AGENDA FOR THE REGULAR MEETING OF THE BOARD OF TRUSTEES

OF THE VILLAGE OF FLOSSMOOR, ILLINOIS MONDAY, JUNE, 3, 2019 – 7:30 PM

VILLAGE HALL

CALL TO ORDER

ROLL CALL

APPROVAL OF MINUTES OF THE MEETING HELD ON MAY 20, 2019

CITIZENS PRESENT WISHING TO ADDRESS THE BOARD

BOARD OF TRUSTEES AGENDA ITEMS

1. A Resolution Honoring Jonnishae Bennett

2. A Resolution Honoring Shallon Malfeo

3. Consideration of an Ordinance of the Village of Flossmoor, Cook County, Illinois, Approving a Special Use for a Circular Driveway at 820 Western Avenue

4. Consideration of an Ordinance of the Village of Flossmoor, Cook County, Illinois, Approving a Special Use for a Swimming Pool at 1146 Brassie Avenue

5. Consideration of Approval of Employee Insurance Renewals

6. Consideration of an Amended Fiscal Year 2020 Full-Time Salary Schedule

7. Presentation of Strategic Plan Update (Fourth Quarter FY 2019)

REPORTS OF COMMITTEES, COMMISSIONS AND BOARDS

Finance Committee: Trustee Brian Driscoll

Presentation of Bills for Approval and Payment (June 3, 2019)

OTHER BUSINESS

8. A Motion to go into Executive Session to Discuss the Employment of Specific Individuals, Property Acquisition, and Litigation

ADJOURNMENT OF MEETING

Village of Flossmoor

2800 Flossmoor Road

Flossmoor, Illinois 60422

Phone: 708.798.2300

TDD: 708.647.0179

Fax: 708.798.4016

www.flossmoor.org

Mayor

Paul S. Braun

Trustees

Brian Driscoll

Perry Hoag

Gyata Kimmons

James Mitros

Diane Williams

Village Clerk

Joni Bradley-Scott

Village Manager

Bridget A. Wachtel

FOR PERSONS WITH DISABILITIES: If you plan on attending a Village Board

meeting and need an accommodation, please call the Village Hall at

708-798-2300 or TDD 708-647-0179 at least one full business day prior to the

meeting.

Approval of the Minutes of the Regular Meeting Held on May 20, 2019

The Minutes will be made available to the Public on the Village website, www.flossmoor.org following their adoption at a scheduled meeting.

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A Resolution Honoring Jonnishae Bennett WHEREAS, JONNISHAE BENNETT was appointed to the position of Homewood-Flossmoor High School Student Liaison to the Flossmoor Community Relations Commission in May of 2018; and

WHEREAS, JONNISHAE BENNETT has served her school and community faithfully; and

WHEREAS, JONNISHAE BENNETT has carried out her duties with

confidence and zest and, as a liaison to the Community Relations Commission, has utilized her role on the Homewood-Flossmoor High School Principal’s Advisory Committee and the Multicultural Club to champion community programs and events that embrace diversity and inclusion, including Flossmoor Fest, Winterfest, Martin Luther King Jr. Day of Service, New Resident Events, and Back to School Movies in our Parks; and

WHEREAS, her dedication to the partnership between the Village of Flossmoor and Homewood-Flossmoor High School will continue through the Commission’s ongoing efforts; and NOW, THEREFORE, BE IT RESOLVED by the Mayor and Board of Trustees of the Village of Flossmoor, that we do hereby express to JONNISHAE BENNETT our sincere appreciation for the contribution she has made to the community through the services she has rendered; and BE IT FURTHER RESOLVED that we do hereby extend to JONNISHAE BENNETT best wishes for success, health and happiness at Indiana State University.

PASSED this 3rd day of June, 2019

APPROVED:

Paul S. Braun, Mayor ATTEST:

Joni Bradley-Scott, Village Clerk

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A Resolution Honoring Shallon Malfeo WHEREAS, SHALLON MALFEO was appointed to the position of Homewood-Flossmoor High School Student Liaison to the Flossmoor Green Commission in May of 2018; and

WHEREAS, SHALLON MALFEO has served her school and community faithfully; and

WHEREAS, SHALLON MALFEO has carried out her duties with confidence

and zest and, as a liaison to the Green Commission, has utilized her connections at Homewood-Flossmoor High School to champion environmental programs and events, including Recyclepalooza, Community Cleanup Day, other environmental efforts during Village events, designing an education campaign to reduce the use of Single Use Plastics and Straws, as well as fostering partnerships with other local environmental organizations to establish community sustainability goals; and WHEREAS, her dedication to the partnership between the Village of Flossmoor and Homewood-Flossmoor High School will continue through the Commission’s ongoing efforts; and NOW, THEREFORE, BE IT RESOLVED by the Mayor and Board of Trustees of the Village of Flossmoor, that we do hereby express to SHALLON MALFEO our sincere appreciation for the contribution she has made to the community through the services she has rendered; and BE IT FURTHER RESOLVED that we do hereby extend to SHALLON MALFEO best wishes for success, health and happiness at The University of Illinois at Urbana-Champaign.

PASSED this 3rd day of June, 2019

APPROVED:

Paul S. Braun, Mayor ATTEST:

Joni Bradley-Scott, Village Clerk

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TO: Bridget Wachtel, Village Manager

FROM: Scott Bugner, Building and Zoning Administrator

DATE: June 3, 2019

SUBJECT: Consideration of a Request for a Special Use Permit for

a Circular Driveway - 820 Western Avenue

On May 16, 2019 the Pan Commission held a public hearing to consider a request for a Special

Use Permit for a circular driveway. The request had been submitted by Lisa Livingston, owner of

said subject property. The facts in the matter are as follows:

The subject property at 820 Western Avenue is an interior lot located on the west side of

Western Avenue. The lot is improved with a single family dwelling and attached garage. The

existing driveway is a linear drive running perpendicular from the garage to the street with

dimensions of approximately 16 feet in width by 68 feet in length. The driveway also includes a

parking pad of approximately 20 feet by 20 feet to the north of the driveway. The lot is

approximately 75 feet in width.

The petitioner was seeking approval to add a 12 foot wide driveway extending from the

northeast corner of the existing parking pad to Western Avenue, providing the petitioner with

two curb cuts.

Section 285-23-3 K. (b) of the Flossmoor Zoning Code states that for lots with a width of less

than 100 ft. (measured from the front line), circular driveways with two curb cuts are permitted

only as a Special Use.

The petitioner had submitted that the request has been made to allow the family from having

to back out of the driveway onto Western Avenue. The petitioner has also submitted that the

neighboring homes on either side currently have circular driveways with similar lot widths.

During the hearing the Plan Commission recommended the proposed plan be altered by

narrowing the width of the existing driveway from 16 feet to 12 feet and providing radiuses to

the existing parking pad so as to reduce the area of impervious surface. The petitioner agreed

to amend the plan as suggested.

There were no public comments or correspondence either in favor or opposed to the proposed

driveway.

At the close of the public hearing the Plan Commission voted 4-0 in favor of recommending that

the petitioners request for a special use permit be granted as amended.

To assist you in your consideration of this matter please find attached the following materials:

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· Application for Land Use Review

· Findings and Recommendations

· Existing and Proposed Site Plan and Plat of Survey

· Legal Notice and Notice to Residents

· Address Map locating the Subject Property

· Proposed Ordinance and Exhibit(s)

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FINDINGS AND RECOMMENDATIONS

FLOSSMOOR PLAN COMMISSION

MAY 16, 2019

Special Use Permit for a Circular Driveway – Livingston – 820 Western Avenue

1. The petitioner, Lisa Livingston is the owner of the subject property at 820 Western Avenue.

2. The Subject property is an interior residential lot improved with a single-family dwelling and attached

garage located on the west side of Western Avenue.

3. The property is zoned R-5.

4. Section 285-23-3 K. (1) (b) of the Zoning Code requires that circular or dual frontage driveways may

only be permitted by a special use where a lot has a width of less than 100 feet measured at the

front property line.

5. The front property line of the subject property is approximately 75 feet in width.

6. The petitioner is seeking a Special Use Permit for a circular or horseshoe driveway.

7. On May 16, 2019 the Plan Commission held a Public Hearing for a Special Use Permit.

Upon review of all submittals and considering testimony offered by the petitioner and the public at the

Public Hearing the Flossmoor Plan Commission finds that:

A. The proposed circular driveway may be permitted as a special use in the district in which it is

located, and otherwise meets the standards for a special use permit set forth in Section 285-26-9

E. of the Zoning Code.

B. The proposed use will not cause substantial injury to the value of other property in the

neighborhood.

C. The Plan Commission has recommended that the proposed plan be amended to reduce the

impervious surface area by narrowing the existing drive and providing radiuses to the existing

parking pad.

In conclusion the Plan Commission recommends to the Mayor and Board of Trustees that a Special Use

Permit be approved as amended.

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ORDINANCE NO. __________

AN ORDINANCE OF THE VILLAGE OF FLOSSMOOR, COOK COUNTY, ILLINOIS, APPROVING A SPECIAL USE FOR A CIRCULAR DRIVEWAY AT 820 WESTERN AVENUE

WHEREAS, the Village of Flossmoor (the “Village ”) is a duly organized and validly existing non home-rule municipality created in accordance with the Constitution of the State of Illinois of 1970 and the laws of the State; and,

WHEREAS, under section 11-13-1.1 of the Illinois Municipal Code (65 ILCS 5/1-1-1, et seq.), the Mayor and Board of Trustees of the Village (collectively, the “Corporate Authorities”) may provide for the classification of special uses in its zoning ordinance; and,

WHEREAS, Lisa Livingston (“the Owner”) is the owner of the property located at 820 Western Avenue, legally described in Section 2 of this Ordinance (the “Subject Property”); and,

WHEREAS, under the authority of the Zoning Code, the Subject Property is located in a designated R-5 Single-Family Residential District, and a circular dual frontage driveway is allowed in this district with a special use permit (Section 285-23-3-K); and,

WHEREAS, the Corporate Authorities have received a request from the Owner for a special use permit for the Subject Property to allow a circular driveway with two curb cuts on the same street; and,

WHEREAS, a legal notice of publication regarding a public hearing before the Planning Commission on the proposed special use permit was duly published in a newspaper of general circulation in the Village, not more than thirty (30) nor less than fifteen (15) days prior to the public hearing; and,

WHEREAS, the Planning Commission convened and held a public hearing on the 16th day of May, 2019, on the question of recommending the special use application; and,

WHEREAS, the Planning Commission reviewed the standards set forth in Section 285-26-9E of the Zoning Code; and,

WHEREAS, upon conclusion of said public hearing, the Planning Commission recommended the approval of the special use for the Subject Property for a circular driveway on the Subject Property.

NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the Village of Flossmoor, Cook County, Illinois, as follows:

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Section 1: The above recitals are incorporated herein and made a part of this Ordinance.

Section 2: That the Corporate Authorities hereby approve a special use for the Subject Property, legally described as:

Lot 4 in Hummel and Hurtt Resubdivision of Block 11 (Except the Soutj 214 Feet), in Subdivision of 91.76 Acres of the Southeast 1/4 of Section 1, Township 35 North, Range 13 East of the Third Principal Meridian, in Cook County, Illinois

Permanent Index Number: 31-01-410-011-0000

for a circular dual frontage driveway.

Section 3: That the special use granted herein shall be constructed, operated and maintained in accordance with the following plans, diagrams and conditions:

A. Site Plan attached hereto and made a part hereof as Exhibit A.

Section 4: This Ordinance shall be in full force and effect upon its passage, approval, and publication in pamphlet form as provided by law.

Passed this _3rd day of _June__, 2019.

AYES: _________________________________________ NOES: ________________________________________ ABSENT: ______________________________________ ABSTAINED: ___________________________________ PASSED: _______________________________________ APPROVED: ____________________________________ PUBLISHED: ____________________________________ APPROVED:

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______________________________________ Mayor ATTEST: ____________________________________ Village Clerk

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TO: Bridget Wachtel, Village Manager

FROM: Scott Bugner, Building and Zoning Administrator

DATE: June 3, 2019

SUBJECT: Consideration of a Request for a Special Use Permit for

a Swimming Pool - 1146 Brassie Avenue

On May 16, 2019 the Plan Commission held a public hearing to consider a request for a Special

Use Permit for a swimming pool. The request had been submitted by Tom Baffes, owner of the

subject property. The facts in the matter are as follows:

The subject property is a corner lot located on the northwest corner of Brassie Avenue and

Hawthorne Lane. The property is improved with a two-story single-family dwelling with an

attached garage and accessory patios. The lot has an approximate area of 19,000 square feet

with lot dimensions of 100’x190’.

The petitioner has proposed the construction of an in ground pool with dimensions of 18 feet

wide by 39 feet in length, as well as a 6 foot by 6 foot walk in spa in the western portion of the

lot. The pool and spa would have a concrete walkway and patio around the entire perimeter,

with a diving board located at the south end of the pool. The pool pump, filter and heating

equipment is proposed to be located along the northwest corner of the home. A six foot high

wrought iron fence is proposed from the rear of the home to the north and south lot lines and

extending to the west lot line to enclose the western portion of the yard. Underwater pool

lighting is indicated for the pool and spa.

The pool is proposed to be setback approximately 26 feet from the north lot line, approximately

35 feet from the south lot line, approximately 26 feet from the west lot line and approximately

28 feet from the rear of the home.

During the public hearing the Plan Commission recommended that the fence along the south

side of the property be located to the north or within the existing line of vegetation to obscure

the fence from view. The petitioner had agreed to that recommendation.

There were no public comments either in favor or opposed to the petitioners request.

At the close of the public hearing the Plan Commission voted 4-0 in favor of recommending that

the petitioners request for a special use permit be granted as submitted with the

recommendation as stated above.

To assist you in consideration of this matter please find attached the following materials:

· Application for Land Use Review

· Findings and Recommendations

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· Site Plan

· Legal Notice and Notice to Residents

· Address map locating the subject property

· Proposed Ordinance and Exhibit(s)

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FINDINGS AND RECOMMENDATIONS

FLOSSMOOR PLAN COMMISSION

MAY 16, 2019

Special Use Permit for a Swimming Pool – Baffes – 1146 Brassie Avenue

1. The petitioner, Tom Baffes is the owner of the subject property at 1146 Brassie Avenue.

2. The Subject property is a residential lot improved with a single-family dwelling and attached garage

located on the northwest corner of Brassie Avenue and Hawthorne Lane.

3. The property is zoned R-4.

4. Section 285-8-3 of the Zoning Code regulating special uses in the R-4 district refers to Section 285-5-3

E. permitting swimming pools accessory to single-family dwellings as a special use.

5. The petitioner is seeking a Special Use Permit for an in ground swimming pool and walk in spa.

6. On May 16, 2019 the Plan Commission held a Public Hearing for a Special Use Permit.

Upon review of all submittals and considering testimony offered by the petitioner and the public at the

Public Hearing the Flossmoor Plan Commission finds that:

A. The proposed swimming pool and spa may be permitted as a special use in the district in which

it is located, and otherwise meets the standards for a special use permit set forth in Section 285-

26-9 E. of the Zoning Code.

B. The proposed use will not cause substantial injury to the value of other property in the

neighborhood.

C. The Plan Commission has recommended that the proposed fence along the south side does not

protrude beyond the existing vegetation towards the south lot line.

In conclusion the Plan Commission recommends to the Mayor and Board of Trustees that a Special Use

Permit be approved as submitted.

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Attachment: 1146 Brassie Site Plan (1146 Brassie Avenue Special Use Permit - Swimming Pool)

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ORDINANCE NO. __________

AN ORDINANCE OF THE VILLAGE OF FLOSSMOOR, COOK COUNTY, ILLINOIS, APPROVING A SPECIAL USE FOR A SWIMMING POOL AT 1146 BRASSIE AVENUE

WHEREAS, the Village of Flossmoor (the “Village ”) is a duly organized and validly existing non home-rule municipality created in accordance with the Constitution of the State of Illinois of 1970 and the laws of the State; and,

WHEREAS, under section 11-13-1.1 of the Illinois Municipal Code (65 ILCS 5/1-1-1, et seq.), the Mayor and Board of Trustees of the Village (collectively, the “Corporate Authorities”) may provide for the classification of special uses it its zoning ordinance; and,

WHEREAS, Tom Baffes (“the Owner”) is the owner of the property located at 1146 Brassie Avenue, legally described in Section 2 of this Ordinance (the “Subject Property”); and,

WHEREAS, under the authority of the Zoning Code, the Subject Property is located in a designated R-4 Single-Family Residential District, and a swimming pool is allowed as an accessory use in this district with a special use permit (Sections 285-8-3 and 285-5-3E); and,

WHEREAS, the Corporate Authorities have received a request from the Owner for a special use permit for the Subject Property to allow a swimming pool; and,

WHEREAS, a legal notice of publication regarding a public hearing before the Planning Commission on the proposed special use permit was duly published in a newspaper of general circulation in the Village, not more than thirty (30) nor less than fifteen (15) days prior to the public hearing; and,

WHEREAS, the Planning Commission convened and held a public hearing on the 16th day of May, 2019, on the question of recommending the special use application; and,

WHEREAS, the Planning Commission reviewed the standards set forth in Section 285-26-9E of the Zoning Code; and,

WHEREAS, upon conclusion of said public hearing, the Planning Commission recommended the approval of the special use for the Subject Property for a swimming pool on the Subject Property.

NOW, THEREFORE, BE IT ORDAINED by the Mayor and Board of Trustees of the Village of Flossmoor, Cook County, Illinois, as follows:

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Section 1: The above recitals are incorporated herein and made a part of this Ordinance.

Section 2: That the Corporate Authorities hereby approve a special use for the Subject Property, legally described as:

The South 100.0 Feet of the East 1/2 of Block 2 in the Resubdivision of the North 51 Acres of that Part of the Northeast 1/4 Lying East of the Illinois Central Railroad in Section 12, Township 35 North, Range 13 East of the Third Principal Meridian, in Cook County, Illinois.

Permanent Index Number: 31-12-204-005-0000

for a swimming pool as an accessory use.

Section 3: That the special use granted herein shall be constructed, operated and maintained in accordance with the following plans, diagrams and conditions:

A. Site Plan attached hereto and made a part hereof as Exhibit A.

B. The fence along the south side shall not protrude beyond the existing vegetation towards the southern lot line.

Section 4: This Ordinance shall be in full force and effect upon its passage, approval, and publication in pamphlet form as provided by law.

AYES: _________________________________________ NOES: ________________________________________ ABSENT: ______________________________________ ABSTAINED: ___________________________________ PASSED: _______________________________________ APPROVED: ____________________________________ PUBLISHED: ____________________________________ APPROVED:

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______________________________________ Mayor ATTEST: ____________________________________ Village Clerk

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Attachment: 1146 Brassie Exhibit A (1146 Brassie Avenue Special Use Permit - Swimming Pool- Ordinance)

TO: Bridget Wachtel, Village Manager

FROM: Scott Bordui, Finance Director

DATE: June 3, 2019

SUBJECT: Employee Insurance Renewals

The Village’s current term with its health, dental and life insurance providers, Blue Cross Blue Shield (BCBS), Guardian and Dearborn National; respectively, is set to expire on June 30, 2019. The Village’s current term with Vision Service Plan for vision insurance is set to expire on June 30, 2020. Renewal Summary We know through multiple renewal processes that it is difficult to obtain final numbers much earlier than mid to late May. The renewal process this year was managed by Mike Wojcik and Beth Ishmael of The Horton Group. I am pleased to share that this was a relatively simple renewal year with news that was generally excellent in all aspects. The initial health renewal came in earlier in May at an average increase of 2.37% which included Affordable Care Act (ACA) taxes and fees. The initial increase was smaller than expected, within budget and good news. However, Mike and Beth felt that additional negotiating could result in Horton getting us an even lower rate. We felt it would be worthwhile to give them the time to do so. As a result, Horton has spent additional time negotiating with BCBS and has been able to obtain rates which result in a health insurance decrease of 0.62% based on current plan designs. Horton was able to obtain this pricing while maintaining current plan designs. In addition, Horton negotiated a one-time $5,000 “communication” credit. The renewal rate is a superb rate given medical trends and other renewal rates Horton has observed. The medical changes ranged from 5.0% decreases-2.6% increases depending on the plan with HMO rates ranging from 2.16%-5.0% decreases, PPO rates ranging from 1.7% decreases-2.6% increases and HSA rates ranging from 0.7% decreases-2.2% increases. The total average decrease in medical rates was 0.62%. Dental rates proposed by Guardian also bring good news with a reasonable increase in premiums after no increase last year. Vision rates from VSP continue the good news with no increase from last year’s rates which was guaranteed thru 6-30-20. The total average increase across all plans will be 0.014%. Without the pending PSEBA applicant, the total average would have actually been an increase of 0.09%. Given that the Village was able to achieve an overall 8.3% reduction in year one with BCBS including medical and dental with subsequent annual medical increases limited to an average of 11.5%, 9.7%, 18.5%, 18.5%, 3.9% (reduction), 1.7%, 4.8%, 4.2%, 3.9%, 5.9%, 5.9% and 0.1% last year our 14 year experience with BCBS has been very good and well below medical inflation. The following chart compares our BCBS experience to our budget.

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Coverage Overall Difference

Year +Inc/-Dec Budget +Over/-Under 2006-07 - 8.3% +15.0% -23.3 2007-08 +11.5% +15.0% - 3.5 2008-09 + 9.7% +15.0% - 5.3

2009-10 +18.5% +15.0% + 3.5 2010-11 +18.5% +15.0% + 3.5 2011-12 - 3.9% +18.5% -22.4 2012-13* + 1.7% +12.0% -13.9 2013-14 + 4.8% +25.0% -20.2 2014-15 + 4.2% +13.7% - 9.5 2015-16 + 3.9% +12.0% - 8.1 2016-17 + 5.9% +10.0% - 4.1 2017-18 + 5.9% +10.0% - 4.1 2018-19 + 0.1% +11.0% -10.9 2019-20 - 0.6% + 7.25% -7.85 *with change in dental carrier to Guardian The 0.01% average total increase with the medical component at -0.62% is well below medical inflation trends and the Village’s budgeted increase of 7.25%. The attached spreadsheet provides detail on the increase. At the time of budget development, most renewals in the market were resulting in increases above 10.0%. Our timing has been fortunate and many of the changes we have made over the last 7-9 years have paid off in a big way. In fact, attached is a chart comparing Village renewals (thru last year and inclusive of census changes) back to 2010 to the PWC medical trend rates. The cumulative increase to the Village was approximately 23% vs. the trend at 72%; strong quantification of the success of the financial strategies and innovations we have implemented over that time period. Based on our current census and with the proposed modifications in benefit levels, the impact on the FY 20 budget of the lower than expected rate increase is estimated at approximately $65,000; fantastic budget news. Patient Protection and Affordability Care Act (ACA) & Taxes and Fees ACA provisions do remain in effect as efforts to repeal and replace ACA have not materialized thus far. As a result, we continue to function under ACA and decisions as well as future strategies are made as such. Offsetting the excellent budget news is the continuing impact of the taxes and fees imposed by ACA which were effective January 1, 2014. The projected impact of the new taxes and fees that were effective in 2014 was approximately $36,000 annualized. The taxes and fees so far have been and will continue to ultimately be passed on to the Village in the form of higher

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premiums. There are changes to tax and fee rates for 2019 and 2020. The 2019 and 2020 taxes and fees will be as follows: -Patient Centered Outcomes Research Institute (PCORI) Fee – fee to fund health care reform research began in 2013; $2.39 per life in 2018 and thru 7-31-19; included in premiums; BCBS files reporting. -Health Exchange Reinsurance Fee – fee to fund the entry and establishment of the exchange; $27.00 per member for 2016 was discontinued in 2017; billed by BCBS; BCBS files tax returns. -Health Insurance Industry Tax (Health Insurers Provider’s Fee – “HIT tax”) – tax to fund exchange subsidies and tax credits; tax is a percentage of premiums; was postponed for 2019 and will be 2.5% for 2020; passed on and billed by BCBS; BCBS files tax returns. The percentage reflects BCBS’ approach to bundling all three taxes and fees together. Other taxes and fees that could impact the Village either directly or indirectly include the Cadillac Tax, additional Medicare tax, pharmacy manufacturer tax, medical device tax, insurance carrier exchange entry fee, and employer mandates with associated penalties (e.g. affordability test). Unrelated to ACA, but new this year is a legislative threat from the State as the Governor has proposed a state tax on health insurance plans that could be as much as 1% on premiums. The tax would be built into the Village’s premiums and collected by BCBS. The impact thus far on cost sharing is that the Village has been able to share the cost of the taxes and fees with all employees (20% share or defined contribution) since the costs have been included in premiums. It is uncertain the impact on cost sharing if future taxes and fees are paid directly by the Village rather than thru premiums. This uncertainty is due to current language in the FOP contract and further review is needed before a conclusion can be reached. BCBS Health Plan Design and Offerings Along with the excellent news on premiums is that the Village was able to maintain its core plan designs with only a few minor changes related to prescription drugs and HSA deductibles/out of pockets. The Village made some rather significant plan design changes in 2015 including raising the HMO co-payment model, the PPO deductibles to $500 & $1,500 levels, the HSA embedded deductible from $2,500 to $2,600 (IRS mandate), out of pocket maximum increases across all plans and prescription co-payments to a $10/$40/$60 model across all plans with a new cap on prescription out of pocket costs. The embedded deductible was also increased from $2,600 to $2,700 per IRS mandate and new regulations will again mandate an increase in 2020 from $2,700 to $2,800. We are pleased that we were able to retain the base plan designs this year with virtually no overall premium increase. The Village continues to offer a Health Savings Account (HSA) plan along with an employer contribution as an incentive to employees to switch from the PPO plan. The premium differential with the HMO plan is generally not enough to motivate a switch to HSA. However, the defined contribution cost sharing model implemented in 2017 has resulted and encouraged employees to think more like consumers. As a result, we

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now have 21 employees; our highest participation to date, that have switched to the HSA. Due to ACA impacts, the second PPO offering with a $1,500 deductible also continues to be offered with the current renewal. ACA forces the Village to plan for the Cadillac Tax and for affordability tests that could expose the Village to penalties which began in 2016. The Village did receive some excellent news in 2017 that the Cadillac Tax was delayed again now to 2022. We can only hope it will go away altogether by 2022. ACA creates a classification system defining plans as “platinum”, “gold”, “silver” or “bronze.” The Village will likely be in a position by 2021 at the latest to at least offer one plan design that qualifies as “bronze”. Our financial strategies have definitely been successful in mitigating Cadillac Tax application. A “bronze” plan is essentially a “bare bones” plan that offers minimal coverage, would have deductibles and out of pocket costs so high that it would basically become unaffordable and would certainly be at odds with the whole wellness philosophy. ACA does; however, now require wellness benefits at 100% with no co-pays. Our current $500 deductible plan is still “gold” but is nearing “platinum”. Moving to the next level of deductible ($1,000) would also keep us at “gold”. The Village’s $1,500 deductible plan also reached the “gold” level in 2018. We would have to raise the deductible to $2,000 to have a baseline plan that is “silver.” Horton has advised that realistically we should expect the $1,500 or higher deductible plan to become our baseline as soon as 2020. Our HMO and our HSA plans both fall in the “gold” category. In 2014, Horton advised that the $500 deductible plan would need to become our baseline by 2015; advice which became reality in 2015 thanks largely to ACA. As both Horton and I advised last year and are advising again this year, it is likely that the $500 deductible plan will be a short lived offering. As a result, we could be in a position where cost and ACA pressures will force us to a $1,000 deductible (or higher) as soon as next year. Even in the current market, the $500 deductible plan is more generous than the typical employer plan offering which is at the $1,000 level. As ACA impacts continue for the Village, the $500 deductible plan will become even more infrequent and is more generous than plans that will be available on the exchange. Having said all this, the markets have been unpredictable in their reaction to ACA and it would not be entirely surprising if the outlook could be different a year from now. Increasing costs and greater frequency of $100,000 and $500,000 claimants in the market have also contributed to market unpredictability. A repeal and replacement of ACA would, of course, change the outlook instantly. The continued offering of a second PPO plan with a higher deductible ($1,500 plan proposed this year) has served two purposes. First, it has provided employees who are willing to take additional risk with their health experience, a lower premium cost plan. Second, it has created a two plan offering system which ACA is really forcing whereby there is a baseline plan and a higher cost plan that is closer or at the “bronze” level. Finally, it is also important to mention that the level of satisfaction that the employees have with BCBS remains at a high level. Horton has also advised that they feel BCBS is superior to the other providers. Other Health Insurance Carriers

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Horton did solicit and review other carrier options besides BCBS. Horton solicited quotes on the open market and received “preliminary” quotes from United Healthcare and Humana. United Healthcare (UHC) offered a large premium savings. UHC’s quote was improved from prior years from the standpoint of more comparable benefit levels, a 2nd year cap and better customer service (per Horton) although still a downgrade from BCBS. United Healthcare also has an extensive list of exclusions as compared to BCBS. Further, as recently as 2016 Horton shared a survey of hospital and health care system executives in 2014 that ranked UHC as the “least trustworthy.” Horton has advised UHC has improved since then to the point where it is no longer prohibitive in terms of Horton clients switching, but still lags behind BCBS especially for public sector clients. Conversely, BCBS plans ranked the best as the most trustworthy. Horton has also advised on employer’s being slammed by UHC with huge increases in year two; often around 30%. The 2nd year cap quoted this year somewhat mitigates this. However, there is no experience surrounding year three so the expectation remains that the increase would be 30%-35%. Humana’s bid was competitive although resulted in a small increase above BCBS along with downgraded benefit levels and customer service and networks not as deep as the BCBS hospital and provider network. Both Cigna and Aetna declined to bid. The Village did not meet again as we have from time to time with the IPBC pool; a Chicago area health insurance pool. Although we did review updated material from IPBC. IPBC continues to require Flossmoor to combine with other Villages to form a sub-pool as there is a requirement for 150 lives to join the pool. Further, IPBC has yet to provide rate quotes which provide much, if any, savings compared to what we are paying on our own. The pool does not offer the considerable resources and partnership near the extent that Horton provides in terms of health care reform implementation as well as other ongoing compliance assistance. Horton has been incredible in its assisting the Village and all of its clients with health care reform education and implementation. Other advantages such as wellness program assistance and seminars are not duplicated by the pool to the extent that we receive from Horton. Horton also in 2016 began providing a free ThinkHR human resources service for its clients; a service which the Village has utilized and found to be very valuable. This service not duplicated by IPBC. The Village is doing so well on its own in partnership with Horton that it would not be prudent to join IPBC or any other pooling venture for that matter. Dental Plan Design and Offerings I am pleased to report that Guardian is proposing an increase of 12.0% in premiums for the current renewal. This also follows last year which had no increase. The dental inflation trend has been in the 7%-9% increase range so the 12% increase following no increase is reasonable and still less than dental inflation over the two year period. In our first year with Guardian, we learned that Guardian’s network had not been as strong as advertised and out of network “maximums” resulted in some employee complaints about increased costs. As a result, we upgraded in 2013 to a higher percentile for coverage maximums. The result has been virtually no complaints at all regarding out of pocket costs so the upgrade appears to have been successful in addressing employee concerns. There was a competitive quote from Lincoln, but the savings were not enough to consider and merit going thru the disruption of changing providers. Further, Horton expressed concerns with the depth of Lincoln’s network. Given a

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12% increase quote, it is prudent to renew with Guardian. Vision Plan Design and Offerings The Village entered a two year agreement in 2018 with Vision Service Plan (VSP) for vision coverage with the current term expiring on June 30, 2020. I am pleased to report that this means no change in premiums for two years the July 1, 2019 renewal. Cadillac Tax Impact A seemingly terrible provision of ACA continues to be the Cadillac Tax which in theory assesses a tax on plans whose premiums exceed certain levels; generally occurring when benefits are “too good” or risk make-up is “too high.” The plan classifications discussed earlier provide an overview and one can certainly conclude that the level at which the tax will be assessed is hardly on plans that are overly generous in benefits. Horton has continued to advise us on projections and planning for the tax. Horton did a projection of future Cadillac Tax impact on the Village and estimates that based on health care reform as it is now designed and the Village’s current plan design, the Village will incur a substantial tax by 2022; the year the tax is first assessed. The good news is that our financial strategies the last several years have materially slowed the pace of when the Village would first substantially finds itself in Cadillac Tax territory. Prior to 2015’s plan design changes and subsequent strategy implementations we would have been in Cadillac tax range as soon as 2016. The plan design changes implemented in 2015 along with wellness and 2017 strategy implementations related to defined contribution cost sharing, wellness differentials and the retiree carve-out offering have all been a major help. The tax is a federal tax and the cost sharing that exists between the Village and its employees would likely be extended to the tax as Horton has advised the tax would likely be included in premiums. It is important that cost sharing language in union contracts and the Village’s personnel policy provide the Village appropriate flexibility to try and avoid the tax altogether. The good news is the Cadillac Tax projections for the Village continue to pace at a lower rate than projected in prior years and a change to the ACA in 2014 allowed for slightly higher thresholds for emergency service personnel (police & fire) also helps. At Horton’s recommendation, the Village implemented several key long-term financial strategy options in 2017 which have been very effective. Further, Horton has continued to discuss with us additional long-term planning options that could mitigate or delay the impact of the tax. Those strategies and options will be discussed later in the memo. HSA Employer Contribution One of the best Cadillac Tax mitigation tools the Village has available is the HSA plan. As noted earlier, the Village now has 21 employees switched to the HSA plan since the initial January 1, 2012 offering date. In connection with the 2012 offering, the Village Board approved the establishment of an employer contribution to provide “seed money” for an initial contribution to help the employee get started with the HSA plan. The purpose of the “seed money” is to alleviate employee concerns about their exposure to large claims until they can accumulate a comfortable HSA balance thru their own employee contributions. The Village, in turn, can save

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money on its health insurance premiums when employees enroll in an HSA and develop a consumer’s approach to their health insurance. The premium differential between the HMO and HSA is insignificant, so the employer contribution incentive is really targeted toward the PPO employees. The Village increased the incentive for 2013 and also provides the incentive to all HSA participants. Horton has recommended that the Village continue to provide employer contributions as an incentive although is not recommending a change in incentive levels as the incentives are appropriate and the incentives also count toward the Cadillac Tax. Horton also believes the Village should continue to designate it as an annual contribution rather than just as initial “seed money.” The Village’s defined contribution cost sharing model implemented in 2017 has definitely had the intended impact of incentivizing more employees to switch to the HSA. The Village’s current incentive is a three tiered contribution at $1,000, $2,000 and $2,500 for single, employee plus one and family; respectively. My preference is to retain a three tiered contribution incentive that still more closely ties into the number of covered lives. The Village should continue with the intent to offer the incentive as an annual calendar year contribution to any employee enrolled in the HSA. The intended annual incentive would still be subject to review by staff and change depending on future premiums. Any changes including discontinuation of the incentive would be brought back to the Village Board for approval. Further, in all likelihood, it will be some form of an HSA plan that will end up being the Village’s “bronze” plan. Finally, as the Village moves in the future to higher deductible PPO plans, the HSA will become more attractive to employees. Under the defined contribution sharing model applicable to non-union employees, the Village pays by category (single, family, etc.) so premiums paid by the Village are the same regardless of HSA participation. However, by incentivizing more employees into the HSA, this can have the impact of reducing overall premium increases. The current incentive and annual net savings to the Village for union employees at the 20% cost sharing model are as follows: Village Village HSA Premium Type Premium Savings Contribution Net Savings Single $1,277 $1,000 $ 277 Employee + Child $2,592 $2,000 $ 592 Employee + Spouse $2,890 $2,000 $ 890 Family $4,195 $2,500 $1,695 The Village Board should continue to state intent to annualize the incentive rather than just limiting it to initial “seed money” as this does have a positive impact. The approach of making it an annual incentive as opposed to initial “seed money” would need to be re-evaluated should the Village ever change its cost sharing model on premiums and once more experience is developed under the defined contribution model. The Village will have two enrollment opportunities for the HSA; one to coincide with the overall open enrollment period effective for July 1, 2019 and another effective for calendar year 2020.

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ACA Financial Strategies Implemented 2017 and 2018 were perhaps our most aggressive years in implementing and advancing financial strategies to mitigate ACA cost impacts since the Wellness program was first initiated. The following is a summary and commentary on major financial strategies that have become important components to our overall cost containment management of health insurance.

1. Defined Contribution Cost Sharing It has become important to the Village’s ability to develop effective ACA financial strategies that the Village has flexibility in addressing employee cost sharing. In 2017, the Village first implemented an intriguing and somewhat innovative (for the public sector) approach with a defined contribution cost sharing model that applies to health insurance only and applies to non-union employees. Under the defined contribution model, the Village pays a fixed amount per tier/category (single, employee plus spouse, employee plus child and family) across all plans. The employee then selects their specific insurance plan (HMO, PPO or HSA) and pays the difference between the total premium and the fixed defined contribution amount paid by the Village. The fixed amount adjusts up by a defined percentage each year. This can help the Village in controlling its costs and places the employee in more of a consumer role. It has already proven to be an effective Cadillac Tax mitigation tool by making the employee more of a consumer including allowing the Village to still offer gold level plans to any employee willing to assume the cost of the gold plan. The current language in the FOP contract requires the “80/20” model so the Village cannot apply the defined contribution model to union employees. My understanding is although a new contract document has not been executed, the “80/20” language was not negotiated out.

In 2017, the defined contribution amounts were originally set based on a calculation by Horton on which their underwriter calculated recommended defined monthly contribution levels for each type. The underwriter did the calculation in a cost neutral manner so that the total Village and employee shares were the same in total as would be under the “80/20” model. The model implemented in 2017 resulted in the following percentages contributed by employees. Defined Employee % Employee % Type Contrib. DC Model Union Model Single $ 670 6.5-22.9% 20% Employee + Sp $1,430 7.9-24.1% 20% Employee + Ch $1,260 7.5-23.8% 20% Family $2,030 7.6-23.9% 20% The range in percentages go from the least expensive plan (HSA) to the most expensive plan (PPO-$500 deductible). There is also a small rounding impact in the above model that can work to the favor of the employees or the Village depending

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on the direction of the rounding. At the time of implementation January 1, 2017, we discussed how the defined contribution model would adjust by a defined percentage or amount each year. We discussed many different approaches to the annual adjustment including fixed amounts and indexed percentages (CPI, medical inflation, etc.). The conclusion was to general apply an adjustment based on the overall health insurance plan increase or decrease with re-calculation by the underwriter occurring every 3rd year. Based on this approach, the defined contribution model for the July 1, 2017 renewal year resulted in an approximate general increase of 5.88% in the Village’s share along with rounding. Utilizing this approach again for our July 1, 2018 renewal and with the overall health insurance plan increase at 0.01% (effectively zero increase), there were no changes to the Village’s defined contribution amounts resulting in the following defined contribution model for the 2018 renewal year: Defined Employee % Employee % Type Contrib. DC Model Union Model Single $ 700 3.7-19.4% 20% Employee + Sp $1,510 6.1-21.4% 20% Employee + Ch $1,330 10.8-25.4% 20% Family $2,140 9.8-24.5% 20% As the DC model is still relatively new, and consistent with our stated intent, we had the underwriter calculate the defined contribution amounts for the 2019 renewal. Going forward, I’d say the 3 year cycle worked well and our intent will be to settle into having the underwriter re-calculate on a 3 year pattern with changes in intervening years being based on the overall health insurance plan increase or decrease (assuming continuation of the model). In 2018 we did see a slight disproportion develop with member and employee plus spouse percentages dropping and employee plus child and family percentages rising slightly. This is an indicator that our 3 year cycle is appropriate at this time. Keep in mind the Village is not bound by the annual DC increase approach. However, I believe we should follow thru on the stated intent for this year’s underwriter change approach as communicated to employees. Employees were concerned with what would happen in future years and I think if we can communicate our intent for the following year it will result in more HSA participation. The underwriter’s calculation results in the following defined contribution model for the 2019 renewal year: Defined Employee % Employee % Type Contrib. DC Model Union Model Single $ 690 2.2-20.2% 20% Employee + Sp $1,530 3.6-21.3% 20% Employee + Ch $1,290 9.8-26.3% 20% Family $2,120 8.3-25.1% 20%

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If the Board concurs with the above levels, I will communicate to employees the stated intent for next year would be for increases/decreases based on the overall health insurance plan change. Nevertheless, it is the Village Board’s prerogative to adjust the DC amounts by any percentage or not at all. The Village could also seek to work with the FOP to include FOP employees in the next contract. It is still too soon to draw definitive conclusions on the effectiveness of the defined contribution (DC) model as it has only been in place for 30 months and during this time the Village also added several new full-time positions. However, a few conclusions can be reached thus far. First, the DC model has been effective in achieving its goal of incentivizing a switch to HSA as the HSA census has risen from from 4 to 21. Second, the census switches to the HSA over the 30 months have resulted in the Village actually paying about 84%-87% of the non-union premiums. Third, the increase in the Village’s percentage is likely offset by overall premium decreases due to a higher HSA census with the corresponding lower PPO census. This last point is difficult to quantify. Fourth, Horton has advised that the defined contribution model has been an effective factor in the Village’s lower than expected premium renewals. The Village will have to re-evaluate the model once more experience has been obtained to fully evaluate the effectiveness. Yet, the early conclusions are very strong and are positive enough to warrant continuation of the model.

2. Wellness Differential It is also become important in the Village’s ability to develop effective ACA financial strategies and control health insurance costs that the Village have flexibility in addressing employee wellness participation with incentives and premium differentials. As with the defined contribution model, the Village also implemented a wellness premium differential for non-union employees effective January 1, 2017. The Wellness Committee had recommended for several years that the Village implement a premium based differential or incentive related to employee participation in the Village’s annual wellness screening. The Village implemented a fixed per pay period differential of $25 for single plans and $50 for employee plus one or family plans. The bi-weekly differential was based on Horton’s recommended monthly differentials of $50 for single plans and $100 for employee plus one or family plans. The differential applies to employee participation only and is effective in the calendar year following the annual wellness screening date. The 1-1-19 differential was based on participation in the November 2018 screening. Employees who do not participate in the annual wellness screening pay the differential. The Village Manager can approve exceptions in unusual situations when the employee is unable to participate. Horton has advised that ACA does require this reasonable accommodation when an employee (or spouse) cannot participate in

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the screening. The differential has fit nicely with the defined contribution model as the employee share under each plan type increased by the differential. Further, the differential was effective in achieving the goal of increased participation as 100%, 98% and 100% of the covered non-union employees participated in the November 2016, 2017 and 2018 screenings; respectively. Regarding the FOP, our late Village Attorney Ed McCormick advised subsequent to 2015’s renewal presentation that “cost containment” provisions in the FOP contract would not allow such an incentive if it resulted in an FOP employee paying more than 20% of the total health insurance premium. As a result, the differential can only be offered to non-union employees. Even though the new contract has not been executed, it is expected that the contract will have the same cost containment language. In August 2016, Horton; along with Village management staff, did meet with and educate the FOP team on ACA, the defined contribution model and the wellness differential with the hope that the Village could be in a position with the FOP to consider these options for all full-time employees. The Wellness Committee does still offer a wellness screening (and/or other program element) participation incentive with the gift cards we have used in prior years. The Committee recommended (and I concur) that we keep some type of participation incentive (e.g. gift cards) that is still available to all employees including FOP employees. The premium differential is really a way of having employees who do not participate in the wellness screening pay a higher share than employees who do participate. The employees who do participate are having an impact in keeping the Village’s total premiums lower while employees who do not participate end up effectively causing an offset to these lower premiums. Horton has previously advised that the EEOC gave guidelines of a 30% cost differential limit based on the lowest cost (lowest premium) plan. Currently this guidance is on hold until further notice. Once that baseline amount is calculated, the limit is multiplied by 2 to get the limit for the other categories (employee plus spouse, employee plus child and family). The wellness differential for the Village is well under the thresholds and allows plenty of room for incentives in addition to the differential.

3. Retiree “Carve Out” Plan The Village is subject to requirements regarding retiree’s health insurance. The Village’s personnel manual requires the Village to offer separating employees with 20 or more years of service the option to remain in the Village’s group plan. Health insurance continuation statutes also require the Village to provide the same plan as active employees. Under the IMRF rules, benefits can be reduced once Medicare eligibility is reached. It is important to note that the Village does not contribute toward the payment of retiree premiums; which are funded 100% by the retiree.

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The Village’s retiree census has been a factor in higher premiums. For several years, Horton has given advice that a “carve out” plan is possible for any covered lives whose age is 65 or older or those eligible for Medicare due to disability. The 65 and over retirees effectively become their own “group.” Ideally, this retiree group would be removed from the plan offerings available to the active employees and under 65 retirees. At Horton’s recommendation and the Board’s approval, the Village implemented such a plan effective January 1, 2017 thru Benistar Employer Services Trust, a Hartford product. The Benistar plan was offered again for January 1, 2018 and January 1, 2019. The plan effectively functions as a Medicare supplement with a drug card. In reviewing the benefit design the carve out plan actually appears to offer the retirees improved benefits over what they are getting thru our BCBS plan and at a lower cost. 4 of our post-65 retirees have switched to the Benistar plan; which is on a calendar year plan period. The benefit to the Village is that by separating the 65 or older retiree group, it provides negotiating leverage to lead to lower premiums and reduced risk factors. This had become an important issue for the Village as evidenced by carriers not even being willing to bid on our health insurance in recent years due to our large retiree census. Horton has also advised that the carve out plan has been an effective mitigation tool to deal with the Cadillac Tax and has contributed to the Village’s low overall renewal rate from BCBS this year. Ed concluded in his research seven years ago and confirmed again in 2017 that the Village cannot mandate participation in the “carve out” plan. The pricing and concept was originally based on making participation mandatory for all eligible retirees wishing to remain covered thru the Village. While Benistar’s pricing was based on 100% participation, they did agreed to not mandate participation as a condition of providing the offering to the Village. Alternatively, Benistar did require at least 2 enrollees to proceed with the offering. The concept does lose some of its effectiveness if it is not mandatory for the group and it does creates additional administrative workload. However, given all of the changes in ACA we believe it was prudent to proceed with the offering. The plan did achieve an intended result in helping to keep overall Village premium increases down; although this is difficult to quantify. Further, early returns seem to indicate that retirees are pleased with the plan. However, we should again evaluate the cost/benefit of providing the carve out more closely as we approach January 1, 2020. We will advise the Board should we feel the plan should not be offered again in 2020.

4. Wellness Program

One of our most successful strategies that has helped with premium cost containment has been our wellness program. One of the major reasons Horton was selected initially is their impressive wellness program. A wellness program provides a proven effective approach to mitigating

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health insurance costs. The Village continued to dedicate itself to advancing its wellness program with Horton’s assistance this past year. We have firmly established phases of the program; the most prominent of which include the wellness screenings and the pedometer incentive program. Participation in the screening last year was at 100% of non-union employees while participation in the pedometer program has been flat in recent years. The Wellness Committee continues to be vibrant and has offered excellent programs over the last year. The Committee has held some positive programs for employees in the past year and hopes to build on its success. As our wellness culture grows and participation hopefully continues to increase, additional positive impacts on our rates could be realized. We have seen tangible impacts already in lower premiums, improved utilization and improved claims experience. There are also many intangible benefits including improved employee health, improved attendance and improved health education to name a few. To provide a brief illustration of both the financial and health benefits of the screening, I have attached a “ROI” (Return on Investment) exhibit that was provided by Horton. The exhibit compares results for certain abnormal result areas from the 2017 screening to the 2018 screening. Horton has attached an estimated claims savings to each result category. For example, 8 people who were identified with high cholesterol in 2017 improved their results in 2018; resulting in an estimated claims savings of $72,000 and 8 employees who improved their health.

Other Cost Impact Options and ACA Cost Impacts – Future Options There are several other options the Village could implement or will be required to address which could impact costs in future renewals.

1. Benefit Levels – Major plan design items where the Village could reduce benefit levels include deductibles, co-insurance percentages and out-of-pocket maximums. Benefit reductions; while providing short-term one-year cost savings, can end up causing costs to rise over the long-term as employees avoid getting care due to the higher out-of-pocket costs to them. Rather than making additional or significant downgrades to benefits, we feel we should continue to give our wellness program and cost sharing model an opportunity to develop and have more impact. We believe we’ve already seen an impact in our last 6-8 renewals especially with wellness. Clearly, our premiums are lower today than they would have been absent our wellness program. However; as discussed earlier, ACA will likely force reduced benefit levels even though this is counter to the wellness culture the Village has sought to establish.

2. Spousal Carve Out – In this scenario, employers can mandate that an employee spouse who has insurance available from their employer cannot participate in the employee employer’s plan. This has not been a particularly widespread, effective or popular strategy thus far and FOP contract and personnel policy language would

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have to be addressed to determine the availability of this option.

3. Part-Time Hours – PPACA defines a full-time employee as working 30 hours per week during a one year measurement period. The Village’s current measurement period began May 1, 2019. A new employee will also have an additional measurement period from their hiring date to their first anniversary date. The Village would be required to provide health insurance for any employee meeting this definition. The Village has implemented mitigation efforts with an analysis of hours provided to each department on a quarterly basis. Departments are aware of the importance of compliance with this provision.

4. Affordability provisions require that the lowest cost plan offered by the Village becomes unaffordable and subjects the Village to penalties if the single premium is greater than 9.86% (percentage for 2019) of box 1 income on the W-2. The Village has implemented tracking the affordability requirement by utilizing the actual salary. The lowest cost plan for the 19-20 plan year will be the HMO-Employee plan.

An additional cost impact; both direct and indirect, of ACA on the Village is the increase in Finance Department staff workload; impact which has continued to grow. In fact, another major workload and cost impact was added by the IRS in 2015 with the two 1094/1095 tax reporting packages which required a large volume of employee data, new employer tax returns and new tax reporting forms to each employee. In addition to the workload, the Village incurs direct costs to execute the 1094/1095 reporting by hiring Sikich to provide return preparation and filing services. 1094/1095 tax reporting has had a significant impact on the Finance Department workload while providing little benefit to our organization or employees other than to keep the Village in compliance. We are also fortunate to have Horton and all their considerable resources assisting us with ACA, but workload pressures as ACA implementation and other mandates develop have contributed to placing the Village in a situation where outside assistance and added staffing resources were needed. Life Insurance Renewal The Village switched to Dearborn National in 2015 at a large savings. Dearborn has quoted no increase in 2019; leaving rates at last year’s level. Further, Dearborn National is guaranteeing the rate thru 2021. Dearborn National is owned by BCBS and was a past life insurance provider for the Village even before 2015. The Village received a competitive quote from Standard although with no savings; thereby meriting no further consideration. Given a zero increase quote, it is prudent to renew with Dearborn National. PSEBA Base Plan Designations In the Village’s PSEBA policy approved by the Village Board on April 6, 2015, the HMO plan was designated as the Village’s “basic” health insurance plan offering. Based on the plan designs and networks quoted by BCBS in this renewal including the recommended plan design changes, the HMO plan would remain the base plan for PSEBA purposes for the upcoming plan year. The Village does have a pending PSEBA application and continues to pay 100% of health insurance

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premiums until the application is resolved. Recommendation My recommendation is that the Village Board approves the renewal of the Village’s health insurance plans with BCBS, dental plan with Guardian, vision plan with VSP and life insurance with Dearborn National effective July 1, 2019 thru June 30, 2020. The approval includes the plan designs and rates discussed earlier. Further, I recommend that the Village continue its HSA contribution incentive levels for 2020 at 2019 levels in its three tiered contribution scale of $1,000, $2,000 and $2,500 for single, employee plus one and family, respectively. Also related to the contribution, my recommendation includes continuing to make the contribution incentive an intended annual incentive which would be subject to annual review by staff and change depending on future premiums. The incentive levels would change only if brought back to the Village Board when changes are recommended by staff. Until then, the recommended incentive levels, if approved, would continue to be offered annually. Further, I recommend the defined contribution model for the employer share be modified effective July 1, 2019 to the amounts proposed of $690, $1,530, $1,290 and $2,120 for single, employee plus spouse, employee plus child and family, respectively. Along with the defined contribution model, I recommend continuation of the wellness premium differential at the current $25 (single) and $50 (for other categories) bi-weekly levels. The Board should also confirm the PSEBA base plan designation for the upcoming plan year. Report Scale Back With ACA over the years, my annual employee insurance renewal report has become quite voluminous. Next year, I will make an effort to scale back the length of the report by removing much of the historical narrative should the Board desire. Action Should the Board concur with the recommendations a motion is needed to accomplish the following: -Approve the renewals as recommended above. -Authorize the Village’s recommended 2020 contribution incentive for HSA plans.

-Authorize the continuation of the 2019 employer share in the defined contribution model for non-union employees at the amounts recommended as calculated by the underwriter effective July 1, 2019. -Authorize the continuation of the wellness premium differential at current amounts for non-union employees who do not participate in the Village’s annual wellness screening.

-Confirm HMO plan as base plan for PSEBA purposes. Mike Wojcik of The Horton Group will be present to answer any questions as well. Please place this item on the June 3, 2019 Board meeting agenda.

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TO: Bridget Wachtel, Village Manager

FROM: Chris Sewell, Fire Chief

DATE: June 3, 2019

SUBJECT: FY 20 Full-Time Salary Schedule and budget

amendments

With the retirement of the Building and Zoning Coordinator, the Building Department has

decided to re-title the Building and Zoning Coordinator position back to Department Secretary

and institute that position’s corresponding salary range. Prior to 2008, this position was a

Department Secretary, but at that time the department was managed by the Assistant Fire

Chief who split his time (50/50) between the Fire and Building Departments. As such, the

Department Secretary had management responsibilities beyond a typical Department Secretary

so the position was retitled and the salary range was increased.

Since the Village now has a full-time Building and Zoning Administrator we feel this change is

appropriate. For reference purposes, the existing FY 20 salary range for the Building and Zoning

Coordinator is $51,062 to $63,827 and a Department Secretary salary range is $47,284 to

$59,105. To enact these changes we ask that the Mayor and Village Board approve revisions to

the FY 20 full-time salary schedule (attached) and the following amendments to the FY 20

Budget which affect both the Building and Planning & Zoning departmental budgets since this

position’s salary is allocated 50/50 between the two departments:

1. Reduce FY 20 Budget line items 01-53-1-507 and 01-45-1-507 (Building and Zoning

Coordinator) from $31,913 to $5,319.00. This equates to two month’s salary for the

current position.

2. Add line items 01-53-1-504 and 01-45-1-504 to their respective departments and

allocate $19,702 to each. This equates to ten month’s salary at the entry level for a

Department Secretary.

Overall, these changes provide some financial savings to the Village as well as places the newly

created Building Department Secretary at the same overall hierarchy and salary structure as

similar positions in both the Fire Department and Public Works. If you have any additional

questions please feel free to contact me at any time.

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TO: Mayor Braun and Board of Trustees

FROM: Bridget Wachtel, Village Manager

DATE: June 3, 2019

SUBJECT: Strategic Plan Update - 4th Quarter FY2019

The Village Board adopted a new strategic plan in September 2017. The planning facilitator

emphasized "adoption and pursuit of a process which helps assure plan implementation and

follow-through." The recommended process was generic, and we were encouraged to tailor it

to drive the change the Board envisioned.

Staff has provided quarterly reports to the Village Board at Board meetings to share what

activities and programs have supported the strategic priorities and what next steps will be

taken. Attached is the quarterly report for the fourth quarter of FY 19 (February -April 2019)

for your review. Staff is very proud of the work we have been able to achieve in support of the

Board's strategic priorities. Staff welcomes the Board's input on the report.

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Quarterly Strategic Plan Update Report Fourth Quarter – FY19 (February-April 2019)

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1. FINANCES & SERVICES. Achieve a balanced budget with funding for prioritized services and infrastructure improvement: Maximize development of open commercial properties, foster healthy businesses, pursue other revenue and funding opportunities, and control expenditures.

Action step/initiative Responsibility Time line

1.1. Take steps necessary short term to address revenue/expenditure imbalance

Mayor, Village Board, Village Manager, Department Directors

First priority beginning in November 2017

1.2. Explore alternative methods for delivering services and collaboration opportunities

Mayor, Village Board, Village Manager, Department Directors

Second priority

1.3. Identify what services/programs/ areas are inadequately funded, by how much and prioritize these needs against existing services. Explore service delivery of these needs and funding of each

Village Manager, Department Directors with Mayor and Village Board

Third priority

Explanation of the project(s) including steps taken and outcome:

As part of the FY20 budget, approved an increase in the stormwater utility fee rate, which will close the

operating deficit for FY20 and provide savings for future capital projects.

Received arbitration award for the FOP contract. The Village lost on keys issues of wages and duration of the

contract.

Approved FY 20 budget, which includes additional funding for street repairs, brush pickup and leaf collection.

Completed review of proposals and staff demonstrations of finance system software.

Improved Water and Sewer Fund financials permits additional use of Water and Sewer fund monies to pay for

capital/non-operating projects

Submitted FEMA grants for Fire Prevention Safety trailer and Self Contained Breathing Apparatus (SCBA’s) for

the Fire Department.

Participated in regional discussion on increased levels of collaboration in the fire service.

Explanation of next steps and/or how the continued success of this project(s) will be re-evaluated through time:

Obtain pricing to be a part of the fire department consolidation study being conducted by Associated

Firefighters of Illinois (AFFI) and the Illinois Fire Chief’s Association (IFCA)

Pursue a second Invest in Cook Grant for the second phase of engineering for the CBD project.

Finalize selection of finance system software vendor which will lead to increased operational efficiencies and

alternate/enhanced service delivery options. Begin implementation of new financial system software, if

approved by the Board.

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2. INFRASTRUCTURE. Improve the Village infrastructure: Develop prioritized improvement plans and maintain/improve road, water, sewer and other infrastructure on an appropriate cycle.

Action step / Initiative Responsibility Time Line

2.1. Prioritize the Village’s needed infrastructure investments

Mayor, Village Board and Public Works Director

March/April for FY 2019

2.2. Explore long-term financing options for infrastructure improvements

Mayor, Village Board, Finance Director, Public Works Director

March/April for FY 2019

Explanation of the project(s) including steps taken and outcome:

Pothole repair ongoing throughout the Village

Initiated study for alternate water supply options to determine future course of action.

Pursued capital project financing with State legislators in anticipation of a state capital bill.

Allocated additional funding from General Fund fund balance to resurface streets in FY20 budget.

As part of FY20 budget process, presented and discussed a comprehensive street resurfacing program. Village

Board gave staff preliminary direction to prepare to go to bond referendum in November, 2020 for Street

Pavement Rehabilitation Program.

Began Phase I Engineering for the Central Business District Roadway, Pedestrian and Streetscape

Improvements Project for which the Village was awarded an Invest-in-Cook Grant that will cover 80% of the

cost of the Phase I Engineering

Determined infrastructure priorities as part of Finance and Facilities Plan review in FY20 budget

Explanation of next steps and/or how the continued success of this project(s) will be re-evaluated through time:

Continue with Phase I Engineering for the Central Business District Roadway, Pedestrian, and Streetscape

Improvements Project.

Commit to a financing method for water meter replacement program.

Continue to advance an application for low-interest IEPA loans for the Phase IV Sanitary Sewer Rehabilitation

Project and consider another IEPA loan to assist the Village with the Sterling Avenue Water Tower Relocation.

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3. BUSINESS. Engage in an economic development program: Attract, retain and help revitalize businesses and attain the development of available commercial properties.

Action step/initiative Responsibility Time line

3.1. Re-evaluate soliciting the developer community without the No Cash Bid properties

Village Manager, consultant

First priority

3.2. Evaluate resources and partnerships Mayor, Village Board and Manager

In conjunction with first priority

3.3. Develop a marketing program to achieve development of open commercial properties in Southwest Flossmoor

Village Manager, Mayor, Village Board

Third priority

3.4. Evaluate a business retention strategy Manager, Building and Zoning Administrator

Fourth priority

3.5. Consider a Comprehensive Plan update and/or sub-area plans for business corridors

Mayor, Village Board, Manager and Building an Zoning Administrator

January 2018 (planning for FY 19 budget)

Explanation of the project(s) including steps taken and outcome:

Continued to work with planning consultant Houseal Lavigne to finish Request for Qualifications (RFQ) for

developer.

Linden Group is currently drafting a concept plan for the Flossmoor Road property (2611-2633 Flossmoor

Road) for a mixed-use development.

Family Dollar opened at 19105 Crawford Avenue in the former Family Video and Captain Hook’s spaces in early

March.

Reviewing the recently received draft of the 2019 Insurance Services office (ISO) regrade for fire protection for

the Village, submit corrections, and work toward a possible upgrade of the Village’s ISO rating to assist with

attracting and retaining businesses. An improved rating equates to lower insurance premiums for some

commercial properties.

Jersey Mike’s and Captain Hook’s have opened at 3760 Vollmer Road, which is now fully occupied.

Explanation of next steps and/or how the continued success of this project(s) will be re-evaluated through time:

Issue RFQ for developers for Southwest Flossmoor property.

Hold ribbon cutting for Conservatory Vintage & Vinyl in the former Village space in the downtown

Market Flossmoor Road property (2611-2633 Flossmoor Road) for mixed-use development.

Discuss future of the Flossmoor Business Association with association leadership.

Submit corrections to ISO’s draft inspection report.

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4. DIVERSITY & COMMUNICATIONS. Foster a diverse, united and inclusive community: Pursue activities to maintain Flossmoor’s diversity, promote inclusiveness, and build communications, understanding and unity among residents across neighborhoods and throughout the community.

Action step/initiative Responsibility Time line

4.1. Identify models and measures for communications and diversity/inclusion

Mayor and Village Board, Community Relations Commission (CRC)

First priority

4.2. Identify partnerships and resources for communications and building unity

Village Manager’s office, CRC

Second priority

4.3. Develop a method to evaluate communications and what perceptions or misperceptions exist, and implement that method

Village Manager’s office Third priority

4.4. Work through the Community Relations Commission and identified resources to continue communication methods that are successful and improve where necessary

Village Manager’s office Fourth priority

4.5. Work through the Community Relations Commission and identified resources to continue diversity/inclusion methods that are successful and improve where necessary

Village Manager’s office Fifth priority

Explanation of the project(s) including steps taken and outcome:

Supported the Community Relations Commission New Resident Event at the Flossmoor Public Library, which

was attended by 40 new residents, Board members and intergovernmental partners.

Held Managing Implicit Bias training for all non-law enforcement staff with the Anti-Defamation League in March

2019.

Held first two of four sessions on Managing Implicit Bias for Law Enforcement with Anti-Defamation League.

Training is eight hours and included other area police departments (Park Forest, Olympia Fields, South Holland,

Hazel Crest and Flossmoor).

Started a conversation with intergovernmental partners to identify additional opportunities to work together on

diversity and inclusion efforts with the Anti-Defamation League or other partners. Attended community forums,

including HF Parent Forums and Peaceology forums.

Explanation of next steps and/or how the continued success of this project(s) will be re-evaluated through time:

Consider proposals and award contract for marketing campaign development.

Continue conversations with intergovernmental partners to determine shared path forward on diversity and

inclusion.

Hold first-ever Juneteenth event on June 19

Hold Village’s first-ever Pride Event on June 21

Identify training opportunities for village elected officials and staff on Diversity & Inclusion.

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5. HOUSING. Enhance the Village’s housing stock and increase property values: Promote Flossmoor to attract homebuyers, beautify downtown and neighborhoods, and assure maintenance of residential properties.

Action step/initiative Responsibility Time line

5.1. Identify code enforcement options and assess options for more effective enforcement

Village Attorney, Building and Zoning Department

First priority

5.2. Review and consider code enforcement options and options for more effective enforcement

Mayor, Village Board, Village Manager

Second priority

5.3. Plan for and implement any approved additional code enforcement options

Village Manager, Building and Zoning Department

Third priority

5.4. Develop a marketing plan to attract new residents, retain residents and promote increased housing values

Village Manager Year 2 of the plan

Explanation of the project(s) including steps taken and outcome:

Resumed work on marketing materials for new residents. Currently developing the content for a website and for

digital ads.

Staff has adopted the 2018 International Building and Residential Codes, the 2018 International and Property

Maintenance Codes, as well as the 2018 International Existing Building and Swimming Pool and Spa Codes.

Having implemented the chronic nuisance property registry program, staff and Village Attorney have been

notifying property owners that have been deemed a chronic nuisance property or are in danger of becoming a

chronic nuisance property.

While the vacant building registration has been fairly successful with staff notifying property owners of their

obligation to register, attempting to identify and contact the responsible party (particularly when in foreclosure)

is often a time consuming and difficult process. Staff has been evaluating an outside agency which provides the

service and collects all information and fees on behalf of the Village for foreclosed properties. This outside

vendor has recently implemented a vacant registration module as well.

Staff and the Village Attorney are continuing to assess rental properties in relation to property maintenance

issues and the need to adopt additional enforcement measures such as registration and inspection of rental

property.

Explanation of next steps and/or how the continued success of this project(s) will be re-evaluated through time:

Issue RFP for consultant to perform Historic Building Survey

Staff will continue the evaluation of an outside agency that provides the service of researching, identifying,

tracking and contacting the responsible parties of foreclosed properties. Staff has been in contact with a

neighboring community that is using the service and has scheduled a vendor visit and tutorial for both vacant

and foreclosed property registration.

Staff continues to consider other enforcement options that may be available to non-home rule municipalities.

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Other significant items to note during the most recent quarter:

Half-Marathon: Staff is assisting with the route logistics for the proposed half marathon.

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