Community and Sustainability Committee

COMMUNITY AND SUSTAINABILITY COMMITTEE NORTHBROOK VILLAGE HALL, 1225 CEDAR LANE OCTOBER 29, 2013, 6:30 P.M., TERRACE ROOM The Community and Sustainability Committee of the Village of Northbrook Board of Trustees will hold a meeting on Tuesday, October 29, 2013 at 6:30 p.m. in the Terrace Room of the Village Hall, 1225 Cedar Lane, Northbrook, Illinois. The following will be discussed. MEETING AGENDA 1. CALL TO ORDER 2. HEAR FROM AUDIENCE 3. DISCUSSION: Sustainability Plan 4. DISCUSSION: Report on 4th of July Activites 5. ADJOURN Bob Israel, Chair Community and Sustainability Committee Members: Trustee Scolaro Trustee Ciesla Village of Northbrook Cook County, Illinois October 25, 2013 The Village of Northbrook is subject to the requirements of the Americans with Disabilities Act of 1990. Individuals with disabilities who plan to attend this meeting and who require certain accommodations in order to allow them to observe and/or participate in this meeting, or who have questions regarding the accessibility of this meeting or the facilities, are requested to contact Greg Van Dahm or Debbie Ford (272- 5050, extension 4225 or 4221, respectively) promptly to allow the Village of Northbrook to make reasonable accommodations for those persons. Hearing impaired individuals may call the TDD number, 564-8645, for more information.  MEMORANDUM VILLAGE OF NORTHBROOK GENERAL GOVERNMENT DEPARTMENT TO: RICHARD A. NAHRSTADT, VILLAGE MANAGER FROM: PHILIP A. KIRALY, ASSISTANT VILLAGE MANAGER DATE: OCTOBER 25, 2013 SUBJECT: STRATEGIC SUSTAINABILITY PLAN On Tuesday, October 29, the Community and Sustainability Committee is scheduled to review the final draft of the Strategic Sustainability Plan jointly developed by the Village of Northbrook and the Northbrook Park District (“Partners”). This plan is a collaborative effort between both units of government and is intended to guide both organizations in their efforts to develop operational and community-wide sustainability programs and services. Staff will be seeking committee feedback on the final draft, and for a recommendation for acceptance of the plan by the full Village Board. Background The Village of Northbrook and the Northbrook Park District had each discussed development of a sustainability plan for a number of years. In the course of discussions among staff in both organizations, the potential of joining forces to develop a joint plan was explored. It was determined that a joint plan would not only allow for the sharing of costs, but would also unify each organization’s sustainable initiatives and allow for additional partnering opportunities. In that light, in early 2012, the Village and Park District each approved an Intergovernmental Agreement that would pave the way for a cooperative effort to jointly develop this community-wide sustainability plan. Working as partners in this effort, the Village and Park District issued an RFP, and following the public process, entered into a contract with the Delta Institute to begin plan development. The purpose of the plan was to recognize the work that both the Village and Park District have already done to promote sustainability and provide a framework for future actions. Both organizations have long histories of very proactive sustainable practices and programs, and this plan is intended to enhance existing efforts while identifying the essential elements of ongoing community sustainability practices as well as to provide guidelines and recommendations for green initiatives that both organizations may undertake in coming years. Plan Development and Summary The Plan was developed over a long period of time, starting in April 2012. The Partners and the Delta Institute conducted a community engagement process that included an online survey and two public meetings that were held last October. The online survey asked residents to prioritize sustainability initiatives related to the areas including energy, materials management, natural resources, community development, and transportation. The first public meeting provided residents with an opportunity to discuss current conditions within the community and some possible goals for future efforts. The second meeting focused on developing strategies to meet these goals. Staff and the Delta Institute used the information gathered from the survey and at the meetings as a guide when developing the goals and strategies included in the plan. Plan development took place then with input from staff from both the Village and Park District. Staff from the Delta Institute created an outline and several drafts that staff vetted with input from the Environmental Quality Commission (EQC) chairman and other groups. The plan also incorporates aspects from other Village planning documents such as the Comprehensive Plan, Downtown Plan, and Bicycle Plan as well as the Park District’s Strategic Plan. The intent was to develop a document that interweaves the goals of these various plans through the fabric of sustainability. As the objectives in these documents are revised, the Partners will review the sustainability plan to ensure it continues to complement the other plans. The Village and Park District agreed to focus the plan on five distinct areas: energy, material management, natural resources, community development, and transportation. The plan addresses actions that each organization has already taken to promote sustainability in these areas as well as establishes goals to address opportunities, strategies to meet these goals, and measures to determine success. Strategies have been categorized as ongoing, short term (1-2 years), medium term (2-3 years), and long term (3+ years) to identify when pursuit of the strategy is expected to take place. The intent of these goals is not to bind either organization to taking specific actions, but rather, to provide a framework that can help build sustainable practices into both organizations current and future programs and practices. In other words, it serves as a guidebook rather than an exact map on how to move forward with sustainable practices Village-wide. Following review of the plan by the Village and Park District Boards, the plan will be put into place. It is expected that the plan will be used by both the Village and Park Boards, staff, and other entities such as the EQC. If the Village Board wishes to adopt the plan, staff will begin the process of implementing the outlined strategies, focusing on those that have been identified as short term and ongoing first. Staff will be present at the Community and Sustainability Committee meeting on October 29 to present the plan and answer any questions the Committee may have. 2  NORTHBROOK STRATEGIC SUSTAINABILITY PLAN Northbrook residents have demonstrated their commitment to environmental and social responsibility in the ways they live, work and play. In 2011, the Village of Northbrook and the Northbrook Park District joined forces to create this plan to ensure that they uphold the sustainable values of the community. The plan takes a detailed look at five distinct areas that provide opportunity for improving sustainability: Energy: including consumption and production 1 Material Management: including the 2 complete lifecycle of materials from manufacturing to purchasing to disposal Natural Resources: with a focus on stormwater management and preservation of the Urban Forest 4 Community Development: including sustainable land use, urban design and green building 7 Transportation: exploring opportunities for improving alternative options, including transit, biking and walking 10 The plan explores the importance of addressing each issue and reflects on the sustainable initiatives already underway in Northbrook. 13 Then, this plan suggests specific goals to address opportunities in each category, as well as strategies for attaining these goals and measures that will be used to determine 16 success. Both the Village and the Park District will use this document to guide their work within the community and the operations of their respective organizations. 19 1 NORTHBROOK: AN OVERVIEW The Northbrook Strategic Sustainability Plan was COMMUNITY PROFILE created to provide a roadmap for the community Northbrook, a dynamic community in northern Cook to advance its current environmental programs and County, attracts families and businesses with its identify new initiatives with the greatest opportunity excellent park amenities, schools and transportation to enhance resource conservation, improve public infrastructure. The 33,170 residents enjoy such health and strengthen the local economy. All aspects amenities as the walkable downtown, Village Green of the plan are driven by a single guiding principle: Park and River Walk, a farmers market, summer sustainability. In Northbrook, letting sustainability outdoor concert series, and the nationally-renowned guide the decision-making processes means seeking Ed Rudolph Velodrome, where top cyclists compete to balance today’s needs with those of tomorrow for major titles. by considering environmental, economic and social impacts. This plan is intended to be a living More than 50,000 people work in Northbrook, document that will be revisited regularly by the which is home to the corporate headquarters of Park District and Village of Northbrook to measure Underwriters Laboratories, Crate & Barrel and more progress and reevaluate goals and strategies. than 700 manufacturing, light industrial and service- related businesses. Northbrook also is home to a strong retail community anchored by Northbrook Court. In total, Northbrook has millions of square feet of diverse shops, boutiques and restaurants - truly something for everyone. Both the Village of Northbrook and the Northbrook Figure 1. Northbrook’s Techny Prairie Park Park District have been recognized for their environmental leadership. Over the past several years, both agencies have aggressively pursued energy efficiency and conservation programs, actively recycled waste products to safeguard the natural and built environment, and subsequently received sustainability-related acknowledgments. After 20 years of working separately on environmental initiatives, the Village and the Park District issued a joint Request for Proposals in February 2012 to develop a Sustainable Community Strategic Plan to guide sustainability enhancements for the next 20 years. PARTNERSHIP This is the first community sustainability plan in the Chicago area to be funded and driven by a partnership of a municipality and its park district. Partnering on the plan not only reduced each organization’s cost, but it also maximized their opportunities to leverage resources. Figure 2. The Partners’ logos: Village of Northbrook (left) and Northbrook Park District (right) • COOK COUN K TY O IL O R B LI TH N OR OI S GE OF N LLA VI 1 90 1 2 • CIV 23 I TA S • 19 Partnership Partnership and andcollaboration collaborationareare not to not new new to either established established Green TeamTeam Green or environmental or environmental either the Village or the Park District (referred the Village or the Park District (referred to as “the to as committee, committee, comprised staff comprised of members of staff from from members “the Partners”). Partners”). TheyTheyhavehavecollaborated collaborated onon several multiple multiple departments. Each group worksto departments. Each group works toachieve achieve initiatives, including: initiatives, including: specific goals and publishes its accomplishments specific goals and publishes its accomplishments The Annual Earth and Arbor Day event regularly. regularly. The Annual Earth and Arbor Day event Tree maintenance and Tree maintenance and pruning pruning Light Light bulb bulb recycling recycling Electronics recycling Electronics recycling COMMUNITY ENGAGEMENT COMMUNITY ENGAGEMENT The Partners The Partnersalso alsohave have experience experience working working withwith The The community communityengagement engagementprocess processwaswasused used to neighboring communities neighboring communities andand will willcontinue continueto toseek seek to identify which sustainability elements aremost identify which sustainability elements are most opportunities to opportunities tocoordinate coordinatewith withother othercommunity community important important totoresidents, educate residents, staff and educate staffthe and the partners. partners. community community on onthe theallocation of of allocation public resources, public resources, and and identify opportunities for sustainabilitywithin identify opportunities for sustainability within Currently, the Currently, the Village: Village: municipal municipal systems. systems. shares shares a a health health inspector inspector with with Wilmette Wilmette partners partners withwith Northfield Northfield Township Township forfor certain To To ensure the success of the plan, plan, ititwas is important important to certain recycling recycling programs programs to understand what sustainability understand what sustainability means means to the to the uses uses collaborative collaborative purchasing purchasing to to leverage leverage residents of Northbrook and why it residents of Northbrook and why it matters.matters. greater greater savings savings forfor residents residents Residents Residents werewereasked askedtotoparticipate participatein an in online an online survey that asked them to prioritize sustainability survey that asked them to prioritize sustainability And, the And, the Park Park District: District: initiatives initiatives related related to to key key topic topic areas, areas, including: including: teamed teamed upup with with School School District District 2828 in in 2011 2011 to Energy Energy to fund fund construction construction of a of newa new gymnasium gymnasium at Materials Materials Management Management at Greenbriar Greenbriar School.School. As partAs of part theofagreement, agreement Natural Natural Resource Management thethe Park Park District District is is allowed allowed to to useuse thethe gymgym Community Community Development Development after after school school and and during during thethe summer summer forfor Transportation Transportation indoor indoor sports sports programming. programming. partners partners withethe with United United Methodist Methodist Church Church The The survey surveyresults guided results the the guided direction of twoof two direction forfor thethe useuse of of its their soccer soccer fields in fields in exchange exchange for community community engagement meetings that were held in for regular regular mowing lawn mowing in October 2012. At the first meeting, community October 2012. At the first meeting, community hashas facility facility andand grounds grounds useuse agreements agreements with members members provided providedinput inputononcurrent current conditions conditions in with School School Districts Districts 27, 27, 31 28, 30, 28,&30, 31 & 225 225 in Northbrook, which was used to develop Northbrook, which was used to develop measurable measurable goals. The goals. The second second public public meeting meeting then then focused on There is also a strong system of environmental focused on developing strategies to achieve developing strategies to achieve those goals. The those There is also among leadership a strong system of environmental the Partners. Each has an goals. The outcomes outcomes of thisresulted of this process process resulted in the in the following leadership among the Partners. Each has an following Strategic Sustainability Strategic Sustainability Plan. Plan. Figure 3. A Community Meeting held by the Village of Northbrook. 3  ENERGY Most of the energy in the Chicago area comes programs and provided to residents and businesses from nonrenewable sources, namely fossil to reduce their energy use. fuels. Although all energy sources have some environmental impact, the use of fossil fuels results Facility Improvements. The Partners have in a particularly large amount of global warming collaborated with the Smart Energy Design Assistance compounds, as seen below in Figure 4. Center (SEDAC) to receive free energy audits for government-owned facilities. The resulting reports Reducing the use of fossil fuel-based energy provided clear direction on upgrades that reduce supports environmental stewardship by reducing energy consumption, including boiler replacements, negative environmental impacts and improving HVAC upgrades, new windows, lighting and environmental quality. The Partners have sought to roof systems. The SEDAC reports also provided maximize energy conservation through investment information about grants and rebates that each in renewable energy sources and for facility project may qualify for, thereby reducing upfront improvements. costs to the Partners. Since 2010, the Partners have initiated energy-saving projects in the following facilities: Village Hall, Public Safety Building, Public Works Maintenance Garage, Water Plant and Civic Figure 4. Pounds of pollutant by energy source Building (Village facilities) and Leisure Center, Sports Center, and the Joe Doud Administration Building (Park District facilities). Both the Village and the 2250 Park District plan to continue to improve the energy efficiency of their other buildings, starting with the 2000 Northbrook Sports Center. 1750 Proposed improvements scheduled for 2013 1500 12 through 2015 for the Sports Center include: pounds 1250 10 Building Automation System Improvement 1000 8 (2013-2014) per suggestions of Energy pounds Evaluation: this project is expected to 750 6 receive $60,000 in grants and energy 500 4 savings are projected to be over $45,000 annually (at current rates). 250 2 Low –E Ceiling Installation (2014-2016) per suggestions of the Energy Evaluation: this Coal Coal Coal Oil Oil Oil project is expected to receive $30,000 in Gas Gas Gas grants and energy savings are projected to Carbon Nitrogen Sulfur be over $20,000 annually (at current rates). Dioxide Oxides Dioxide Kill-a-Watts. The Village has made Kill-a-Watt devices available for complementary lending CURRENT ENERGY INITIATIVES from the Northbrook Public Library. Using this simple device, a homeowner can determine which Although 2011 was the first year that Northbrook household appliances consume the most energy had an energy audit, the Village most likely has and shift usage habits or replace devices with achieved significant energy savings already, due energy-efficient models. to energy efficient investments. The Partners and residents have a high level of awareness of energy CUB Energy Saver. Northbrook is working with efficiency issues. The following is a summary of the Citizens Utility Board (CUB) to offer residents significant energy management improvements and innovative approaches to energy conservation. tools the Partners have used in their facilities and Participants in the program can link a ComEd account 4 account to the CUB Energy Saver, and the program to the CUB Energy Saver, and the program tracks Figure 5. Impacts of the tracks progress and issues reward points for energy progress and issues reward points for energy savings Green Power Program savings that can be used for discounts at local and that can be used for discounts at local and national national retailers. To date, 250 households in retailers. To date, 250 households in Northbrook Northbrook have registered and saved an estimated have registered and saved an estimated $35,800. $35,800. The Village has also registered a few of their The Village also registered a few of its facilities and own facilities and has saved more than $7,400. has saved more than $7,400. Energy supply alternatives. In March 2012, Through the Green Power Energy Supply Alternatives. In March 2012, Northbrook voters approved a referendum Northbrook voters approved a referendum Program the Village of authorizing the Village to engage in electricity authorizing the Village to engage in electricity aggregation services to secure a lower electric rate Northbrook has avoided 428 aggregation services to secure a lower electric rate for its residents and small businesses. Working with for its residents and small businesses. Working with nearby communities, the Village was a founding nearby communities, the Village was a founding partner of the North Shore Electricity Aggregation partner of the North Shore Electricity Aggregation Consortium. By bringing eight communities Consortium. By bringing eight communities together, together, the consortium leveraged bulk purchasing the consortium leveraged bulk purchasing power to metric tons of CO2 power to secure 26% to 45% savings on the supply secure 26% to 45% savings on the supply portion of portion of electricity bills. While lower energy costs electricity bills. While lower energy costs through which is the same as through aggregation may not promote energy aggregation may not promote energy conservation, conservation, the increasing reliance on renewable the increasing reliance on renewable energy sources energy sources is a significant improvement for the removing 64 household’s is a significant improvement for the Village. Currently, Village. Currently, Northbrook residents are Northbrook residents are purchasing 8% renewable purchasing 8% renewable energy through the households’ energy through the aggregation, and the amount of aggregation, and the amount of renewable energy renewable energy will increase by 1% each year until electricity use for a year will increase by 1% each year until 2025 as 2025 as mandated by State statute. This aligns with mandated by State statute. This aligns with the the Illinois State Renewable Standard, and there is Illinois State Renewable Standard, and there is an an additional option for residents who seek 100% additional option for residents who seek 100% renewable energy. renewable energy. Park District Energy Use Benchmark. As a result Park District Energy Use Benchmark. As a result of of its facility improvements, the Park District their facility improvements, the Park District experienced significant reductions in electricity use experienced significant reductions in electricity use between 2011 and 2012 and modest reductions in between 2011 and 2012 and modest reductions in natural gas use in 2010 and 2012. natural gas use in 2010 and 2012. Joe Doud Administration: Between 2010 Joe and Doud 2012, Administration: the Park DistrictBetweenimplemented 2010 and 2012 the Park District lighting improvements and building implemented or taking 89 cars off lighting automation improvements system upgrades and withbuilding the automation system upgrades assistance of $33,000 in grants, achieving with the assistance an averageofreduction up $33,000 inofgrants32% inand consumption and 16% reduction in 32% achieving an average reduction ended electrical of gas the road for a year in electrical consumption and 16% consumption. reduction in gasIn Leisure Center: consumption. 2012 the Leisure Center Leisure Center: received a new 2012In roof theandLeisure HVACCenter system. underwent The new roof is white, which hasbuilding an extensive a high renovation albedo factor, including the roof decreasing the and HVAC building’s systems. The new roof is white which heat island effect and reducing the amount has a high albedo factor decreasing the of energy required to cool the facility. Thebuildings heat island effectwere improvements and reducing funded inthe amount part with of $58,000 in grants and have reduced The energy required to cool the facility. the improvements were funded electrical consumption by 12%insopart far. with $58,000 in grants and have reduced the electrical consumption by 12% so far. 5  FUTUREENERGY FUTURE ENERGYSTRATEGIES STRATEGIES Sports Center: In 2010 the Park District Northbrook Sportswith Center: energy In 2010 the updated the lighting efficient InInaddition additiontotothe theprogress progressthat thathas hasbeen beenmademadeto to Park District updated the lighting flourescent lighting and light sensors with improve energy efficiency, the Partners will continue improve energy efficiency, the Partners will continue throughout the Sports Center. The Projectand energy-efficient flourescent lighting totopromote promotesustainable sustainableenergy energyuse use inin Northbrook. Northbrook. waslight sensors funded throughout in part with overthe SportsinCenter. $18,000 Table 1 below outlines the two broad Table 1 below outlines the two broad goals goals for for grants and has reduced the electricalwith The project was funded in part usageover energy production and consumption, energy production and consumption, as well as as well as $18,000 in grants on average by 850,000 kWh.and has reduced the specific strategies for attaining these goals and specific strategies for attaining these goals and electrical usage on average by 850,000 kWh. measuresthat thatwill willbe beused usedtotodetermine determinesuccess. success. measures Goals, metrics, and strategies have been defined for each of the five distinct areas of sustainability (see the table below for Energy Goals, Metrics and Strategies). Each is categorized as “short term” meaning 1-2 years, “medium term” meaning 2-3 years, “long term” meaning 3 or more years, or “ongoing” for current strategies that are expected to continue. Table 1. Goals, Metrics and Strategies for improving energy production and consumption Timeframe Agency Energy Goal 1 (Short, medium, long term or ongoing) B: Both P: Park District Reduce energy consumption in Park District and V: Village Village facilities by 20% in 20 years. Reduction in total kilowatt hour (kWh) and therm usage in Village and Metric Park District facilities Continue to explore grants and alternative funding to support energy B Strategy ongoing efficiency improvements B Strategy Perform energy audits at facilities; make improvements as appropriate ongoing Strategically place vegetation around buildings to reduce heating and B Strategy short term cooling costs and decrease energy consumption Conduct assessments of Partner owned exterior lighting for energy B Strategy medium term efficiency and possible light pollution controls For new construction or upgrades to existing buildings, integrate LEED B Strategy best practices and/or achieve LEED certification or similar alternative long term assessment or rating, such as Energy Star and Green Globes Energy Goal 2 B: Both P: Park District Increase the potential for renewable energy generation V: Village and procurement within the community. Number of installations of solar panels, geothermal heat pumps, wind Metric turbine, and other green, energy-saving technologies V Strategy Promote enrollment in the residential renewable energy credit short term Work to revise zoning standards to consider allowing green roofs, wind V Strategy medium term turbines, and solar panels as appropriate Assess the environmental and financial benefits of solar-powered P Strategy medium term electric golf carts Where possible and financially viable, assess installing Village and Park B Strategy long term District-owned renewable energy generation technology at facilities 6  MATERIALS MANAGEMENT The Partners view material management as a life recent waste audit found that the Park District has a cycle. They consider the social and environmental 99% recycling rate at its main office. impact of the materials at every stage of the lifecycle from extracting raw materials to manufacturing Using Recycled Products. The Partners are exploring the usable product to transportation and disposal the use of recycled products for everything from after use. note pads to public pathways. Early in 2012, the Park District rolled out a two-part initiative to streamline the office supply ordering process and encourage CURRENT MATERIAL INITIATIVES the use of environmentally-preferred products. The initiative led to a centralized purchasing program, Due to successful materials management initiatives, which netted a $5,000 savings as well as a significant the waste generated per capita in Northbrook is reduction in the overall carbon footprint of the five pounds less than the Cook County average and District. By choosing recycled paper and other the 31% recycling rate exceeds the Cook County environmentally friendly supplies, the District saved average by 6%. The Partners provide a variety of approximately 21 tons of wood (the equivalent of opportunities for recycling and other responsible 137 trees), 20,000 pounds of carbon dioxide and material management for residents. nearly 83,000 gallons of water. Village Operations. Village operations have moved Holiday Lights Recycling Program. Residents can toward electronic document storage, which will recycle holiday string lights and extension cords at reduce its contribution to the waste stream. Also, Village Hall and at other locations on select days. Village Board agenda packets are now transmitted The Village works with an outside vendor to provide electronically, saving thousands of sheets of paper this service, which in turn generates revenue for as well as transportation-related costs. And, paper the Village and funds other Northbrook recycling that is used is recycled since recycling is readily initiatives. available in each Village building. E-Waste. Residents can drop off any electronic item Park District Operations. The Park District takes a for recycling at the Public Works Fleet Maintenance holistic approach to waste diversion and materials Garage behind the Village Hall on the first Tuesday management by considering not only what is of each month. This service complies with the ban disposed but also the materials used in facilities to on curbside collection of e-waste imposed by the reduce future waste. Recycling is widely available State of Illinois in January 2012. In 2012, the Village to all District staff and throughout all public parks. A collected 52,144 pounds of e-waste. Figure 6. Material management from raw material extraction to waste management. STORE raw material manufacturing purchase & use waste extraction management reuse recycle 7  photo of waste management initiatives Household Hazardous Waste. Residents can safely must be recycled. Cook County recently adopted a dispose of hazardous household waste on the first similar ordinance, which the Village is reviewing (to Tuesday of each month. The Village has collected determine if the Village’s ordinance is redundant). the following hazardous wastes: Prescription Drug Disposal. The Police 18,000 pounds of batteries annually Department collaborates with Save-a-Star to 5,500 light bulbs in 2011 dispose of prescription and over-the-counter 3.5 semi-trailers full of paint in 2012 medications properly to protect the environment more than 1,000 gallons of waste oil from and public safety. The Police Department collects fleet vehicles in 2012 the medications at a drop box located in their lobby. Scrap Metal. The Village continues to provide Composting. The Park District’s main office features scrap metal recycling services. In 2012, the Village a worm bin for lunch scraps (lettuce, orange peels, collected 2,150 pounds of brass and 35,840 pounds apple cores, etc.). The worms produce a nutrient- of steel. rich tea that staff uses to fertilize office plants. Construction Debris. In 2008, the Village enacted Light Bulb Recycling. The Park District operates a a Construction and Demolition Debris Recycling so-called light bulb eater, a machine that crushes Ordinance to ensure that construction materials such tube fluorescent bulbs in a 55-gallon drum that as metal, brick, concrete, wood and glass are recycled contains filters designed to collect over 99% of rather than landfilled. The ordinance requires that at the mercury from the bulbs. The District recycles least 75% of debris generated at a construction site Figure 8. Household hazardous waste collected: batteries (annual average), light bulbs (2011), paint (2012), waste oil (2012) 5,500 1,000+ light 18,000 bulbs 3.5 semi- gallons of pounds of batteries trailers waste oil of paint 8  contains fluorescentsfilters designed from the to collect Village over 99% which collectsof the the FUTURE FUTURE MATERIAL MATERIAL STRATEGIES STRATEGIES mercury HID District’s from the bulbs. (High Intensity The District Discharge) recycles bulbs, such fluorescents as metal halidefrom and the high Village pressurewhich sodiumcollects bulbs. the Although the Partners have demonstrated great District’s HID (High Intensity Discharge) bulbs, such success in material management, there are three as metal halide and high pressure sodium bulbs. broad goals for further improving materials management, detailed detailed in inTable Table 2. 2. Table 2. Goals, Metrics, and Strategies for improving materials management Timeframe Agency Materials Management Goal 1 (Short, medium, long term or ongoing) B: Both Reduce the environmental impact of materials in P: Park District the operations, maintenance and upgrades of V: Village facilities and parks. Metric Number of third-party certified green products purchased B Strategy Prioritize biodegradable, low emission and low-toxicity products ongoing B Strategy Create and adopt “Green Cleaning” policies in facilities short term B Strategy As possible, encourage green and consolidated purchasing ongoing B Strategy Where possible, purchase Energy Star appliances and electronics ongoing Materials Management Goal 2 B: Both P: Park District Reduce waste generated and improve recycling at V: Village Village and Park District Facilities. Metric Increased recycling rated and decreased amount of waste B Strategy Consider additional Partner recycling-related collaborations short term B Strategy Improve signage/information displays for recycling at facilities short term Reduce paper and toner consumption by encouraging double- B Strategy ongoing sided, black and white printing; “Think before you print” Park District will amend record management policies to allow B Strategy electronic document management; Village will improve and medium term broaden its electronic file management Encourage waste haulers to provide regular reports indicating the B Strategy medium term volume of waste disposed and recycled by Partners’ facilities Materials Management Goal 3 B: Both P: Park District Increase community recycling rate to 50% while V: Village holding pounds per capita disposed constant. Metric Increased recycling rate as documented in waste hauler reports Create a community guide to increase awareness of recycling B Strategy short term opportunities; clarify which materials can be recycled/composted Explore the viability of a residential food-scrap collection program; B Strategy long term increase awareness about composting Provide model bid documents to multi-unit property managers to V Strategy medium term help them secure recycling at their facilities B Strategy Make recycling available and improve signage at Partners’ facilities ongoing 9 NATURAL RESOURCE MANAGEMENT Natural resources include fresh water, forests, air projects requiring coordination with groups such and other elements critical for human life and well- as FEMA or the Army Corps of Engineers to smaller being. The preservation of these resources for future projects that are intended to minimize localized generations is a critical piece of the sustainability flooding issues. These projects provide protection to challenge. In Northbrook, both the Village and numerous properties in areas throughout the Village the Park District have focused on strong water during smaller rain events reducing the total number management practices, which in turn will help of flooding occurrences over the course of a year. maintain the health and quality of natural resources including open space, tree canopy and clean air. Tree Planting. Over the past 5 years, the Village planted on average 417 trees each year to keep Figure 9. Northbrook’s approach to natural resource up with removals precipitated by the Emerald Ash management Borer (EAB) infestation. This included 510 trees in 2013 alone. Participants in a cost-share program improved water management can pay $150 to receive their chosen species of tree planted in the parkway. Figure 10 (below) indicates the number of trees planted in response to the trees removed due to EAB infestation. Figure 10. Trees planted and removed since 2010 # parkway trees planted # parkway trees removed improves 600 1800 improved other tree natural 500 1500 canopy resources 400 1200 CURRENT RESOURCE INITIATIVES Although Northbrook is in close proximity to Lake # trees 300 900 Michigan, water is a limited resource. The Partners 200 600 have been successful in conserving water and managing its demand, as well as managing water 300 100 as a resource with various natural and human end- uses throughout its cycle. This approach encourages 00 management practices that prevent runoff while 2010 2011 2012 2013 Total ensuring a steady supply of water for other beneficial Year purposes, including aesthetics and recreation. The Park District also has been replacing EAB-infested trees throughout Northbrook’s parks. Between 2011 Village Master Stormwater Management Plan and 2012, the Park District removed 143 Ash trees (MSMP). The original Plan, written in 1992, identified and planted 262 new trees. The new trees were that development and an associated increase in carefully selected to improve tree canopy diversity. impervious (paved) surfaces caused rainwater to flow to the sewer system at a greater volume, with Rain Gardens and Rain Barrels. Residents who greater speed and with increased flooding and have experienced flooding can help alleviate damage to basements during storms. In response, standing water in their yards and protect their the Plan established the Stormwater Management homes by installing bioswales, berms, or rain Commission, a 10-member advisory group that gardens. Residents with flooding conditions that works with residents, staff, consultants and the qualify for this program are reimbursed 50% of the Board of Trustees to improve the Village’s MSMP. The improvement cost, up to $3,500. The Park District Commission prioritizes stormwater management also has installed rain gardens to improve water construction projects and programs when funding is management on public sites including: Floral Park, available and benefits are justified. In 2011, an update Indian Ridge Park, Joe Doud Administration Building, to the MSMP shifted focus from large-scale stormwater and Meadow Road Tot Lot. 10  Figure 11 (right). A selection of parks throughout Northbrook The Village also encourages homeowners to disconnect their downspouts from the sewer system and redirect them to rain barrels or to the landscape directly to conserve water, reduce runoff and prevent contamination of waterways. The Village has sold nearly 500 rain barrels to residents. Park District Natural Area Improvements. In addition to the installation of rain gardens, the Park District has implemented several other natural area improvement strategies. When the Park District created Floral Park in 2011, with the help of a grant from OSLAD, one of the goals was the promotion of conservation education opportunities. The park design includes a native prairie with educational photo of Floral Park signs, low-maintenance materials and recycled glass pavement. About half of the 107-acre Techy Prairie Park and Fields is open prairie and woodlands. The park contains the award-winning Trail Through Time, a unique natural history walk that meanders along 14 acres with a restored wetland. The educational trail shows how early settlers developed a relationship with the land, celebrating the first pioneer settlers. Sportsman’s Country Club, managed by the Park District, is working with the Audubon Cooperative Sanctuary Program for Golf Courses (ACSP), an international certification program to help golf courses develop conservation and wildlife enhancement programs. Sportsman’s already has received certification in two of six categories: Environmental Planning and Wildlife and Habitat Management. Sportsman’s is also in the middle of a shoreline stabilization project. This multi-year project began in 2010 and will replace all rip/rap photo of Trail Thru Time edging along golf course water features with 3.75 acres of native plantings to improve water quality, enhance aesthetics and create wildlife habitat. Linking Human Uses with Ecosystems. The Park District connects water conservation to stormwater management activities that link human uses with ecosystems and habitat. For example, some irrigation at the golf course is supplied by stormwater held on- site in detention ponds, which provide an essential public service but also a resource for birds and other wildlife. FUTURE RESOURCE STRATEGIES Table 3 on the following page outlines the four goals that will guide future natural resource management strategies in Northbrook. 11 Table 3. Goals, Metrics and Strategies for improving natural resource management Timeframe Agency Natural Resource Management Goal 1 (Short, medium, long term or ongoing) B: Both Conserve existing natural areas and restore available turf P: Park District areas to provide habitat, promote biodiversity, decrease V: Village flooding and control erosion. Metric Increase the total square footage of naturalized areas B Strategy Increase diversity of tree species to reduce the impact of infestations ongoing As applicable, transition unused turf grass areas to native and non-invasive B Strategy medium term adapted plantings on Partners’ property Where possible and if prudent, incorporate native and adapted plants in V Strategy medium term medians and rights-of-way Offer educational programs and materials on proper landscape P Strategy short term management B Strategy Protect and restore riparian, wetland, and shoreline buffers medium term B Strategy Control, manage, and prohibit invasive plants at Partners’ facilities ongoing Consider certifications such as Sustainable SITES or National Audubon P Strategy medium term Society for key parks and open spaces Natural Resource Management Goal 2 B: Both P: Park District Implement Stormwater Best Management Practices (BMPs). V: Village Metric Stormwater management projects completed with “green” elements Continue to utilize capital budget funds to implement Stormwater V Strategy ongoing Management Plan Where possible, include stormwater BMPs in all roadway, park and facility B Strategy medium term improvements B Strategy Encourage the development of bioswales and rain gardens ongoing B Strategy Educate the community about the value of downspout disconnection short term V Strategy Where possible, build capacity to measure stormwater flow rate long term Natural Resource Management Goal 3 B: Both P: Park District Increase potable water BMPs village-wide. V: Village Metric Number of potable water BMPs implemented throughout Northbrook B Strategy Continue to promote rain barrels, rain gardens and gray water harvesting ongoing Where functional, install low-flow fixtures in Partners’ facilities; encourage B Strategy medium term their use in commercial and residential construction B Strategy Install moisture sensors on existing irrigation systems long term Natural Resource Management Goal 4 B: Both P: Park District Encourage community-wide use of responsible pest control V: Village and fertilizer methods. Metric Number of outreach efforts B Strategy Offer educational programs on proper pest control and fertilizer use short term Develop and implement an active pest management plan for the control of B Strategy medium term known invasive plants at Partners’ facilities P Strategy Provide interpretive signage at park sites to explain plans and benefits short term Encourage the planting of “Low Mow Fescues,” native and adaptive plants, B Strategy and increase plant bio-diversity to reduce the need for mowing and short term chemical pest control 12 COMMUNITY DEVELOPMENT Community development refers to strategies that provides incentives, including permit fee rebates, achieve sustainable development through land use, Environmental expedited Design (LEED)and permitting rating system review, andandVillage Community development urban design and green refers to strategies building. that with In alignment provides incentives, including permit fee rebates, recognition. To date, six projects have applied for achieve the sustainable Plan’s development guiding through principle, land sustainable expedited rebatespermitting and review, under this program, and commercial, including Village use, urban design and development green meets thebuilding. needs ofIn alignment today without recognition. residential and mixed-use developments. for To date, six projects have applied with compromising the Plan’s guiding principle, the ability of futuresustainable generations to rebates under this program, including commercial, development meet their needs. Sustainableofdevelopment meets the needs today without not only residential and mixed-use Community Gardening.developments. There is a community compromising preserves the ability of future environmental healthgenerations to the by alleviating garden behind the Village Hall and at Crestwood meetimpacts their needs. Sustainable development of development but also promotes not Community Gardening. Place. Both There isplots feature individual a community and Food Pantry only economic preserves growth environmental health and builds humanby alleviating capital through garden behind the Village Hall and lots that donate produce to the at Northfield CrestwoodFood the impacts increased community engagement. promotes of development but also Place.Pantry Both feature individual plots and Food and other charitable organizations.Pantry The economic growth and builds human capital through lots that Partners worked together on this initiative.Food donate produce to the Northfield increased community engagement. Pantry and other charitable organizations. The Partners worked Village together Green on this Overlay initiative. District. As an established community, Northbrook has limited opportunities CURRENT DEVELOPMENT This Sustainability INITIATIVES Plan provides an opportunity for Village for Green Overlay progressive District. As an development andestablished infrastructure. Northbrook to add value to the community while community, Northbrook has limited However, the Village created a new opportunities zoning overlay This Sustainability preserving itsPlan providesintegrity historical an opportunity for and character. for progressive development district in 2004, called heand infrastructure. Village Green Overlay Northbrook to add value to the community while Several existing initiatives showcase sustainable However, (VGO), to encourage development thatoverlay the Village created a new zoning leads to a preserving its historical development integrity and character. principles. district morein 2004, calleddowntown mixed-use the Village to Green Overlay facilitate a vibrant, Several existing initiatives showcase sustainable (VGO), to encourage walkable development community. The VGOthat leadscontinuity requires to a development principles. Sustainable Development Incentive Program. In moreofmixed-use downtown to facilitate a pedestrian activity and pedestrian linkages tovibrant, 2008, the Village created a voluntary program to walkable community. promote The VGO walkability, brick requires paving continuity for crosswalks Sustainable Development incentivize Incentive property owners andProgram. builders to of pedestrian activity and pedestrian over pavement to promote downtown linkages to aesthetics In 2008, the Village created a voluntary program construct buildings in an environmentally-friendly promote walkability, brick paving for crosswalks and controlled lighting to reduce light pollution and to incentivize manner. Theproperty program owners andonbuilders is based the U.S.toGreen over glare pavement while to promote illuminating attractively downtown aesthetics the downtown construct buildings in an environmentally-friendly Building Council’s Leadership in Energy and and controlled area. lighting to reduce light pollution and manner. The program Environmental is based Design on the (LEED) U.S.system rating Green and glare while attractively illuminating the downtown Building Council’s Leadership in Energy and area. Figure 12. Elements of sustainable development Community amenities Sustainable & environmental Residential rain Development programs gardens and Incentive Program bioswales 13 Community CommunityAmenities. The Park Amenities. The District promotes Park District promotes sustainable community development by providing sustainable community development by providing amenities that support amenities the well-being that support of residents. the well-being of residents. The The Park Park District District estimates thatmajority estimates that a a majorityof of Northbrook Northbrook residents live within ½ mile of In residents live within ½ mile of a park. a park. addition, the District In addition, the builds Districtcommunity capacitycapacity builds community to live healthier, more sustainable to live healthier, lives through more sustainable its its lives through programming and events. programming and events. Park Park District Lands. District The Park Lands. District The Park ownsowns District 513 513 acres acres andand anmanages additional an additional 30 acres to 30 acres due due to intergovernmental agreements intergovernmental agreements for a for total total of 543 of 543 acres.acres. SinceSince 20052005 the the ParkPark District hashas District acquired acquireda 8.65 total of 8.65 acres including the acres at the following sites: following sites: GreenGreenview View Park,1.88 acresacres Park,1.88 September 2005 September 2005 FloralFloral Park, Park, 0.77 acres 0.77 acres November 2009 November 2009 180 Anets Drive,Drive, 180 Anets 6.0 acres 6.0 acres December 2011 December 2011 Environmental EnvironmentalProgramming. Programming. The Park District The Park District offersoffers CampCampExploration, a kids’ summer camp Exploration, a kids’ summer camp with with an environmental theme. an environmental The curriculum theme. includes The curriculum includes canoeing in the Skokie Lagoon, geocaching, canoeing in the Skokie Lagoon, geocaching, animal- animal-predator gamesthat predator games that teach teach children children about about the the food web and relationships in food web and relationships in ature, nature, andand science science experiments experiments with soil involving soillayers layers and thewater and the watercycle. cycle. FUTURE DEVELOPMENT STRATEGIES Table 4 on the following page outlines the three Tablegoals 4 onthat thewill following pagecommunity guide future outlines the three development goalsstrategies that as willwellguide future community as specific strategies for attaining development strategies these goals and the as measures well as specific strategies that will be used to for attaining these goals and determine their success. the measures that will be used to determine their success. Figure 13 (left). Northbrook residents enjoying parks and programs in the community 14 Table 4. Goals, Metrics and Strategies for improving community development Timeframe Agency Community Development Goal 1 (Short, medium, long term or ongoing) B: Both P: Park District Increase the sustainable development (‘green’) V: Village methods throughout the community. Number of building permits issued for projects incorporating Metric sustainable design elements Where possible, continue to provide incentives for sustainable V Strategy ongoing development Assess the possibility of adopting a lower cost Northbrook-specific V Strategy medium term certification program to encourage sustainable development V Strategy Assess opportunities for transit-oriented development medium term Where possible and fiscally prudent, encourage adaptive reuse of V Strategy ongoing buildings throughout the community Work to pair future Comprehensive Plan development with key B Strategy medium term strategies, policies and criteria of this plan Community Development Goal 2 B: Both Amend Village codes (zoning, engineering P: Park District standards and specifications, building codes, etc.) to V: Village encourage green building. Metric Annual number of green buildings built If prudent, update Village codes to allow for and encourage green V Strategy medium term building Provide regular reviews of Village codes to remain current with V Strategy ongoing green building technology If practical, review potential zoning code amendments to allow V Strategy medium term multi-generational housing Review Zoning Code for possible amendments necessary for V Strategy short term Transit Oriented Development to occur in the VGO Community Development Goal 3 B: Both P: Park District Increase opportunities for outreach and education V: Village on sustainable practices. Number of communications, website hits, attendance at Earth Day/ Metric Arbor Day Events, and number of other events with green booths B Strategy Improve existing websites and link the Partners’ “green” pages short term B Strategy Provide interpretive signage of green amenities short term Increase nature appreciation and environmentally-oriented P Strategy short term educational programs offered by the Park District Encourage collaboration and resource sharing between B Strategy short term organizations, businesses, schools and other local agencies Create a Sustainable Development Resource Booklet to V Strategy disseminate to community development stakeholders through medium term educational forums Provide educational forums for developers and contractors on B Strategy medium term white roofs, geothermal, building orientation, solar access, etc. 15 TRANSPORTATION Transportation is the second largest contributor of Greenhouse Gas (GHG) emissions after building- related energy consumption. Transportation is also 6 Pace bus routes a major source of nitrogen oxide, which continues to keep the Chicago Metropolitan Area from meeting National Ambient Air Quality Standards. Transportation, however, also represents an opportunity for residents and commuters to be 1 Metra train stop more active and healthy. Reducing or replacing the use of fossil-fuel-based transportation supports environmental stewardship, alleviates environmental impacts, and improves environmental quality. High 11 bike trails quality transportation systems support high quality of life through feasible alternatives such as public 12 bike routes transit, biking and walking. With convenient public transit options such as Metra and Pace, and lower impact options (biking and walking), Northbrook has dedicated time and funds to provide convenient alternative transportation options. 27 bike rack locations Figure 14. Alternative transportation options CURRENT TRANSPORTATION INITIATIVES Top Transit Suburbs. The Village of Northbrook Greening the Village Fleet. The Village received was named one of the 20 “Top Transit Suburbs” a grant for $16,561 through the Clean Air Counts (toptransitsuburbs.com) in the Chicago Metropolitan Program for Public Works staff to install diesel Region, based on a 2012 report from the Chaddick oxidation catalysts on 13 vehicles to reduce harmful Institute for Metropolitan Development at DePaul emissions from diesel fuels, including particulate University. This report considered community matter, carbon monoxide, hydrocarbons and infrastructure, such as commuter rail stations and nitrogen oxides. Northbrook was among the first walkable downtown areas. communities to retrofit its equipment. The Village also has nine hybrid vehicles in its fleet. Bicycle Task Force. The Village’s Bicycle Task Force coordinates all bicycle-related initiatives in the Greening the Park District Fleet. The Park District community, reviews the need for access to bicycle fleet contains cars, trucks, landscape equipment and transportation, identifies existing needs and offers miscellaneous small engines. Most of the fleet relies recommendations to make the Village more “bike- on gasoline; although there are some diesel, electric friendly.” The Bicycle Task Force also has developed and hybrid pieces of equipment. a Bike Plan to guide the further development of bike infrastructure throughout the village. Active Transportation. The Partners support active transportation, such as walking and bicycling, Anti-Idling Efforts. Beginning in March 2007, the to access their facilities and services by making Village partnered with parks, schools, and other bicycle parking available. Throughout the Village, organizations to install anti-idling signage. It also there are 15 parks with walking, biking, or multiuse published articles in newsletters urging drivers to trails, totaling over 8.5 miles. Northbrook is also cut idling engines to reduce harmful pollutants at participating in a multijurisdictional effort to convert school pick-up locations, Park District facilities and former railways into a bike path, the Skokie Valley train stations. Bike Trail, to connect Chicago and Wisconsin. 16 Parking Management. The Park District shares its parking facilities with neighboring groups to reduce the number of spaces needed. This reduces the need for paved surfaces that interfere with effective stormwater management. The Park District has the following parking agreements: St. Norberts School and Church uses the parking lot at Village Green Center for parent drop-off, special occasions and Sunday overflow. Village Green and the Northbrook Historical Society share a parking lot Leisure Center and Beth Shalom allow shared parking during special events. The parking areas near Meadowhill Park and Northbrook Jr. High are used for overflow parking since the high volume Figure 15. Bike lane outside Village Hall times for each are opposite times of day and times of year. The Islamic Cultural Center uses the far southwest parking lot at the Sports Center FUTURE TRANSPORTATION STRATEGIES as overflow parking. Wood Oaks Green Park visitors can use the Although Northbrook has easy access to alternative Wood Oaks Junior High parking lot when transportation options, residents and staff school is not in session. seek additional improvements to the network of commuter rail and bus stations, a walkable downtown, bicycle and pedestrian paths and wayfinding signs. See Table 5 on the following page for goals and strategies for improving transportation. Figure 16. One of Northbrook’s many multiuse trails 17 Table 5. Goals, Metrics and Strategies for improving transportation Timeframe Agency Transportation Goal 1 (Short, medium, long term or ongoing) B: Both P: Park District Maintain a diverse, safe, and high quality transportation V: Village network. Reduction in accidents, increased number or bicycle and pedestrian Metric amenities, number of transportation alternatives Identify potential links between open space and other activity centers B Strategy (schools, Park District facilities, downtown) and provide signage for short term pedestrian and bike routes B Strategy Encourage multi-agency initiatives to link regional bike/pedestrian paths medium term Where practical, provide adequate bike storage at facilities, parks, and B Strategy short term downtown Continue to work with other agencies to enhance public transportation V Strategy ongoing options V Strategy Identify relevant bus and train routes on the green website short term B Strategy Incorporate IDOT’s Complete Streets Initiatives into projects ongoing B Strategy Seek additional grant funding to improve the transit network ongoing Transportation Goal 2 B: Both P: Park District Reduce fuel consumption and emissions by Village and V: Village Park District fleet vehicles. Metric Decrease in the amount of fuel purchased When considering new fleet vehicles, purchase best miles-per-gallon B Strategy ongoing vehicles. Where practical, seek hybrid or energy efficient vehicles. Institute anti-idling policies and increase use of anti-idling technology in B Strategy short term fleet vehicles Assess the environmental and financial benefits of energy-efficient fuel B Strategy medium term sources for golf carts Transportation Goal 3 B: Both P: Park District Reduce pollution and land development impacts from V: Village single occupancy vehicle use. Increased number of carpool parking spots, increased number of - fuel Metric efficient vehicles, increased Pace/Metra ridership, reduction in year-over- year growth in average daily vehicle traffic in key spots P Strategy Provide preferred parking for carpools at Park District facilities short term Where possible, promote shared parking between businesses V Strategy ongoing (night/day use) As possible, provide preferred parking for fuel-efficient vehicles at B Strategy short term Partners’ facilities Use newsletters to recognize businesses that provide shuttles, V Strategy ongoing guaranteed ride home programs, and other transportation options B Strategy Participate in and support Commuter Challenges short term 18 CONCLUSION The Northbrook Strategic Sustainability Plan builds upon the demonstrated commitment of local government, business and residents to environmental and social responsibility, and it marks a significant step forward in the process of building a more sustainable Northbrook for current and future residents. Over the next several years, this plan will provide direction for Northbrook to continue to become more healthy, livable and environmentally resilient. The Village of Northbrook and the Northbrook Park District will maintain oversight of this plan, measuring progress made towards the goals that have been set and updating the plan as appropriate. This plan was prepared by the Delta Institute. Figure 17. Northbrook’s Wood Oaks Green Park 19  MEMORANDUM VILLAGE OF NORTHBROOK GENERAL GOVERNMENT DEPARTMENT TO: RICHARD A. NAHRSTADT, VILLAGE MANAGER FROM: PHILIP A. KIRALY, ASSISTANT VILLAGE MANAGER DATE: October 25, 2013 SUBJECT: REPORT: 2013 4TH OF JULY EVENTS This is a joint staff report developed by the Village of Northbrook and the Northbrook Park District staff regarding the 2013 4th of July events. The report will provide an overview of the events this year, as well as information that should be considered by the Village Board of Trustees and Park District Board of Commissioners in determining how both organizations should continue to plan and execute the events moving forward. 2013 4th of JULY OVERVIEW The Northbrook 4th of July Association dissolved in January 2013. At that time, the Village and Park District determined that for 2013, the two organizations would jointly plan the annual celebration, and an intergovernmental agreement was developed and approved by both Boards. It was also determined that staff would evaluate the events and make a recommendation to our respective Boards in order to plan for future years. The events that were planned jointly focused on the parade and fireworks. In addition, the Rotary Club of Northbrook agreed to run the Pancake Breakfast in 2013. Planning meetings began in February. The Committee included representatives from the Village’s Fire, Police, Public Works, and General Government departments and from the Park District’s Parks and Properties, Leisure Services and Marketing & Communications departments. In total, the committee consisted of 14 Village and Park District staff. The Committee developed the theme and Park District marketing staff created the event logo. Work responsibilities were divided; the Park District handled the administrative support for the parade, while the Village handled the administrative tasks related to the fireworks display. However, staff from both organizations assisted with both events. The pancake breakfast was hosted and operated by the Northbrook Rotary Club. Park District staff assisted with event set up and hosted family games. Rotary has indicated that they are planning to host this event in the future, pairing it with their Rubber Ducky race. The committee met in late July with volunteers and staff from both the Village and Park District to recap the events and determine successes and areas of improvement. The following were observations highlighted in that meeting: Parade  Staff developed protocols for handling administrative tasks related to parade planning that had not been formalized in the past including safety and emergency protocols in the event of inclement weather or other unplanned situation. Page 1  Staff improved protocols for communicating with event participants. For example, with the parade, mailings were sent on a number of occasions that communicated event staging, provided maps for participants and offered parade guidelines in written format.  Both the Village and Park District had ancillary roles in planning the parade in the past. In 2013, we relied heavily on the support of a few former 4th of July Association volunteers who provided insight and historical context on how the events were planned in the past. The support of these key individuals will be important in the future. The parade required a great deal of staff to operate, involving not only much of the committee in leadership roles, but also the assistance of Fire, Police and Public Works staff in directing traffic, closing streets and maintenance of the parade route.  There were a few problems with the large transport busses and their support vehicles, causing some last minute modifications and some confusion in the staging area.  Many parade participants tossed candy and in some cases used water guns, causing complaints from spectators. There was also concern for safety of children running into the streets to retrieve candy.  In a similar way, staff received complaints regarding the use of hoses, water balloons and water guns by parade spectators. Some parade participants indicated that they may not participate in the future because of this problem.  Crowd control was an issue in the first few blocks of the parade route as spectators (mostly children) began to crowd into the street, narrowing the clearance necessary by some parade floats and, particularly, the marching bands.  Overall, the Parade proved to be a success, serving as one of the largest on the North Shore and with one of the most diverse parade lineups with over 60 participants. Compliments were received that of the parades in the area, Northbrook’s was the best organized. Fireworks  In the past, the fireworks have been heavily administered by staff, specifically the Fire Department (firing logistics) and the Park District. This made the event fairly easy to transition.  Event conditions were ideal – very little breeze, cool temperatures and modestly dry ground conditions all contributed to a safe event.  The additional costs approved by the Village Board for the fireworks display were well received. Many commented that the fireworks were the best they had seen in a number of years. The Village Board approved an additional $10,000 for a total of $30,000 for this year’s display.  The crowd seemed somewhat smaller than in years past, despite very good weather. Some surrounding communities (Wheeling in particular) reinstated their own fireworks shows which may have impacted our attendance.  Due to the timing of a mailing for Northbrook Days, some in the crowd believed there would be entertainment at the fireworks; however, entertainment has not been provided for a number of years.  Food options to patrons were limited – the Village was able to secure two ice cream vendors however there were requests for additional food options in the future.  An RFP for fireworks services was not done this year, as the timing did not allow. The same vendor, Melrose Pyrotechnics, who has been providing fireworks services for many years, was utilized. Page 2 Event Costs Costs for both the Parade and Fireworks were borne by the Village and Park District, with an initial infusion of funds from the defunct 4th of July Association. In total, the events cost approximately $85,000 between the Village and Park District. This included staff overtime for the events, purchase of peripheral materials (handouts, giveaways, event shirts, etc.) and event costs (including contracts with vendors and fees for parade participants). The revenues and costs are outlined in the following chart: Revenues: Village Park District 4th of July Association (1 time) $12,927.00 $6,000.00 Parade Entry Fees $5,170.00 Vehicle Sticker Program $28,000.00 Misc. $100.00 TOTAL $40,927.00 $11,270.00 Expenses: Staff Overtime Police $13,546.00 Fire $2,990.00 Public Works $13,278.00 Park District $168.75 Contracts Fireworks Vendor $30,000.00 Security/Portable Restrooms $1,575.00 Parade Participants $15,270.00 Event Items Giveaways $2,187.00 Other Supplies $4,432.00 $1,137.00 TOTAL $64,246.00 $20,337.75 -$23,319.00 -$9,067.75 New this year was a fundraising opportunity that proved to be very successful. For a minimum donation of $20, residents had the option to purchase a special vehicle sticker with the 4th of July logo. This provided $28,000 to help offset event costs this year. It is important to note that costs for staff overtime are essentially the same as they would have been were the Village and Park District only serving in the roles that they had in the past, and relate primarily to staffing the events themselves. We did not break out planning time, as that work was primarily handled by salaried employees. The Village has historically budgeted $20,000 annually for the Fireworks, and has also accounted for overtime costs in budget projections as well. Other recurring costs include the costs for the fireworks display itself as well as for the parking vendor that directed traffic at Meadowhill Park. Page 3 RECOMMENDATIONS Staff from both the Village and Park District strongly believe that the events of 2013 were successful due to our positive collaboration. Certainly, taking on this new role added to the workload of both organizations, but as was discussed with both Boards in February, there were no other entities that had the resources to plan and execute these events. Staff was able to allocate the necessary time, and developed a stronger understanding of the requirements of the events, which should ease the planning process in the future. It is our joint recommendation that both the Village and Park District continue to work together on planning and executing the Northbrook 4th of July events in 2014 and beyond. There are some areas that staff believes can be improved in order to ease problems that arose in 2013 and to further streamline the overall event planning process. These include:  Generally, the planning committee structure worked very well. Distribution of work was accomplished without either the Village or the Park District being adversely impacted.  Moving forward, we will need to either continue the current structure of funding these events (each organization pays its staff and overtime costs; the Village pays for the fireworks, the Park District pays for the parade) or develop an alternative cost sharing model. Certainly, the Village has the majority of the costs allocated to it, between overtime costs and the costs for the fireworks. However, the Village also has a very successful fundraising tool (vehicle sticker program) that can help to offset those costs. Park District costs are focused on covering all necessary expenses for the parade. Staff recommends utilizing the process that was used this year.  Staff believes that we must develop better protocols, along with policies and procedures, for the parade. This would include making changes to the staging process, improving crowd control and reviewing rules for parade participants and spectators. It is our intention that the community view this part of the 4th of July celebration as a fun and enjoyable event, but there are safety issues that should be addressed.  While Northbrook has had a long and positive relationship with the current fireworks vendor, Melrose Pyrotechnics, staff believes that it is prudent to solicit bids for the 2014 fireworks.  Staff would like to improve the food options and explore additional entertainment options for the fireworks. Without the necessary planning time for this year’s event, staff was unable to provide as many options for patrons.  Development of a theme and logo for the events was handled by the planning committee. Staff recommends continuing that process. It was discussed that perhaps a community contest of some sort might be possible, but the logistics and planning for a contest could be prohibitive. However, if a contest was created, forms should be sent out much earlier (January or February). Staff will be presenting this report to both the Village Board and Park District Board of Commissioners and welcomes any feedback or suggestions. If both Boards concur with staff that our organizations should continue to partner for this purpose, the Intergovernmental Agreement will be updated as necessary and presented to both Boards for their approval. Page 4