 budget. Discretionary spending that we can increase or decrease represents approximately 4% of our budget or $539,710. This decrease was accomplished by eliminating some smaller cost centers and reducing other cost centers based on historical spending. Additions to the Budgets - There are no significant additions to this budget. The budget reflects sworn staffing at 69 police officers. However, we are currently carrying 3 vacancies and will have a 4th by the first week of September. Additionally, 2 of the sworn positions are being funded out of federal and state seizure funds and therefore not impacting the General Fund. Substantive Changes - During last year’s budget presentation, we indicated a desire to participate in a federal task force. Federal task forces present several benefits to local police departments, particularly because of specialized training and the ability to share in the forfeiture of assets from drug dealers. We have had very good success with this initiative so far. We currently have two positions in task forces to include one with the U.S. Drug Enforcement Administration (DEA) and Village of Lombard Page 16 Special Meeting Board of Trustees Minutes August 27, 2015 one with U.S. Immigrations & Customs Enforcement (ICE). We are still anticipating that the long term benefits of participation in these federal task forces will prove very beneficial. Police Administration: Police Administration is responsible for providing direction and supervision to personnel through its planning, analysis, inspections, personnel management and fiscal control efforts. The Accreditation Manager/Planning and Analysis program component is responsible for the continuation of the department’s accreditation status and provides planning for major departmental projects. This component also provides crime analysis services and assists with departmental recruiting efforts. Police Department Village Events: To enhance and provide additional support personnel necessary to address safety and security of Village special functions including, but not limited to, the Lilac Time Art and Craft Show, Cruise Nights, Lilac Day Parade, and Taste of Lombard/4th of July celebrations. Funding for these activities is provided by Hotel/Motel tax revenues. Police Buildings: This cost center provides for the operation and maintenance of the Police facilities. This includes maintaining and cleaning the Police Department buildings, the maintenance of overhead doors, HVAC system and the building roofs by outside contractors. Police Donations: This cost center was established to account for Police Department donations from citizens and businesses. Revenue for this cost center is derived from donations given to the department. Typically, items purchased under this cost center are one-time only supplies and equipment, employee recognition or to offset costs such as those associated with the citizen’s police academy. These items or services benefit the department and/or the citizens of Lombard. Police Grants: The Standards for Audit and Governmental Organizations Programs issued by the U.S. General Accounting Office establishes requirements for accounting for grant funds received from other agencies and disbursed by the Village of Lombard. This cost center has been established to provide for the proper accounting of revenues and expenditures for police activities and functions for which grant funding has been provided and to facilitate the auditing of these funds. Patrol Services: The Patrol Services function is the largest component of the Police Department. Within this program, the department’s overall goal of providing 24-hour per day, 7-day per week emergency response and visible protection to the citizens is Village of Lombard Page 17 Special Meeting Board of Trustees Minutes August 27, 2015 accomplished. Police training is an essential function of the Police Department. Training assists in the development of skills, knowledge and abilities, and reduces civil liability for the Village. Criminal Investigations and Juvenile Services: Criminal Investigations is responsible for the investigation, arrest and successful prosecution of all serious criminal offenses not performed by patrol service personnel including crimes against persons and property, serious traffic offenses, missing and wanted persons complaints, narcotics violations and offenses committed against and by juveniles. Police Records: The Police Records Unit is the depository of all routine records compiled, written and otherwise generated. These include incident reports, accident reports, traffic and parking citations, criminal complaints and warrants, dispatch records, archiving of records and similar items. In addition, the unit is responsible for the control of recovered property and all evidence seized at the scene of crimes, parking ticket collection system, administrative towing program and 24-hour staffing of the front desk. Police Traffic Services: The traffic services program provides a specialization in both first and second division vehicle enforcement. It also focuses on the safe movement of the public and the preservation of the Village’s infrastructure through special permits. Traffic services also manage grant programs designed to enhance enforcement efforts to reduce crashes caused by speed or other rules of the road violations including driver impairment. The traffic unit also coordinates the Child Safety Seat Inspection Program.In addition, the program provides regulatory enforcement and safety programs and evaluates and initiates legislation in the interest of public safety and the preservation of property. The program also provides guidance to state, county and municipal agencies concerning truck law enforcement procedures. DUI Equipment/Technology: On June 28, 2006, the Governor signed SB1088 into law as Public Act 94-0963. This law provides greater latitude to local police departments in combating alcohol related crimes. Currently, local agencies can receive $100 for the first DUI conviction and $200 for a second conviction. The Act allows local agencies to use the funds for enforcement and prevention of impaired driving, including the purchase of law enforcement equipment and commodities, police officer training, education, salaries, checkpoints, saturation patrols, and sting operations. Prior to this time, the money could only be used to purchase equipment. In order to adequately track and monitor the expenditures associated with this revenue so that only expenditures permitted under the expanded legislation are Village of Lombard Page 18 Special Meeting Board of Trustees Minutes August 27, 2015 incurred, the Village established this cost center in the FYE 2008 budget. State Seizures: This cost center provides for the Narcotics Fund cost of various Village projects. Costs shown in this account are funded through State narcotics seizures and conform with provisions of State Law restricting certain expenditures. Expenditures will be made only upon receipt of appropriate revenue. Purchases from this cost center will be subject to review by the Police Department as needs may warrant. Federal Seizures: This cost center provides for the Narcotics Fund cost of various projects funded through Federal Narcotics forfeitures. These expenditures must conform to provisions of Federal Law. Expenditures will be made only from revenues received from Federal forfeitures. Purchases from this cost center will be subject to review by the Police Department as needs may warrant. Significant Increases/Decreases No additional personnel Non-discretionary spending for CY 2016 is actually down 2.42% from CY 2015 Amended Budget Undertook a thorough review of our historical expenditures and smaller cost centerscut or eliminated where feasible PD Buildings cost center does include $15,000 for remodeling the front desk Strategic Changes Federal Task Force Participation Countywide Records Management System Public Service Announcements / Crime Prevention Tips Assigned a Sergeant to Supervise the Traffic Safety Unit Police Department’s Greatest Challenges An aging facility - the 38 year old police building is going to require ongoing maintenance that is beyond routine Plumbing is nearing 40 years old Generator is aging New Range System (scheduled in the 2017 CIP) Space needs - a space needs study has already determined that the building is too small for storage and the number of personnel since it was originally built. Returning to full authorized strength Keeping up with technology (expense) New Location for the COP Center Chief Byrne noted that 96% of their budget is non-discretionary. The budget is coming in with a 2.5% in discretionary expenditures over last Village of Lombard Page 19 Special Meeting Board of Trustees Minutes August 27, 2015 year due to staff reducing costs on estimated purchases that they felt could be cut. Upgrades to the front desk and the showers and lockers are included in the budget. He spoke about the Countywide Records Management System that has been in the works for two years. He also noted that Sgt. Grage continues to apply for various grants for the department. Village Manager Scott Niehaus indicated that Lt. Scott Watkins will be retiring after 32 years of service and that one patrol officer and one sergeant will be promoted. Chief Byrne spoke of an aging facility and the police shooting range. He stated a space needs study had been conducted a few years ago relative to the facility. Four positions have been frozen. He spoke of technology and body cameras. Question relative to the range was asked. Chief Byrne indicated the shooting range is still being used, and the Village has taken a "bandaid" approach. He answered other questions relative to office supplies and copiers. E. 150400 FY 2016 Budget Options and Direction Trustee Reid Foltyniewicz reviewed the FY 2016 budget options and direction as follows: The General Fund proposed FY 2016 budget increase is 2.95% compared to the 2015 amended budget. Approximately 66% of the 2.95% increase is attributed to expenses for police pension and wages. The increase is 1.01% when the police pension and wage increases are backed out. Per Board directive during the 2016 Strategic Planning process, the Village's discretionary budget is less than 2% of the prior year's budget. The 2016 proposed discretionary expenses decreased $142 or 0.01% compared to the 2015 budget. One of the charts showed that the 2015 General Corporate levy decreased by 92.04% compared to the 2014 extended levy due to significant increases required for Police Pension, IMRF, and Liability INsurance. Tax levy as proposed by staff, will go to the Finance Committee on October 5 and to the Village Board on October 15. Liability Insurance Tax Levy: The Village had an actuarial study conducted this year in order to determine the Village's reserve requirements for Liability Insurance. The actuarial studies are normal conducted every other year. The study performed this year determined the reserve requirements to be $2,302,541 as of December 31, 2014. The Village's financial policies Village of Lombard Page 20 Special Meeting Board of Trustees Minutes August 27, 2015 require that an additional 10% of expenditures, or $167,986, be maintained to cover additional unanticipated insurance costs or reserve requirements. In addition to the actuarially determined reserve requirements of $2,302,541, an additional $167,986 should be reserved, bringing the required account balance to $2,470,527. Taking into account the Village's anticipated Liability Reserve fund balance at the end of FY 15 and projected FY 16 expenses, the levy amount needed to maintain the required account balance ($2,470,527) is $1,695,930, which is $782,878 or 85.74% more than last year's levy. 2014 Property Tax Allocation: The majority of the Village's property taxes go toward educational services, which includes Districts #87, #44 and COD 502. The remainder goes toward the Village, other local governmental entities (York township, Helen Plum Library and the Park District), and DuPage County (including the Forest Preserve District and DuPage Airport Authority). FY 2016 Budget Options: Staff is seeking Village Board input before sending the proposed budget to the Finance Committee. The options presented to the Village Board are based on revenue projections that do not have any reduction in the Local Government Distributive Funds (LGDF) revenue from the State of Illinois. In the event the LGDF is reduced, the most practical and immediate way to address the revenue reduction would be to hold off on filling any vacant positions until subsequent budget cuts or revenues are created. It is unknown what the State will do. It is anticipated that the Finance Committee will do a review of potential budget cuts and revenue options immediately as opposed to waiting for the State to act. Option One - Aggressive Carry FY 2015 revenue over projected expenditures ($1,878,459) to help balance the FY 2016 budgeted deficit of $1,273,351. Option Two - Moderate Under this approach, a combination of tools could be used to close the projected deficit including the following:Use a portion of the projected FY 2015 carry over and apply it to the projected deficit. Each 10% of the carryover would equate to approximately $187,846. In the past, the village has carried over up to $400,000 to help balance future budgets; Hold off on filling ANY of the currently vacant positions for a period of time. Each month that the vacant positions are left open would equate to approximately $90,000; Only fill certain positions based upon priority and need. On average, each position is approximately $100,000 when counting for salary and benefits; Decrease expenses from the discretionary budgeted items. This includes a pool of annual expenses totaling $1,570,767; and Village of Lombard Page 21 Special Meeting Board of Trustees Minutes August 27, 2015 Review and consider potential revenue increases to licenses, taxes, fees or other revenue sources. Conservative: Freeze all vacant positions, or other expenditure reductions, and prioritize future employee hires based on a 25% General Fund Balance. F. 150401 Overview of FY 2017 - FY 2021 Projections Trustee Reid Foltyniewicz noted as follows: Revenue Assumptions 3.0% annual growth Property Tax (assumed max levy per statute) Income Tax Amusement Tax Fees, fines, licenses, and permits 1.5% annual growth Sales, Use, & Places For Eating taxes 0.0% annual growth for Utility Tax Gas Electric Telecommunications Annual Expense Assumptions Increases Salary progressions: 4% Health insurance: 7.5% Retirement benefits: IMRF 4% Police & Fire Pension 7.5-9.0% Technology Reserve: 1.5% Fleet Services: 3% (includes fuel, labor costs, and parts) All other costs: 3% Village of Lombard Page 22 Special Meeting Board of Trustees Minutes August 27, 2015 VI Adjournment A motion was made by Trustee Bill Johnston, seconded by Trustee Dan Whittington, that the Special Meeeting of the President and Board of Trustees of the Village of Lombard held on Thursday, August 27, 2015 in the Community Room of the Lombard Village Hall be adjourned at 9:25 p.m. The motion carried by the following vote: Aye: 6- Dan Whittington, Mike Fugiel, Reid Foltyniewicz, Bill Johnston, Robyn Pike, and Bill Ware Village of Lombard Page 23