CITY COUNCIL 2017/05/01 AgendaTHE CITY OF LAKE FOREST
CITY COUNCIL AGENDA
Monday, May 1, 2017 at 6:30 pm
City Hall Council Chambers
FIRST SESSION
Honorable Mayor, Donald Schoenheider
Catherine Waldeck, Alderman First Ward Stanford Tack, Alderman Third Ward
Prudence R. Beidler, Alderman First Ward Jack Reisenberg, Alderman Third Ward
George Pandaleon, Alderman Second Ward Michelle Moreno, Alderman Fourth Ward
Timothy Newman, Alderman Second Ward Raymond Buschmann, Alderman Fourth Ward
LAKE FOREST POLICE COLOR GUARD
CALL TO ORDER AND ROLL CALL 6:30
PLEDGE OF ALLEGIANCE
REPORTS OF CITY OFFICERS
1.COMMENTS BY MAYOR
A. American Public Works Association Award Presentation for Forest Park
-Dan Strahan, Lake County Branch APWA, Chicago Metro Chapter
B. Resolution of Sympathy for Jane O’Neil
A copy of the Resolution can be found on page 9
COUNCIL ACTION: Approval of the Resolution
C. Consideration of Acceptance of the Report and Recommendations Prepared by
Teska Associates, Inc. on the City’s Plan Review, Permitting and Inspection
Processes and Acceptance of the Related Implementation Plan (Approve by
Motion)
PRESENTED BY: Mayor Schoenheider
STAFF CONTACT: Catherine J. Czerniak, Director of Community Development
On March 17, 2017, the City Council heard a presentation from Lee Brown, of Teska
Associates, Inc., on the assessment that was conducted over the last several months of the
City’s plan review, permitting and inspection processes. Mr. Brown responded to questions
from the City Council and as a follow up to the meeting, Teska Associates, Inc. finalized the
report. The final report is included in the Council packet beginning on page 10.
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Monday, May 1, 2017 First Session City Council Agenda
Based on the recommendations in the report, Community Development staff prepared an
Implementation Plan identifying near term and longer term actions that will be taken to
implement the recommendations, support continuous process improvements and enhance
communication with its customers. The Implementation Plan is also included in the Council
packet beginning on page 23. City staff will provide periodic reports to the Council on the
process improvement process.
COUNCIL ACTION: Approve a motion accepting the Report and Recommendations prepared
by Teska Associates, Inc. on the City’s Plan Review, Permitting and Inspection Processes and
accepting the Implementation Report.
2. COMMENTS BY CITY MANAGER
3. COMMENTS BY COUNCIL MEMBERS
FINANCE COMMITTEE
A. Approval of the Comprehensive Fiscal Plan for FY2018
PRESENTED BY: George Pandaleon, Finance Committee Chairman
PURPOSE AND ACTION REQUESTED: Staff requests approval of the Comprehensive Fiscal Plan
for Fiscal Year 2018 (May 1, 2017 to April 30, 2018).
PROJECT REVIEW/RECOMMENDATIONS:
Reviewed Date Comments
City Council Finance Committee 10/17/16 Fiscal Policy
City Council Finance Committee 11/14/16 Capital Budget/Revenues
City Council 12/5/16 Adoption of Tax Levy, Fees
City Council Finance Committee 1/17/17 Capital Budget Follow-up
City Council Finance Committee 3/13/17 Operating Budget
BACKGROUND/DISCUSSION: The Finance Committee has reviewed various components of
the Comprehensive Fiscal Plan for FY2018 at several public meetings over the past six months.
The proposed Comprehensive Fiscal Plan is presented for final approval this evening. The
document has been provided to the City Council under separate cover and will be made
available on the City’s web site upon approval.
The following changes have been made to the budget figures since the March 13 Finance
Committee meeting:
• Compensation adjustments are now reflected within the operating department
budgets with the exception of Police, pending contract approval
• The income tax revenue estimate for FY18 has been lowered to reflect ongoing
shortfalls in the distributions from the State of Illinois
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Monday, May 1, 2017 First Session City Council Agenda
BUDGET/FISCAL IMPACT: The proposed expenditures for FY2018 total $93,503,465. The
proposed plan is balanced with all operating expenditures covered from current revenues
and capital expenditures funded from current revenues and reserves in excess of the City
Council’s Fiscal Policy.
COUNCIL ACTION: Approval of the Comprehensive Fiscal Plan for Fiscal Year 2018
B. Annual Vendor Approval
PRESENTED BY: Elizabeth Holleb, Finance Director (847-810-3612)
PURPOSE AND ACTION REQUESTED: Staff requests approval of the vendors listed on page xx for
FY2018.
BACKGROUND/DISCUSSION: On September 19, 2011, the City Council approved Code
amendments revising the method for approving vendors. Consistent with the revised policy,
payments for services provided on an unspecified ongoing basis exceeding $20,000 annually
in aggregate are to be approved by the City Council as part of the budget process. The
attached list provides the vendors approved for FY2012-FY2017 as well as the
recommendations submitted for City Council approval for FY2018.
The City Council will continue to approve any single purchase over $20,000 as established by
the purchasing code.
BUDGET/FISCAL IMPACT: Approval of the attached vendor list does not have an immediate
fiscal impact. The amounts designated for each vendor for FY2018 have been included in
the annual budget.
COUNCIL ACTION: Approval of the attached list of vendors (page 26) for Fiscal Year 2018.
C. Approval of the FY18 Personnel Policies and Practices and Pay Plan
PRESENTED BY: DeSha Kalmar, Director of Human Resources (847-810-3530)
PURPOSE AND ACTION REQUESTED: Staff requests approving the FY18 Personnel Policies and
Practices and Pay Plan
BACKGROUND/DISCUSSION: Each year the City’s Personnel Policies and Practices are
reviewed and updated, then adopted by the City Council as part of the budget process.
Noted below is a list of key changes made to the Personnel Policies dated May 1, 2017. This
year’s changes were very minor and any substantive changes are noted below.
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Monday, May 1, 2017 First Session City Council Agenda
Personnel Pages
Personnel Policies and Practices 2017
(All changes noted in Bold Italics)
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• In multiple sections added clarifying language referencing “qualifying positions”
for pension purposes
• 2.3.14 Longevity Pay – Increased the amount paid for 15-19 years of service from
$45 to $50 per year (last increased 5/1/14)
• 5.2.0 Sick Leave with Pay – Added step parents and grandchildren to the list of
immediate family members, per P.A. 99-0841, Employee Sick Leave Act
• 8.6.0 Flexible Spending – FLEX – updated language referencing the City’s Think
Healthy Wellness program
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The FY2018 Pay Plan has been adjusted to include range adjustments of 1.0% for Steps 1-6
and 2.5% for Step 7 per City Council discussion at the March budget meeting. Some positions
received a slightly larger adjustment as approved by the City Council at the budget meeting
in order to maintain competitiveness.
The policies are included in your Council packet on page 27 and the Pay Plan is in your
budget packet.
COUNCIL ACTION: Approval of the FY18 Personnel Policies and Practices and FY18 Pay Plan.
PROPERTY AND PUBLIC LANDS
A. Consideration of Recommendations from the Property and Public Lands
Committee and Building Review Board in Support of Various Actions Related to
the McKinley Road Redevelopment Project. (Approval of a Resolution and
Ordinance)
PRESENTED BY: Alderman Reisenberg, Chairman, Property and Public Lands Committee
Staff Contact: Catherine Czerniak,
Director of Community Development (810-3504)
PURPOSE AND ACTION REQUESTED: As a follow up to previous City Council actions in support
of the McKinley Road Redevelopment Project, the Council is asked to consider the following
next steps: 1) approval of a Resolution directing actions related to a Purchase, Sale and
Development Agreement as recommended by the Property and Public Lands Committee
and 2) approval of an Ordinance as recommended by the Building Review Board approving
the architectural and site design.
BACKGROUND/DISCUSSION: The redevelopment area is located on the east side of McKinley
Road, across from the train station. In January, 2017, the Council approved an overall Master
Plan for the redevelopment area, a plat of consolidation, an easement for a new east/west
private road and a Term Sheet in support of a land swap between the City and the
developer.
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Monday, May 1, 2017 First Session City Council Agenda
Since that time, preliminary work on the site has gotten underway consistent with the
approvals granted to date. The two northernmost office buildings, 721 and 725 McKinley
Road, were demolished and excavation and foundation work for the first building is in
progress. As development of a detailed redevelopment plan for the entire site has
progressed, the concept of incorporating the northern portion of the City owned 361 E.
Westminster parcel into the development area as originally envisioned was proposed by the
developer. The Property and Public Lands Committee reviewed the proposal and the offer
from the developer and determined that the offer comported with the City’s policies and
standards for disposing of surplus property and that the incorporation of the parcel into the
overall development supports the goal of achieving comprehensive redevelopment of the
area. The Property and Public Lands Committee unanimously recommended approval of the
sale and incorporation of the additional parcel into the redevelopment plan.
Importantly, years of study of this area have concluded consistently that a transition from
office use to multi-family residential use is appropriate in this area. The Comprehensive Plan
supports multi-family residential use in this area, the Cultural Corridor Task Force re-affirmed
support for multi-family residential, and most recently, during the community strategic
planning session, the need for more diverse housing options near the Central Business District
and train station was endorsed. The proposed redevelopment achieves the vision
established for this area.
As noted above, a recommendation from the Building Review Board in support of the
architectural design of the building and site is also presented for Council consideration. The
Building Review Board considered the architectural design, exterior materials and landscape
plan over the course of three meetings. Four members of the public spoke requesting
information about the overall redevelopment plan and some refinement in the architectural
details of the building. The Board appointed a subcommittee to review the plans when they
are submitted for permit to assure that the details of the project are consistent with the public
representations and discussions.
The Resolution and Ordinance are included in the Council packet beginning on page 71.
COUNCIL ACTION: By motion, approve a Resolution directing the execution of the Purchase,
Sale and Development Agreement in substantially the form presented subject to confirmation
by the City Manager and City Attorney that the necessary conditions are satisfied.
AND
If determined to be appropriate by the City Council, waive first reading and grant final
approval of an Ordinance approving the petition as recommended by the Building Review
Board.
4. OPPORTUNITY FOR CITIZENS TO ADDRESS THE CITY COUNCIL ON NON-AGENDA ITEMS
5. ITEMS FOR OMNIBUS VOTE CONSIDERATION
1. Approval of the April 17, 2017 City Council Meeting Minutes
A copy of the minutes can be found on page 85.
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Monday, May 1, 2017 First Session City Council Agenda
COUNCIL ACTION: Approval of the Minutes
2. Check Register for the period March 25- April 21, 2017
Fund Invoice Payroll Total
General 370,942 1,087,286 1,458,228
Water & Sewer 91,724 118,403 210,127
Parks & Recreation 197,618 285,831 483,448
Capital Improvements 205,598 0 205,598
Motor Fuel Tax 0 0 0
Cemetery 4,345 17,402 21,747
Senior Resources 15,440 19,215 34,655
Deerpath Golf Course 40,932 1,910 42,843
Fleet 105,223 35,945 141,168
Debt Funds 0 0 0
Housing Trust 0 0 0
Park & Public Land 0 0 0
All other Funds 281,278 139,976 421,254
$1,313,100 $1,705,968 $3,019,068
3. Consideration to Waive Purchasing Requirement for Competitive Pricing per
Administrative Directive 3-5, and Award a Three year Contract for Advertising in
relation to the Lake Forest Marketing Campaign in the amount of $49,992.00 to JWC
Media.
CITY COUNCIL CONTACT: Alderman Prue Beidler and
STAFF CONTACT: Susan Banks, Communications Manager (847.810.3672)
PURPOSE AND ACTION REQUESTED: At the October 3, 2016 meeting, the City Council
approved a contract to hire a marketing/advertising advisor to help develop a marketing
plan for the City of Lake Forest as directed by Mayor Schoenheider. Also at that time, a film
maker was hired to produce targeted films of various lengths which will serve as promotional,
educational and advertising pieces. At this time, the Marketing Team is exploring print media
options and recommends purchasing advertising in Sheridan Road magazine (a JWC
subsidiary publication), which is distributed to every household and business in Lake Forest,
Lake Bluff, Highland Park, Glencoe, Winnetka, Northfield, Wilmette, Kenilworth, Northbrook
and Glenview. Sheridan Road magazine has an average readership rate of 120,000. The
team recommends a series of full page, four-color ads in the magazine. Other print media
being explored includes Crain’s Chicago Business, Chicago magazine, and Chicago Parent
as the Team targets young professionals and families.
BUDGET/FISCAL IMPACT: The cost of advertising in Sheridan Road includes a discounted rate
with 8 print ads running from June 2017-June 2018 and a free editorial article in the June 2017
issue.
FY2018 Funding Source Amount
Budgeted
Amount Requested Budgeted?
Y/N
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Monday, May 1, 2017 First Session City Council Agenda
ACCT
#10111014115421
$35,000 $ 16,664.00 Y
COUNCIL ACTION: Consideration to Waive Purchasing Requirement for Competitive Pricing
per Administrative Directive 3-5, and Award a Three year Contract for Advertising in relation
to the Lake Forest Marketing Campaign in the amount of $49,992.00 over a period of three
years (FY 2018, 2019 and 2020) to JWC Media. (Sheridan Road Magazine)
COUNCIL ACTION: Approval of the three (3) Omnibus items as presented
6. ORDINANCES
7. NEW BUSINESS
1. Consideration of the 2017-2021 City Strategic Plan
PRESENTED BY: Octavius Hayes, Management Intern (810-3677)
The City of Lake Forest continues to develop long-term plans and goals to ensure the City
remains well-managed, while protecting and enhancing our rich heritage, architecture,
residential neighborhoods, natural resources, open spaces and recreational areas. The City of
Lake Forest remains committed to its four cornerstones: Family, Education, Tradition and
Philanthropy. It is important to periodically identify the state of the City and ensure the City is
carrying on the broader visionary concepts of our forefathers.
The City Strategic Plan beginning on page 93 is the result of several months of voluntary
community engagement with residents during 2016-17, such as; the Community Wide Survey,
the “Future for All Generations” Event and Strategic Planning Retreat, which have been
incorporated into the document. This report represents the direction in which the City wants
to take to continue to preserve the character and values of the Lake Forest community as we
move forward.
COUNCIL ACTION: Approval of 2017-2021 City Strategic Plan
8. ADDITIONAL ITEMS FOR COUNCIL DISCUSSION
1. Presentation of Fabulous Gifts and Prizes
-Robert Kiely, City Manager
2. Final words for the departing Aldermen from the remaining Council Members
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Monday, May 1, 2017 First Session City Council Agenda
3. Final comments from Alderman Waldeck, Alderman Pandaleon, Alderman
Adelman and Mayor Schoenheider
9. ADJOURNMENT
Office of the City Manager April 26, 2017
The City of Lake Forest 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 the meeting or the facilities, are
required to contact City Manager Robert R. Kiely, Jr., at (847) 234-2600 promptly to allow the
City to make reasonable accommodations for those persons.
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RESOLUTION OF SYMPATHY
WHEREAS, on behalf of The City of Lake Forest, the City Council expresses its sadness at the
profound loss of Jane S. O’Neil on March 16, 2017; and
WHEREAS, Jane worked tirelessly for nearly a decade to lead efforts to restore Forest Park and
raise private funds to endow Forest Park, completed in 2015; and
WHEREAS, Jane’s contributions leading the Forest Park Project Board were recognized in 2014
with Forest Park being named “Development of the Year” by the Lake County Stormwater Management
Commission; and
WHEREAS, Jane’s work was again recognized in 2016 when Forest Park received a rehabilitation
award by the Lake Forest Preservation Foundation; and
WHEREAS, Jane’s service and dedication to the Forest Park Project was recognized by the
Garden Club of America with a Civic Improvement Award for leadership and guidance of the project,
environmental responsibility and respect for the landscape overlooking Lake Michigan; and
WHEREAS, Jane’s work on the project was once again noticed by the American Public Works
Association in 2017 with Forest Park being named the “Project of the Year”; and
WHEREAS, Jane was a dedicated and loyal volunteer, serving on the Elawa Farm Foundation
Board, where she was instrumental in the effort to preserve and restore Elawa’s historic buildings and
gardens; and serving as a past president of the Lake Forest Garden Club; and
WHEREAS, Jane was a beloved wife to Thomas C. O’Neil; mother to P.J., Charlie, Riley, Tommy
and Mary, grandmother of Georgia, Patrick, Will, Andrew, Huston, Helen and Jane; and
WHEREAS, Jane S. O’Neil was an enthusiastic spirit and devoted friend to all that knew her, a
gracious woman who deeply loved her family and community; her contributions to Lake Forest were
significant and she will truly be missed.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LAKE FOREST, hereby
expresses its deepest sympathy to her family, and that this Resolution be appropriately inscribed and
conveyed to the Family of Jane S. O’Neil, with a copy to be included in the official minutes of the May 1,
2017 meeting of the Lake Forest City Council.
_____________________________
Donald P Schoenheider, Mayor
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Implementation Plan
Recommendations from the Plan Review, Permitting and Inspection Assessment Accepted by the City
Council May 1, 2017
Goals
Key Tasks
Start Date Duration Status Lead
Staff/Team
Members
Website - Enhance
Functionality and Ease of Use
for Customers
May, 2017 Implement quick fixes
within 3 months.
Evaluate/upgrade
website on an ongoing
basis.
Establish working
group: ComDev staff,
City Communications
Manager, website
consultant (MGP, AE)
Address problems
identified by
stakeholders
Explore other
development related
websites to identify
best practices:
accessibility, logical
organization, additional
content
Identify and implement
“quick fixes”
Engage test
groups/solicit feedback
(to include frequent
customers and novices)
Identify longer term
improvements and
opportunities that will
be available as a result
of future software
upgrades
Establish an ongoing
process to get input
from users on the
effectiveness of the
website
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Implementation Plan Page 2 of 3
Goals
Key Tasks
Start Date Duration Status Lead
Staff/Team
Members
Involve all Community
Development staff in
information sessions
about the ERP Project
Participate in Steering
Committee (led by
Finance/IT) to provide
input into the
development of the RFP
for the software
upgrade
Identify work flow
improvements/changes
that will be possible
with software upgrade
Identify customer
service improvements
that can be achieved
with software upgrade
(ex. electronic plan
submittals, review
status information)
Board and Commission Process
Modifications
June 1, 2017 –
initiate
meeting
procedure
modifications.
9 months to complete
upgrade/enhancement
of informational
materials and process
related Code
amendments
Explore modifications to
meeting procedures to
create a more
collaborative/work
session environment.
Communicate value of
review process
Improve/develop “how
to” information such as
flow charts, checklists,
explanation of how/why
various projects are
reviewed
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Implementation Plan Page 3 of 3
Review and update
design guidelines, clarify
standards and
requirements
Amend related Code
provisions as necessary
Review of Permit Issuance Time
Targets
July 1, 2017 60 days to complete
study and implement
“pilot” modifications,
re-evaluate after 6
months.
Consider whether
seasonal changes in
target times is helpful in
setting realistic
expectations
Consider requiring pre-
application meetings for
large or complex
projects to reduce plan
review time
Update, Enhance, Expand
Communication/Educational
Efforts
Nay 1, 2017 Ongoing
See website
improvements above
Continue to offer “how
to” classes for architects
and contractors on
technical issues
Develop ways to reach
various target groups
(the do-it-yourselfer,
real estate
professionals, regular
customers, new to
town) – classes, on-line
information, frequently
asked question
bulletins, Dialogue
articles, targeted group
meetings, other
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The City of Lake Forest
FY2018 Vendor Approvals - May 1, 2017
Approved Approved Approved Approved Approved Approved Proposed
Department Vendor FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Description:
PW-Streets Peter Baker & Son 30,000 55,000 55,000 Asphalt patching
City Manager Susan Kelsey 31,800 31,800 50,000 50,000 50,000 50,000 Professional Services - economic development
Human Resources Wright Benefit Strategies, Inc.33,000 33,000 30,000 30,000 30,000 Professional Services - employee benefits
Human Resources Clark Baird Smith 30,000 40,000 50,000 50,000 50,000 50,000 Professional Services - legal
Police Smith & LaLuzerne 46,000 46,000 55,000 55,000 50,000 50,000 50,000 Professional Services - City Prosecutor
Finance-IT ClientFirst Consulting 90,000 155,500 65,360 65,000 90,000 65,000 Professional Services - IT Consulting
Finance-IT Katten Muchin Zavis Rosenman 25,000 Bond Counsel Services
Finance-IT Speer Financial 25,000 25,000 35,000 35,000 Financial Advisory Services
City Manager Municipal GIS Partners, Inc.177,034 206,583 164,000 184,066 190,379 198,616 198,816 Professional Services - GIS Consortium
City Manager Whipple Consulting 36,000 36,000 36,000 36,000 36,000 20,000 20,000 Professional Services - public relations
PW-Engineering Gewalt-Hamilton Assoc 24,000 44,000 40,000 160,000 235,000 Professional Services - engineering consulting
City Manager Filippini Law Firm 340,000 290,000 290,000 Professional Services - legal
City Manager Lake County Press 25,000 26,000 Dialogue Publication
Community Dev.Thompson Elevator Inspection 24,700 25,000 Professional Services - elevator inspections
PW-Engineering T. Y. Lin International, Inc.80,000 80,000 Professional Services - engineering consulting
Non-Department North Shore Gas Company 40,000 45,000 45,000 45,000 45,000 Utility Services
Non-Department ComEd 52,000 60,000 75,000 75,000 75,000 Utility Services
PW-Fleet Bell Fuels Inc.50,000 50,000 50,000 Fuel supplier
PW-Sanitation Zion Landfill 300,000 300,000 Refuse disposal
Non-Department AT&T 54,000 60,000 55,000 55,000 55,000 Utility Services
Human Resources IL Dept of Employment Security 60,000 60,000 60,000 75,000 75,000 Unemployment insurance
Non-Department Constellation Energy Services 423,000 450,000 425,000 380,000 380,000 Utility Services
PW-Engineering H W Lochner Inc.88,000 88,000 Professional Services - engineering consulting
Miscellaneous Conserv FS 117,000 90,000 Fuel, fertilizer, herbicide, pesticide
PW-Fleet World Fuel Services, Inc.124,000 124,000 Fuel supplier
PW-Engineering HDR Engineering, Inc.550,000 Professional Services - engineering consulting
PW-Engineering Ayres Associates, Inc.75,433 42,883 53,737 60,000 GIS Data Provider
PW-Engineering Baxter & Woodman 20,000 Engineering Consulting
PW-Engineering ESRI 36,610 Software licensing
Human Resources IRMA 1,050,000 1,300,000 1,300,000 1,200,000 Member Contribution and Deductibles
Human Resources Morrison Associates 20,000 Employee Development/Training
Parks/Recreation NSSRA 225,000 235,000 245,000 249,633 262,728 Special Recreation Expenses
Parks/Recreation Richard Franklin 125,000 210,000 210,000 Independent contractor - golf instruction
PW-Fleet Al Warren Oil Company, Inc 233,000 300,000 250,000 Fuel supplier
Finance-IT HTE Sungard 65,000 65,000 Software maintenance/licensing - sole source
Finance-IT Siemens/Unify Inc.32,000 30,000 Phone system support
Community Dev.Lynch Construction 30,000 Community entrance signs
Finance-IT InterDev 40,000 IT Consulting Services
PW-Fleet Gas Depot, Inc 150,000 200,000 100,000 Fuel supplier
Finance-IT Call One 60,000 Telecommunication Services
Parks/Public Wks Mariani Landscape 60,000 Grounds Maintenance/Snow Removal
Parks/Recreation Friends of LF Parks and Rec 35,000 Special Event Contributions
Cemetery William Blair & Company 40,000 Investment Advisor
Finance-IT Chapman and Cutler 20,000 Bond Counsel Services
Submitted for City Council consideration: May 1, 2017 26
The City of Lake Forest
Personnel Policies and Practices
May 1, 2017
Employee Information Site:
www.citylf.org
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TABLE OF CONTENTS
INTRODUCTION _______________________________________________________ 1
EMPLOYMENT AT WILL ________________________________________________ 1
CORE VALUES _________________________________________________________ 1
PURPOSE/POLICY _____________________________________________________ 2
AUTHORITY ___________________________________________________________ 2
POLICIES AND PRACTICES ESTABLISHED _______________________________ 2
1. EMPLOYMENT POLICY ______________________________________________ 3
1.1.0 Authority to Employ Personnel ________________________________________________ 3
1.2.0 Employment Procedure ______________________________________________________ 3
1.3.0 Equal Opportunity Employer __________________________________________________ 3
1.4.0 Drug-Free Workplace ________________________________________________________ 3
1.5.0 Employment of Relatives _____________________________________________________ 4
1.6.0 Secondary Employment ______________________________________________________ 4
2. OFFICIAL PAY PLAN ________________________________________________ 6
2.1.0 The Official Pay Plan ________________________________________________________ 6
2.2.0 Administration of Pay Plan ___________________________________________________ 6
2.3.0 Salary Administration Procedure _______________________________________________ 6
2.3.1 Establishment of Salary Ranges and Position Titles ________________________________ 6
2.3.2 Applicability of Salary Ranges and Position Titles Schedule _________________________ 7
2.3.3 Original Appointment________________________________________________________ 7
2.3.4 Probationary Period _________________________________________________________ 7
2.3.5 Administration of Plan _______________________________________________________ 8
2.3.6 Pay Plan Adjustments ________________________________________________________ 8
2.3.7 Promotions ________________________________________________________________ 8
2.3.8 Job Transfers ______________________________________________________________ 9
2.3.9 Reclassification ____________________________________________________________ 9
2.3.10 Resignations, Layoffs ________________________________________________________ 9
2.3.11 Tree Trimmer Pay __________________________________________________________ 9
2.3.12 Additional Duty Pay _________________________________________________________ 9
2.3.13 Additional Merit Pay _______________________________________________________ 10
2.3.14 Longevity Pay ____________________________________________________________ 10
2.4.0 Positions _________________________________________________________________ 10
2.4.1 Department Heads and Staff Assistants _________________________________________ 10
2.4.2 Job Sharing _______________________________________________________________ 10
2.5.0 Residency Requirement/Housing Allowance Compensation _________________________ 11
2.6.0 Emergency Response Personnel _______________________________________________ 11
2.7.0 Fringe Benefits ____________________________________________________________ 11
2.8.0 Deductions from Exempt Employee Salaries _____________________________________ 11
3. HOURS OF WORK __________________________________________________ 12
3.1.0 Workweek Defined ________________________________________________________ 12
3.2.0 Workday Defined __________________________________________________________ 12
3.3.0 Overtime Work ____________________________________________________________ 12
3.4.0 Established Hourly Rate Defined ______________________________________________ 13
3.5.0 Compensation for Overtime Work _____________________________________________ 13
3.6.0 Positions Ineligible for Overtime Compensation __________________________________ 14
3.7.0 Flex Time ________________________________________________________________ 15
4. HOLIDAYS WITH PAY _______________________________________________ 16
4.1.0 Days Designated ___________________________________________________________ 16
4.2.0 Holiday Falling on Weekend, Working Days ____________________________________ 16
4.3.0 Holiday Bonus ____________________________________________________________ 17
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5. LEAVE POLICY _____________________________________________________ 18
5.1.0 Vacation Schedule _________________________________________________________ 18
5.2.0 Sick Leave with Pay ________________________________________________________ 19
5.2.1 Voluntary Sick Leave Donation Program _______________________________________ 21
5.3.0 Emergency Leave __________________________________________________________ 21
5.4.0 On-the-Job Injury and Disability Leave _________________________________________ 22
5.5.0 Military Service, Training ___________________________________________________ 22
5.6.0 Family Military Leave Act ___________________________________________________ 22
5.7.0 Leave of Absence __________________________________________________________ 23
5.8.0 Absence Without Leave _____________________________________________________ 23
5.9.0 Family and Medical Leave (FMLA Leave) ______________________________________ 23
5.10.0 Victim's Economic Security and Safety Leave ____________________________________ 27
5.11.0 Pregnancy Accommodation __________________________________________________ 28
5.12.0 Miscellaneous Leave Policies ________________________________________________ 28
6. RETIREMENT AND DEFERRED COMPENSATION _____________________ 30
6.1.0 Retirement, Pension Plans ___________________________________________________ 30
6.2.0 Deferred Compensation Plan _________________________________________________ 30
6.3.0 Out-of-State Service Credit __________________________________________________ 30
6.4.0 Retiree Health Savings Plan __________________________________________________ 30
7. DISCIPLINE, GRIEVANCES AND FEEDBACK __________________________ 31
7.1.0 Procedure in Handling Disciplinary Action, Grievances ____________________________ 31
7.2.0 Appeals from Disciplinary Action _____________________________________________ 31
7.3.0 Insurance Ramifications _____________________________________________________ 31
7.4.0 Employee Feedback ________________________________________________________ 32
7.5.0 Ethics Hotline _____________________________________________________________ 32
8. INSURANCE AND HEALTH BENEFITS________________________________ 33
8.1.0 Authorization for Payment of Health Insurance Premium ___________________________ 33
8.2.0 Authorization for Payment of Dental Insurance Premium ___________________________ 33
8.3.0 Authorization for Payment of Life Insurance Premium _____________________________ 33
8.4.0 Health and Dental Insurance Program for Retired Employees ________________________ 33
8.5.0 Employee Assistance Program ________________________________________________ 33
8.6.0 Flexible Spending - FLEX ___________________________________________________ 34
8.7.0 Continuation of Benefits ____________________________________________________ 35
8.8.0 HIPAA Privacy Rule _______________________________________________________ 36
9. MISCELLANEOUS REGULATIONS ___________________________________ 37
9.1.0 Physical Fitness ___________________________________________________________ 37
9.2.0 Personal Use of City Property ________________________________________________ 37
9.3.0 Political Activity __________________________________________________________ 37
9.4.0 Public Information _________________________________________________________ 37
9.5.0 On-the-Job Safety __________________________________________________________ 38
9.6.0 Public Relations ___________________________________________________________ 38
9.7.0 Gifts and Gratuities ________________________________________________________ 38
9.8.0 Patents __________________________________________________________________ 39
9.9.0 City-Owned Recreational Facilities ____________________________________________ 39
9.10.0 Purchase of City Cemetery Lots _______________________________________________ 39
9.11.0 Smoking Ban _____________________________________________________________ 39
9.12.0 Education/Training Reimbursement ____________________________________________ 39
9.13.0 Employee Use of Computers and Electronic Communications Systems ________________ 40
9.14.0 Restrictions on Duty-Issue Firearms Possession __________________________________ 40
9.15.0 Cell Phone Usage (City-owned and Personal) ____________________________________ 40
9.16.0 Use of Personally-Owned Devices _____________________________________________ 41
29
PERSONNEL POLICIES AND PRACTICES
OF
THE CITY OF LAKE FOREST
May 1, 2017
INTRODUCTION
The policies, as presented herein, shall constitute the Official Personnel Policies and Practices of The City
of Lake Forest for all regular fulltime and part-time employees of the City, except the City Manager.
These policies do not apply to temporary or seasonal employees. Administrative Directives governing
personnel and referred to throughout these policies are available for viewing and printing on the
Employee Information Site located at www.citylf.org. They are also available for employee inspection by
contacting the Human Resources Department.
EMPLOYMENT AT WILL
The intent of these policies is to give the employee a brief description and general
information concerning City employment policies.
The employment relationship between the City and its employees is employment at will,
which means that either the City or the employee may end the employment relationship at
any time, for any reasons, without notice, warning or cause. This means that in the absence
of a written employment agreement, the City and its employees shall not be bound to an
employment contract or a commitment to employment for a definite period of time. Either
party can terminate the employment relationship at any time and for any reason. Neither
these policies, nor any other policy, procedure or practice of the City constitutes a
contractual commitment between the City and its employees, and they do not prove any
guarantee or assurance of continued employment or a term or condition of employment for
any period of time.
The employment relationship may be governed by a number of sources, including but not
limited to The City of Lake Forest Charter, the City Code, the Personnel Policies and
Practices, Board of Fire and Police Commissioners Rules and Regulations, department
policies and procedures, state and federal law, statutes and regulations, and available
funding. All of the benefits provided to employees by these policies are subject to budgetary
constraints. Further, in the event any of the provisions of these policies conflict with the
terms of an applicable collective bargaining agreement, the terms of the collective
bargaining agreement shall govern. The City has the right to modify or eliminate its
employment policies from time to time in its sole discretion, without prior notice.
CORE VALUES
The core values of the City are important to the philosophy of the organization. These values are:
Integrity: Unconditional adherence to our moral and ethical values.
Respect: Being considerate and accepting of others.
Trust: Being dependable, demonstrating confidence and faith in others and being willing to
let go and to empower others.
Excellence: Commitment to professional growth, teamwork, optimum community service, and doing
what is right.
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PURPOSE/POLICY
It is the declared policy of The City of Lake Forest that employment in the City government shall be
based on merit, free from personal and political considerations, and that just and equitable incentives and
conditions of employment will be maintained to promote efficiency and economy in the operation of the
City government.
The City maintains that employees are its most important asset, whose health and safety are of the utmost
consideration. Therefore, providing a safe work environment is a matter of continuing concern, equal in
importance to all other operational considerations. (See Admin. Dir. Section 6, Employee Safety
Procedures)
In addition, all employees must be allowed to work in an environment free from unlawful discrimination
and harassment, including sexual harassment. The City prohibits sexual overtones and intimidation, as
well as any other form of sexual or other types of harassment in the workplace. The City also prohibits
anyone from taking any adverse action against an employee for making a good faith complaint of
harassment. (See Admin. Dir. 2-13, Anti-Harassment)
Violence in the workplace will also not be tolerated. Weapons are prohibited on any City property or job
site with the exception of sworn police officers, and all threats will be viewed with the assumption that
they will be carried out. All reports of such incidents will immediately be thoroughly investigated. If
found to be valid, disciplinary action will be taken, up to and including dismissal. The reporting
procedure outlined in the Anti-Harassment directive noted above may also be utilized for reporting acts of
violence. To the extent permitted by the Firearm Concealed Carry Act, any employee may store a firearm
or ammunition concealed in a case within a locked vehicle or locked container out of plain view within
the vehicle in the parking area of a City facility. Employees may not store a firearm or ammunition within
a vehicle in parking areas that constitute a prohibited area.
AUTHORITY
The City Manager, by City Council directive, is responsible for the administration of the following
personnel rules and regulations and is vested with full authority to establish by administrative directive
terms and conditions of employment consistent with policy established by the City Council.
POLICIES AND PRACTICES ESTABLISHED
If the following Personnel Policies and Practices conflict with the Rules and Regulations of the Board of
Fire and Police Commissioners of The City of Lake Forest with regard to fire and police employees, the
Board's rules shall be followed. Said Rules and Regulations are hereby made a part of these Personnel
Policies and Practices.
The employees who are covered by any applicable collective bargaining agreement (and any subsequent
Agreements signed during the duration of these policies) shall be governed by the provisions of those
agreements, to the extent that any of the Personnel Policies and Practices conflict with the agreements. In
all other circumstances, including where the agreements are silent, these Personnel Policies and Practices
shall govern.
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1. EMPLOYMENT POLICY
1.1.0 Authority to Employ Personnel
Authority to employ individuals for all positions in the City service, except offices appointed by the
Mayor (Police Chief) or by the Mayor with the advice and the consent of City Council (Fire Chief,
City Engineer, City Clerk), is vested in the City Manager.
1.2.0 Employment Procedure
It is the policy of the City to employ and fill vacancies on the basis of merit and, whenever it is in the
best interests of the City, to promote City employees to higher positions when vacancies occur.
The City also will make reasonable accommodations, as required by law, for qualified individuals
with disabilities unless doing so would result in an undue hardship. (See Admin. Dir. 5-2, Request for
Accommodation)
All persons seeking employment with the City shall first make electronic application to the
Department of Human Resources on the City website. Employees who are unable to submit an
application electronically will be afforded the ability to submit a paper application or offered another
form of accommodation as warranted. No person will be employed and placed on the City payroll
until appropriate and satisfactory background, employment, and medical examinations have been
completed and information necessary for pension plan, payroll deduction and other required data are
determined. (See Admin. Dir. 2-10, Medical Examination Policy)
Once hired, all employees will be given a comprehensive orientation program which addresses pay
and benefit issues, City policies and procedures, safety issues, instruction in the proper use of
equipment and any other factors necessary to enable the employee to perform in the job. (See Admin.
Dir. 2-8, Employee Orientation)
1.3.0 Equal Opportunity Employer
The City’s equal employment opportunity policy applies to all terms, conditions and privileges of
employment including hiring, probation, training, placement, promotion, transfer, compensation,
benefits and employee programs, discipline, termination, layoff and recall, and retirement. All
employees will be judged on the basis of merit, training, experience, ability to perform the job, and
compliance with applicable retirement and pension plan requirements. The City does not discriminate
against a person because of race, color, sex, religion, age, disability, national origin, ancestry, creed,
marital status, sexual orientation, citizenship status, military status, veteran status, genetic history,
pregnancy or any other class protected by law. Every person will be given an equal opportunity for
employment with the City, and the City shall comply strictly with all applicable Federal, State and
local employment and labor laws, including making reasonable accommodations for qualified
individuals with disabilities unless doing so would result in an undue hardship. (See Admin. Dir. 5-2,
Request for Accommodation)
1.4.0 Drug-Free Workplace
The use and misuse of alcohol and drugs by The City of Lake Forest's employees is contrary to a
drug-free workforce and workplace. The use of these substances increases the potential for accidents,
absenteeism, substandard performance, turnover, misconduct, poor employee morale, damage to
property, injury to the public and/or other employees, or degradation of trust in the City to effectively
service its citizens. In addition, employees who are “drivers” as that term is defined pursuant to the
Omnibus Transportation Employee Testing Act of 1992, and other employees in safety-sensitive
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positions, are subject to drug and alcohol testing as set forth in federal regulations and pursuant to
procedures described in two Alcohol and Drug Policies. (See Admin. Dir. 2-2, Alcohol and Drug
Policy for CDL License Holders, and 2-3, Alcohol and Drug Policy)
1.5.0 Employment of Relatives
In order to avoid an actual or potential conflict of interest in employee hiring, supervision and/or
allocation of duties, employment and personnel decisions shall not be made on the basis of nepotism
or under circumstances which reasonably create the appearance of nepotism to the public. For
purposes of this policy, the terms “immediate family” and “relatives” are a spouse, parents, parents-
in-law, siblings, sisters/brothers-in-law, children. These types of relationships in the workplace are
strongly discouraged, however, case-by-case consideration will be given to any current employees
that would be adversely affected by a strict application of this policy.
a. The City generally does not permit two or more relatives to work in the same department,
division or section in circumstances where one relation occupies a position that supervises the
other relation or has influence involving the relation’s employment, promotion, supervision,
salary advancement or other personnel decisions. In the case of temporary positions, however,
more than one member of a family may be employed within the same department, and in the
same division or section, as long as a direct or indirect supervisory/subordinate relationship
between the relatives does not exist.
b. If employment of immediate family members exists, or is later established, or is deemed to be in
the best interest of the City, and an actual or potential conflict arises, the City Manager, the
Director of Human Resources and the appropriate Department Head(s) will endeavor to resolve
the conflict by conciliation, transfer or other appropriate action, including termination. These
situations will be resolved on a case-by-case basis. The City staff will present recommendations
in each such case to the PCA for review and approval.
c. This policy does not apply to those individuals who are uncompensated and who serve on The
City Council or advisory City Boards and Commissions. This policy also does not apply to the
hiring of persons whose application and appointment are under the jurisdiction of the Board of
Fire and Police Commissioners of the City.
1.6.0 Secondary Employment
No regular fulltime employee of the City is permitted to engage in any outside work, business venture
or other activity considered as secondary fulltime or part-time employment without the department
head's knowledge and written approval. Such employment will not be acceptable under a number of
conditions, including, but not limited to:
a. Where secondary employment would extend beyond 20 hours a week, except during an
employee's regular days off, holiday or vacation periods.
b. Where the nature or place of employment might bring disfavor on the City.
c. Where secondary employment would involve the employee's appearance in City uniform, involve
use of City equipment, or in any manner be considered as a conflict of interest with the
employee's municipal position.
d. Where secondary employment would involve running personal expenses through the City’s
accounts.
e. Where it appears that secondary employment has an adverse effect on the employee's attendance,
punctuality or sick leave record.
f. Where secondary employment impairs the employee's ability to discharge the duties and
responsibilities of his/her City job.
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g. Where an employee might be considered to be using his/her City position to influence, to solicit
business for the outside employment, or where there is any appearance of impropriety.
Employees who engage in secondary employment shall do so only with the understanding and
acceptance that their primary duty, obligation and responsibility is to The City of Lake Forest. All
City employees are subject to call at any time for emergencies, special assignment, or overtime duty,
and no secondary employment may infringe on this obligation.
No non-exempt employee will be allowed to work secondary employment within another department
of the City. Exempt employees will be allowed to work secondary employment within another
department of the City only with the approval of the Director of Human Resources and City Manager.
These limitations do not apply to employees who are working in two positions for the City as of May
1, 2005.
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2. OFFICIAL PAY PLAN
2.1.0 The Official Pay Plan
The salary ranges and position titles as maintained by the Department of Human Resources shall
constitute the Official Pay Plan for all employees of The City of Lake Forest except the City
Manager.
2.2.0 Administration of Pay Plan
The City Manager, as chief administrative officer of the City, shall be responsible to the City Council
for the administration and interpretation of the Official Pay Plan and shall set salaries for all
employees within the limits of the salary ranges established herein. The City Manager shall apprise
the City Council from time to time regarding the appropriateness of municipal salary levels, taking
into consideration cost of living, area employment conditions, level of employee performance and
other appropriate factors. All salary adjustments shall be authorized by the City Manager following
consideration of recommendations by department heads, who shall certify each employee's eligibility
and qualifications for such salary adjustment. The City Manager shall apprise the City Council of
compensation adjustments for the Executive Staff during the annual budget review process or at the
time of original appointment. The City Manager is further authorized to establish and administer an
employee evaluation and development program to be used to determine employee job effectiveness,
performance, and individual employee development. Such a program serves as an important factor in
consideration of employee salary adjustments. Additionally, the City Manager shall have the
authority to establish personnel review boards to administratively review and recommend employees
for probation and salary adjustments. (See Admin. Dir. 2-18, Employee Performance Compensation
and Evaluation)
2.3.0 Salary Administration Procedure
The following paragraphs detail the salary administration procedures for the City.
2.3.1 Establishment of Salary Ranges and Position Titles
The Official Pay Plan for City service consists of the established annual pay ranges and the titles of
regular, fulltime positions which are to be compensated within each pay range. The City Manager
recommends adjustments to the salary plan from time to time, which become effective when
approved by the City Council.
The Official Pay Plan establishes salary ranges which recognize that individual ability and exhibited
job performance are the basic considerations in salary administration. The Plan also recognizes that it
is desirable to provide the opportunity for employees to attain, within a reasonable period following
employment, a salary level appropriate to their position and skills exhibited based on their
performance. The various ranges are available upon request from the Director of Human Resources.
Pay Range: For the Operational, Clerical, Professional, and Supervisory Classifications, there are
seven steps within each range, with Step 1 being the lowest and Step 7 the highest. Progression
through each step is based solely on exhibited performance. Progression through the Managerial,
Administrative and Executive Classifications is based solely on exhibited performance.
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2.3.2 Applicability of Salary Ranges and Position Titles Schedule
Salary ranges represent fulltime compensation for each position title to be paid to regular, salaried
employees of the City. Pension participation will be required for non-sworn employees working 1,000
hours or more in a year in qualifying positions.
2.3.3 Original Appointment
Employees shall normally be appointed at the minimum level of the range authorized for the position,
or Step 1. However, employees may be hired at a level higher than the minimum with the expressed
approval of the City Manager, who shall have authority to establish initial employment compensation
at any salary level within the range authorized by the City Council for the position. Employees
appointed at the initial increment for their position salary range shall be eligible for a salary increase
upon satisfactory completion of a probationary period and recommendation for salary adjustment by
the department head. In no case will a new employee be appointed to a step higher than Pay Step 4
unless special approval is granted by the City Manager. No employee shall be considered for regular
appointment or salary increase if he/she is determined to not satisfactorily perform the assigned duties
of the position.
The City Manager may authorize increases larger than one step, subject to budgetary constraints, if
the performance and skills exhibited during the probationary period warrant additional compensation.
2.3.4 Probationary Period
All persons employed by the City to fill a regular position shall serve a probationary period. Except as
noted below, such probationary period shall continue for six months, providing the employee's
performance is satisfactory. Such period may be extended not to exceed six additional months if, in
the opinion of the department head, Director of Human Resources and City Manager, an extended
period is necessary to fully evaluate the employee for regular appointment. Probationary employees
are not guaranteed employment through their probationary period and remain subject to termination at
the will of the City.
Sworn police and building inspectors serve a minimum 18-month probationary period. Sworn
firefighters serve a minimum 12-month probationary period which may be extended until paramedic
licensing has been achieved. Community Services Officers and Water Plant Operators serve a
minimum 12-month probationary period.
During the probationary period, the employee must exhibit an ability to learn and handle the job for
which he/she was hired. No employee shall be appointed regular employee status without having first
been thoroughly evaluated by his/her supervisor and having his/her performance discussed with them.
A decision as to whether the employee should be appointed to regular employee status will then be
made by the department head, the Director of Human Resources and the City Manager. Should
satisfactory job performance not be attained by the end of the period, the probationary period may be
extended for up to six months with the agreement of the department head, the Director of Human
Resources and the City Manager, or the employee shall be dismissed.
Upon successful completion of the probationary period as determined by the department head, the
employee will be appointed to “regular” employee status. Continued employment is dependent upon
the employee's satisfactory job performance, adherence to City and departmental rules and
regulations, honesty, and the City's available funding. Successful completion of the probationary
period and appointment to “regular” employee status does not alter the employee’s at-will
employment relationship. (See Admin. Dir. 2-18, Employee Performance Compensation and
Evaluation; and 2-5, Use of Personnel Action Report)
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2.3.5 Administration of Plan
Any new employee or an employee who has been promoted or transferred will receive a one-step pay
increase upon successful completion of the probationary period, called the initial step increase. In the
case of any employee promoted or transferred to Pay Step 7, this increase shall not be granted.
After the initial pay step increase, each subsequent increase will be based on the employee's annual
May 1 evaluation and will take into consideration demonstrated satisfactory job performance. The
increment salary increase shall generally follow the pay steps established by the City Council for the
particular salary class, except that employees may receive a larger increase upon the approval of the
City Manager if performance and skills demonstrated clearly warrant such consideration. Smaller
incremental salary increases may also be granted if job performance does not warrant a full step
increase. In those instances, a performance improvement plan (PIP) may be developed to assist the
employee in improving performance.
2.3.6 Pay Plan Adjustments
Based on economic conditions and other factors, the pay plan may be periodically adjusted by the
City Council. At the time of such adjustments, all regular, fulltime employees will be eligible for
salary increase consideration at the newly assigned salary rate or any portion thereof, depending on
their evaluation applicable to their respective salary classification.
A department head, upon a formal evaluation of any employee and following consultation with said
employee, can recommend that no increase be granted based on a failure to perform assigned duties in
a satisfactory manner. If an adjustment is withheld, a performance improvement plan may be
established with the employee, and the employee may be reevaluated at an established time set by the
department head and the Director of Human Resources. An adjustment may be granted by the City
Manager when said employee's performance has improved to a satisfactory extent, however, any
missed steps or back pay increases will not be made up in order to have the employee “catch up” to
where their pay would have been with satisfactory performance.
2.3.7 Promotions
Promotions in the City service shall be based upon merit and ability to fulfill the requirements of the
position as described. If in the best interests of the City, vacancies in higher positions will be filled by
promotion of qualified employees from subordinate jobs.
Promotional examination, education, oral interview, review of past work record and exhibited interest
are factors which may be considered in determining the qualifications of an employee for promotion.
All promotions are made upon department head recommendation to and approval by the City
Manager, unless otherwise vested with the Mayor and/or City Council. All employees promoted or
hired into a supervisory position will receive hands-on supervisory training as deemed appropriate by
the department head and Department of Human Resources. Such training may include but not be
limited to 10-Minute Manager segments; professional organization supervisor training programs
(IPELRA) and leadership programs (Midwest Leadership Institute); leadership readings and onsite
training developed and offered by the Department of Human Resources (i.e., Harassment, Alcohol
and Drug Awareness; FMLA and ADA).
When an employee is transferred or promoted from one position or salary range to another, his/her
salary may be adjusted by the City Manager and the employee may be placed on probation as
determined by the City Manager. The salary will be at an increment within the new salary range. In
the case of promotions, the City Manager may authorize a salary increase within the new salary range
which reflects the increased duties and responsibilities assigned the employee. The City Manager
shall recommend to the City Council promotional candidates for those positions appointed by the 37
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Mayor and/or City Council as set forth in Article VI of the City Code (Police Chief, Fire Chief, City
Engineer, City Clerk).
2.3.8 Job Transfers
Job transfers are of two types: (1) those requested by the employee, and (2) those made by the City,
either temporary or permanent, where the best interest of departmental operations is served. Such
changes shall occur only upon approval of the City Manager.
Any employee may be required by the City to perform in another department of the City when
necessary or proper for the efficient and effective use of personnel in carrying out the business of the
City.
2.3.9 Reclassification
An employee's position may be re-established by the City Manager to a higher or lower salary range
to properly reflect assigned duties and responsibilities and subject to budgetary constraints. The City
Manager shall have the authority to reassign and place an employee at a lower salary range.
2.3.10 Resignations, Layoffs
To resign from City service in good standing, an employee shall give his/her department head at least
two week's written notice of his/her intention to resign. Under exceptional circumstances, the City
Manager may waive the two-week notice requirement, thereby allowing the employee to leave in
good standing.
Any City employee may be laid off without reflection on his/her standing for lack of work or funds.
The City usually will attempt to give at least two weeks’ notice of the effective date of a layoff to
each regular employee affected. (See Admin. Dir. 2-30, Severance Pay)
2.3.11 Tree Trimmer Pay
Forestry employees who are classified as tree trimmers shall receive tree trimmer pay in the amount
of $50 per month in addition to their established monthly rate.
2.3.12 Additional Duty Pay
The City Manager shall have the authority to assign additional duty responsibilities on an as-needed
basis to regular employees which will be special or collateral assignments in addition to the
employee's regular position. Employees receiving additional duty pay will only receive the pay as
long as the additional responsibilities are required of that employee; the pay is not guaranteed.
Employees assigned an additional duty position shall be eligible, upon authorization by the City
Manager, for a salary adjustment, which shall be in effect only so long as authorized by the City
Manager and subject to budgeting constraints. (See Admin. Dir. 2-14, Additional Duty Pay
Administration)
The standards for awarding additional duty pay shall be as follows:
a. The additional duties must represent skills not normally associated with the position classification
and its description.
b. The individual must be performing duties not normally assigned to the position and the additional
duties must represent forty percent (40%) of the individual's time.
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c. The individual must act as working leader for a crew of three (3) or more for sixty percent (60%)
of the individual's time. This must include: assigning personnel; directing personnel; being held
responsible for crew performance by first-line supervisor; and being assigned as acting supervisor
periodically.
d. The additional duties must represent assigned managerial responsibilities either as an “acting” or
“interim” position or as an “assistant to” position.
Performance will be considered in making annual additional duty pay evaluations.
2.3.13 Additional Merit Pay
The City Manager, with the concurrence of the City Council, shall have the authority to establish an
additional merit pay policy as defined in Administrative Directive 2-22.
2.3.14 Longevity Pay
In addition to regular compensation and in recognition of continued service to the City, employees are
eligible for $35 per year of service after 5 years through 9 years; $40 per year of service beginning 10
years through 14 years; $50 per year of service beginning 15 years through 19 years. Employees with
more than 19 years receive $75 per year of service. Subject to budgetary constraints this sum shall be
paid in a lump sum amount during December each year, and years of service shall be calculated as of
December 31 of the year in which the longevity pay is being paid. It is subject to all normal
withholding. Employees who leave employment prior to the issuance of the longevity checks will not
receive the longevity bonus.
2.4.0 Positions
2.4.1 Department Heads and Staff Assistants
The City Manager shall, within established salary levels approved by the City Council, have full
discretion and authority to periodically adjust salaries of those persons in the Executive, Managerial,
and Administrative classifications of the Pay Plan. Performance of such professional personnel will
be reviewed at least annually on May 1. Increases shall not extend salary levels beyond the maximum
annual rates established for the positions unless it is determined that the employee deserves a merit
adjustment based on exhibited performance. The City Manager shall apprise the City Council of any
such salary adjustment.
2.4.2 Job Sharing
The City recognizes that allowing fulltime employees with special needs to share their regular,
fulltime positions with another employee without reducing the efficiency of the position or the
established hours of work for the position is often beneficial.
Any regular, fulltime employee in good standing may apply in writing to the department head for
approval of a job-sharing arrangement. All requests will be forwarded to the Director of Human
Resources for review and coordination. If an appropriate person solely at the City’s discretion is not
found to share the position within 60 days, the request will be denied.
All job-sharing arrangements shall be governed by a job sharing agreement, which is effective for a
maximum period of 12 months, but can be canceled with 30-days’ notice by the employee or the City.
The agreement may be extended upon a written request from the employee and approval of the
department head. (See Admin. Dir. 2-12, Job Sharing Program)
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2.5.0 Residency Requirement/Housing Allowance Compensation
Although highly desirable, most employees are not required to maintain residency within the City
limits. Fire and police sworn personnel not covered by a collective bargaining agreement must live
within a 27-mile radius of the Public Safety Building. Police and Fire sworn personnel covered by a
collective bargaining agreement must abide by the terms of the agreement. Employees of these two
departments must have the express permission of the Chief of Police or Fire Chief and the approval of
the City Manager to reside outside those limits. All other City employees, except as noted below,
must live within a reasonable distance to the City that will not prevent them from fulfilling the duties
and responsibilities of their position.
The City Council recognizes that it is sometimes desirable and in the best interest of the community
to have certain members of the staff reside within the City. These positions may consist of the
following:
City Manager
Police Chief
Fire Chief
Director of Public Works
Director of Community Development
Each position will be considered on an individual basis. The City Manager is authorized to require
such residency and to provide housing assistance, with prior concurrence of the City Council, to those
employees if they are required by the City Manager to establish their residency within the City. The
City Manager's housing compensation will be determined solely by the City Council.
2.6.0 Emergency Response Personnel
Employees required to make emergency responses may, at the department head's discretion, be
allowed to take City vehicles home at night. This exception is being made to accommodate those
individuals who require immediate access to equipment and radio communications in emergency
situations. (See Admin. Dir. 1-12, Assigned Vehicle Use)
2.7.0 Fringe Benefits
The City has established policies and guidelines for the proper handling and taxing of certain
employee fringe benefits to ensure compliance with IRS guidelines. Included in these benefits are
guidelines on uniforms, logo wear, laptop computers and other miscellaneous items that may be
subject to being taxed. (See Admin. Dir. 2-15, Employee Fringe Benefits)
2.8.0 Deductions from Exempt Employee Salaries
Exempt employees are not answerable merely for the number of hours they work. They work as few
or as many hours as are necessary to accomplish the tasks expected of them. For this reason, and
subject to the exceptions below, City policy provides the compensation of exempt employees should
not be reduced for any partial-day absence (other than intermittent or reduced schedule FMLA leave);
any partial-week absence occasioned by the City or its operating requirements, including holidays and
partial-week shutdowns; or because of variations in the quality or quantity of work performed.
Deductions from the compensation of exempt employees are proper under the following
circumstances:
a. Partial day absences for intermittent or partial day FMLA leave;
b. Full-day absences for personal reasons, other than sickness or disability;
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c. Full-day absences due to the employee’s own sickness or injury (including work-related injuries
and FMLA-related absences). Such deductions will be made in accordance with the City’s paid
time off plans and state worker’s compensation laws and regulations;
d. Deductions from pay for penalties imposed in good faith for infractions of safety rules of major
significance;
e. Any portion of a workweek that the exempt employee does not work at the commencement and
termination of employment; and
f. Full workweeks in which no work is performed.
The City reserves the right to require an employee to utilize paid time off benefits for partial-day
absences occasioned by personal reasons or by the employee’s own illness or injury. The City also
reserves the right to offset from an exempt employee’s compensation any amount received in a
particular workweek in jury duty fees, witness fees or military pay.
Improper deductions from the salary of exempt employees are a serious violation of City policy. The
City encourages any exempt employee who believes his or her salary has been improperly reduced to
report the problem immediately to his or her immediate supervisor or the Director of Human
Resources. The City will review the deduction to determine if it was proper. The review process may
require the employee to provide information or present documents to the City. The employee will be
notified of the results of the City’s review. If the City determines that the deduction was improper, the
employee will be reimbursed for the improper deduction as soon as practicable. Employees are
assured that the City is committed to comply, and expects all supervisors and managers to comply,
with this policy and to carefully avoid making improper deductions from the salary of exempt
employees. Employees also are assured that no retaliatory action will be taken for reporting improper
deductions. Employees who suspect retaliation should report their concerns immediately to his or her
immediate supervisor, the Director of Human Resources or the City Manager.
Note: The City’s attendance and disciplinary action policies are applicable to exempt employees even
though an absence may not be one for which a deduction from salary may be taken.
3. HOURS OF WORK
3.1.0 Workweek Defined
The workweek commences at 12:01 a.m. on Sunday and ends at midnight on the following Saturday.
Except as otherwise provided in this Part 3, the hours of work comprising fulltime City employment
shall be 40 hours per week and a minimum of 1,000 hours per year for IMRF pension purposes. For
Fire Department personnel, including Paid-on-Premise personnel, it shall be 204 hours averaged over
a 27-day period; and for Police Department personnel, it shall be 171 hours averaged over a 28-day
period. It is the personal responsibility of each employee to be at his/her work station and fully
prepared to begin work at the time the established departmental shift/work day begins.
3.2.0 Workday Defined
The workday for each employee shall be the 24-hour period from the time that work is scheduled to
begin until that time shall occur again. This definition shall be used whenever workday is referred to
in these policies. A 30-minute unpaid meal break is included as part of the workday unless otherwise
defined for specific positions.
3.3.0 Overtime Work
It is the policy of the City to keep work in excess of established schedules at a minimum and to
permit such work only when it is necessary to meet City operating requirements. All overtime work
performed by a nonexempt employee must be approved by the employee's immediate supervisor prior
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to the work being performed. Unauthorized overtime work will subject the employee to discipline,
including dismissal.
3.4.0 Established Hourly Rate Defined
The established hourly rate shall be at the rate specified in Section 2, Official Pay Plan, for the
position salary range held by the employee at the time the overtime compensation is earned. The rates
established by the Official Pay Plan shall be the official rates for all overtime compensation.
3.5.0 Compensation for Overtime Work
Employees shall be compensated for overtime work at the following rates:
a. Police Department – Eligible sworn police personnel covered by the collective bargaining
agreement shall be compensated as determined by their agreement. Sworn police personnel not
covered in the bargaining unit shall be compensated at 1½ times their established regular rate,
computed on a per-hour basis for all authorized police work in excess of the regularly scheduled
8¼-hour work day and beyond the regularly scheduled work week, and for all authorized police
work when called back after normal working hours or on regularly scheduled days off, including
holidays. Whenever eligible sworn police personnel not covered by the collective bargaining
agreement are called back to work on a temporary basis, a minimum of two hours of overtime
compensation will be paid.
b. Fire Department – Eligible sworn fire personnel covered by the collective bargaining agreement
shall be compensated as determined by their agreement. Sworn fire personnel not covered in the
bargaining unit shall be compensated at 1½ times their established regular rate, computed on a
per-hour basis for all authorized fire work in excess of the regularly scheduled 24-hour work day
and beyond the regularly scheduled work week, and for all authorized fire work when called back
after normal working hours or on regularly scheduled days off, including holidays. Whenever
eligible sworn fire personnel not covered by the collective bargaining agreement is called back to
work on a temporary basis for emergency calls, a minimum of two hours of overtime
compensation will be paid.
c. Public Works, Parks and Forestry Personnel – Eligible regular fulltime and part-time
employees in these areas shall be compensated at 1½ times their regular rate, computed on a per-
hour basis for all authorized work in excess of the normal working day and beyond the regularly
scheduled work week and for all authorized work when called back after normal working hours
on regularly scheduled days off, including holidays. Fulltime and part-time employees will be
compensated at 1½ times their regular rate for any authorized work in excess of 40 hours in a
work week. In the event that shift changes are approved which increase the regular work day but
cause the work week to remain at 40 hours, overtime will not be compensated until the hours
worked extend beyond 40 hours per week. Whenever an employee in these sections, who is
eligible to receive overtime, is called back to work on a temporary basis from off-duty status, a
minimum of two hours of overtime compensation at 1½ times the hourly rate will be paid. During
snow removal emergency shift work, employees shall be paid as determined by the snow removal
policy.
d. All Other Regular Fulltime and Part-Time Employees – Eligible regular fulltime and part-
time employees, except as noted above, shall be compensated at 1½ times their regular rate,
computed on a per-hour basis for all authorized work in excess of the normal working day and
beyond the regularly scheduled work week and for all authorized work when called back after
normal working hours on regularly scheduled days off, including holidays. Fulltime and part-time
employees will be compensated at 1½ times their regular rate for any authorized work in excess
of 40 hours in a work week. In the event that shift changes are approved which increase the 42
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regular work day but cause the work week to remain at 40 hours, overtime will not be
compensated until the hours worked extend beyond 40 hours per week. Whenever an employee of
this category is called back to work on a temporary basis, a minimum of one hour of overtime
compensation will be paid.
e. Compensatory Time
It is the policy of The City of Lake Forest to schedule overtime work only when deemed
necessary to meet City operational needs. Regular, fulltime, non-exempt employees in the
following departments may elect to take compensatory time-off in lieu of overtime compensation
by signing the appropriate agreement for their department or if covered by any applicable
collective bargaining agreement (and any subsequent agreements signed during the duration of
these policies): Community Development, CROYA, Finance, Human Resources, Office of the
City Manager, Public Works, Parks and Recreation and Senior Resources. Compensatory time-off
will be granted to the participating employee at a rate of 1.5 hours of compensatory time for every
hour of overtime worked.
Compensatory time-off may not be taken unless the participating employee has received prior
approval from his or her department head. Once a participating employee has worked overtime
and received approval from his or her department head, the employee may schedule and take his
or her earned compensatory time-off. A participating employee who has accrued compensatory
time and has requested its use will be permitted to use that time within a reasonable period after
making the request, so long as the use of that compensatory time-off does not unduly disrupt the
operations of the City or the Department. Participating employees requesting compensatory time
off must adhere to the same rules set forth for department vacation requests.
No participating employee shall accumulate more hours of compensatory time during a given 12-
month period as set forth in the appropriate agreement he or she signed. Once a participating
employee works overtime to the extent that he or she accrues the maximum compensatory time
hours, the employee will be paid overtime compensation for any further overtime hours worked.
Accrued hours will not be carried forth into a new 12-month period as set forth in their
agreement. Employees will be issued a check for all compensatory time not used within the
defined period in which it was earned equal to the number of hours accrued. The City may at any
time substitute overtime cash payments in exchange for compensatory time-off hours.
The City reserves the right to modify this policy and the accrual, use, and payment of
compensatory time-off at any time upon notice to affected employees, subject to applicable
federal and state law.
f. No Pyramiding – Hours worked shall not be counted twice for purposes of overtime pay (that is,
no pyramiding). Vacation or personal day hours shall not be counted toward daily or weekly
overtime if the employee works on his or her scheduled vacation or personal day.
3.6.0 Positions Ineligible for Overtime Compensation
The overtime compensation provisions of Section 3.5 of this Directive shall not apply to positions in
the Managerial and Administrative or Executive pay plan schedules of the Official Pay Plan of The
City of Lake Forest or other positions determined to be exempt by the department head, Director of
Human Resources and City Manager based on the Fair Labor Standards Act and Illinois Minimum
Wage Act guidelines.
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3.7.0 Flex Time
Office employees may be eligible to take time off during their normal workday and make the time up
at another time. This may include, but not be limited to, time off for such things as personal business,
doctor/dental appointments, and school visitation. This time must be requested in writing to the
department head or his/her designee at least 24 hours in advance and approval will depend on
available staffing levels. The written request must include the reason for the request, the date and time
needed off and when the time will be made up. No time will be granted in excess of three hours, and
it must be made up within the same seven-day work period. In certain emergency situations, the
department head has the discretion to waive the 24-hours advance notice requirement.
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4. HOLIDAYS WITH PAY
4.1.0 Days Designated
The City of Lake Forest holidays shall be as listed below, unless changed by the City Manager.
Holidays will normally be paid based on an 8-hour shift, excluding year-round special shifts such as,
but not limited to, Fire and Sanitation.
1. New Year's Day January 1
2. Personal Day Earned January 1
(day of employee's choice with department head
approval in lieu of Martin Luther King Day)
3. Personal Day Earned February 1
(day of employee's choice with department head
approval in lieu of Presidents' Day)
4. Personal Day Earned May 1
(day of employee's choice with dept head approval)
5. Memorial Day Federal Holiday
6. Independence Day July 4
7. Labor Day First Monday in September
8. Veterans Day November 11
9. Thanksgiving Day 4th Thursday in November
10. Thanksgiving Friday Friday after Thanksgiving
11. Christmas Eve Day December 24
12. Christmas Day December 25
Personal days must be used within the calendar year in which they are earned. Time remaining on
January 1 of the following year will be deleted from the employee’s accruals unless special
arrangements are made in advance with the employee’s department head. Should special
arrangements be made, the department head will complete a personnel action form noting the
exception. Police and Fire personnel must use these days within the fiscal year.
4.2.0 Holiday Falling on Weekend, Working Days
When any of the above holidays falls on a Sunday, the following Monday is considered the holiday; if
any falls on Saturday, the preceding Friday is celebrated as the holiday. For employees who maintain
essential City services or who work on shift assignments, or for regular employees on vacation, the
policy shall be followed that when a holiday falls on one of their regular days off or during their
vacation period, they receive another day off as scheduled by their department head.
For those who receive another day off in lieu of the holiday, the time must be used within the fiscal
year in which it is earned. Time remaining on May 1 of the following fiscal year will be deleted from
the employee’s accruals unless special arrangements are made in advance with the employee’s
department head in consultation with the Director of Human Resources. Should special arrangements
be made, the department head will complete a personnel action form noting the exception.
Whenever Christmas Eve and/or Christmas Day falls on a Saturday or Sunday, the preceding Friday
and following Monday will be observed as the Christmas Eve and Christmas Day holidays unless
otherwise designated by the City Manager.
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4.3.0 Holiday Bonus
When a probationary or regular fulltime employee is scheduled to work a minimum eight-hour shift
on a City holiday, that employee will receive a holiday bonus of $140. Employees “swapping” days
with a regularly scheduled employee will be eligible to receive this holiday bonus in lieu of the
person with whom they “swapped”. For employees working shifts in 24-hour/7-days-a-week
departments, the employee who works the official holiday is paid the bonus, not the employee who
works the “celebrated” holiday (i.e., if July 4 falls on a Saturday and is celebrated by the City on
Friday, July 3, the employee who works on July 4 receives the bonus). This bonus is subject to all
normal withholding. It does not apply to employees who are called back for emergency work, but
only those scheduled to work as part of their normal shift in order to maintain appropriate coverage.
Employees called back for emergency situations or coverage will be covered under Section 3.5.0 of
these policies. Executive Classification employees are exempt from this holiday bonus. Employees
covered by a collective bargaining agreement shall be compensated as determined by their agreement.
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5. LEAVE POLICY
5.1.0 Vacation Schedule
Completed Hours Accrued Hours Accrued
Years of Service Per Pay Period Per Year
1 to 5 3.08 80
6 3.38 88
7 3.69 96
8 4.00 104
9 4.31 112
10 4.62 120
11 4.92 128
12 5.23 136
13 5.54 144
14 5.85 152
15-19 6.15 160
20 6.46 168
21 6.77 176
22 7.08 184
23 7.38 192
24+ 7.69 200
Vacation hours accrued at the end of each pay period are available for use, dependent upon individual
department policies and the department head's discretion. New employees may use the vacation
benefits accrued with their department head’s discretion. Employees are not allowed to use vacation
time before it is earned, thus creating a negative balance.
A regular part-time employee will earn vacation and holiday time with pay equal to the percentage of
time worked compared to a regular, fulltime employee.
Due to different hours of work, Fire Department personnel working shift assignments shall accrue
vacation benefits at an equal, but different formula rate than other municipal employees. The annual
accrual is the same.
Vacation leave should be taken on consecutive days. Eligible leave should be taken during the fiscal
year earned or it is subject to forfeiture as provided below. Depending upon departmental or personal
circumstances, a period of vacation leave may be restricted to two (2) weeks at any one period and, in
certain cases, eligible vacation may be deferred to the following fiscal year with the approval of the
City Manager. Every effort will be made to grant vacation during periods requested by employees,
consistent with the operational needs of the various departments. The City reserves the right, by action
of the department head and the City Manager, to approve or disapprove actions with regard to granting
of vacation requests.
Holidays observed or periods of significant illness occurring during a vacation leave period are not
charged against vacation leave, but are charged against applicable holiday or sick leave.
Employees are not permitted the choice of working for extra pay instead of taking their vacation.
However, in special circumstances, when in the best interests of the City and upon the approval of the
City Manager, the City may purchase a portion of the accrued vacation of an employee at the
employee's then-established salary rate.
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Employees are not permitted to accrue more vacation than they earn in one year plus 80 hours (112
hours for sworn fire personnel). Time exceeding the earned amount plus the 80 hours (112 hours for
sworn fire personnel) on May 1 of the fiscal year will be deleted from the employee’s accruals unless
special arrangements are made in advance with the employee’s department head in consultation with
the Director of Human Resources. Should special arrangements be made, the department head will
complete a personnel action form noting the exception.
Upon separation from City service, a regular employee will be paid for accrued but unused vacation
leave, up to their allowable annual maximum plus 80 hours (112 hours for sworn fire personnel). If an
employee separates from City service and has been given special permission to accrue more vacation
in that year, as described above, the employee will be paid out for any of those accrued hours at the
time of termination.
5.2.0 Sick Leave with Pay
All regular, fulltime employees accrue paid sick leave benefits at the rate of 3.69 hours per pay period
to a maximum of 960 hours. An employee who utilizes sick leave for an entire pay period does not
earn sick leave for that period.
Sick leave with pay is authorized only if employees notify their department head or immediate
supervisor of the necessity for absence in advance of the assigned time to start work. An employee
whose work requires a substitute for a particular shift assignment is required to give reasonable
notification in advance of the assigned time to start. An employee using paid sick leave benefits is not
authorized to work secondary employment while unable to work for the City unless authorized by the
employee’s department head.
Sick leave with pay may be used for:
a. Any bona fide personal illness, injury or pregnancy.
b. Quarantine for contagious disease.
c. Doctor/dental appointments.
d. Illness of immediate family member (includes parents, in-laws, step parents, children, spouse,
siblings, grandchildren and grandparents or at the department head's discretion)
As a condition to the granting of paid sick leave benefits, any employee may be required to file a
certificate of health examination by a practicing physician approved by the City and conform to any
medical advice contained therein as directed by the City Manager. A Personnel Action Report must
be filed whenever an employee is out for 3 consecutive work days, and a signed medical release must
be received in order for the employee to return to work. If, in the opinion of the City Manager upon
recommendation of the department head and Director of Human Resources, an employee is unfit to
perform essential functions of the job with or without accommodation, or if the health or safety of
other employees or the public is jeopardized, such employee may be offered the opportunity to apply
for eligible pension or disability benefits and may be granted a leave of absence without pay or may
be separated from City service. (See Admin. Dir. 2-5, Use of Personnel Action Form)
While every effort will be made to accommodate employee requests, use of sick leave under items c
and d may be denied if emergency situations exist or staffing levels require the employee's presence.
In a case of very serious or prolonged personal illness, an employee who uses all accumulated sick
leave may use all accumulated vacation and holiday leave for sick leave purposes before being
removed from full pay status. However, regardless of any other City policy or procedure, the time on
leave for a prolonged personal illness or on light duty may not exceed six (6) months (or 30 days
beyond the expiration of benefits pursuant to the Public Employee Disability Act for fulltime sworn
police and fire personnel entitled to such benefits), even if the employee has not exhausted all 48
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accumulated leave, unless an exception is made by the City Manager or otherwise required by law,
such as by the leave requirements of the Family and Medical Leave Act or the accommodation
requirements of the Americans with Disabilities Act. Upon exhaustion of the above benefits, the
employee may have the opportunity to apply to the appropriate pension or retirement plan for eligible
disability benefits or for a leave of absence as defined in Section 5.6 of this policy. (See Admin. Dir.
2-6, Limited Duty Policy)
Every year, employees who use four or fewer sick days may choose to receive a payout of some of
their unused sick time, based on the following table:
# of sick days
used during the
year
# of days that may be
paid out (at 100% of
salary)
Amount of sick days employees
may accrue
(up to maximum of 960 hours)
0 days 5 days Balance of their 12 days
(12 – (days used) – (days paid out))
1 or 2 days 3 days Balance of their 12 days
(12 – (days used) – (days paid out))
3 or 4 days 1 day Balance of their 12 days
(12 – (days used) – (days paid out))
5 or more days No payout Balance of their 12 days
(12 – (days used) – (days paid out))
The payout is valued at 100% of salary, and it doesn’t matter how many hours the employee has saved
in their sick bank, only how many sick days the employee used that year. Usage of more than four (4)
hours of sick time during a scheduled shift, including partial hours, will constitute use of a sick day for
purposes of this policy. For firefighters, use of a sick day refers to one 16-hour shift, but, for purposes
of this policy, payouts are made based on an 8-hour day. The employee can choose to receive this
payout in cash less standard withholdings, or they may have it transferred to their 457 account on a
pre-tax basis.
If an employee’s total sick leave accrual has reached the 960-hour maximum, the employee will not be
permitted to bank any additional sick leave. However, the employee may still participate in the payout
options described in this policy.
If an employee's total sick leave accrual has not reached the 960-hour maximum, and the employee
elects to take an annual payout, any sick time not paid out will be placed into a separate accrual bank
that may not be paid out at a later date. If the employee elects not to take an annual payout, all sick
leave will be placed into a separate accrual bank that may be paid out at a later date. The two banks
together cannot exceed 960 hours.
On separation in good standing, an employee having time accrued and not previously bought down
will be eligible for a buyout based on the following guidelines: a minimum accrual of 480 hours and
not more than 952 hours of sick leave shall receive compensation equal to 20% of all hours accrued at
the employee's current straight pay rate; an employee having a minimum of 953 hours of sick leave
accrued shall receive compensation equal to 40% of all hours accrued at the employee's current
straight pay rate. Employees who have not accrued at least 480 hours of sick leave or who have done
an annual payout will not receive any compensation for that time upon separation from employment.
Illinois Municipal Retirement Fund (IMRF) allows retiring members who joined before June 1, 2014,
up to one year additional pension service credit for unpaid, unused sick leave accumulated with their
last employer. One month of service is credited for every 20 days, or fraction thereof, of unpaid,
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unused sick leave not to exceed 240 days (one year). Those who joined IMRF on or after June 1, 2014,
cannot convert unused, unpaid sick leave to service credit.
5.2.1 Voluntary Sick Leave Donation Program
All regular full- and part-time employees with a minimum of 160 hours of sick leave on the books
may be eligible to donate up to 40 hours of accumulated sick leave per occurrence (more with
department head approval) to another regular full- or part-time employee who has a catastrophic
illness or injury either to themselves or an immediate family member.
A catastrophic illness or injury is one that is expected to incapacitate the employee or an immediate
family member for an extended period of time, provided taking extended time off work creates a
financial hardship for the employee because all sick leave and other paid time off has been exhausted.
Examples may include, but are not limited to, life threatening injury or illness, cancer, AIDS, heart
surgery, stroke, etc. An immediate family member includes parents, in-laws, children, spouse,
siblings and grandparents or at the department head's discretion.
The employee receiving donations (recipient) must have exhausted all available leave (sick, vacation,
holiday, etc.) before becoming eligible to apply for this program. To apply, the employee must notify
the Director of Human Resources in writing of his/her desire to have a notice posted requesting
donated time. No donations will be accepted without the recipient’s written request.
Employees wishing to donate time (donors) should notify the Director of Human Resources in
writing, noting how much time they wish to donate and whether or not they wish to remain
anonymous in their donations. They will have the time deducted from their sick leave banks and this
time will not count towards any other buy-back programs. However, the donors will not be penalized
in any way by having this time deducted, such as being included in any other sick leave incentive
programs.
All donated time must be in increments of 8 hours and will be considered on an hour-for-hour basis,
regardless of the pay level of the donor and recipient. Any unused donated time will be returned to the
donors on a prorated basis.
This policy shall in no way extend the time off beyond 6 months unless an exception is made by the
City Manager or otherwise required by law and will work in conjunction with all other City policies.
5.3.0 Emergency Leave
Absences because of death of a member of the immediate family (includes parents, in-laws, children,
spouse, siblings and grandparents or at the department head's discretion), when the employee's
presence is required away from work, can be taken as paid emergency leave. The use of leave for this
purpose shall not exceed 24 hours in a calendar year, and only when specifically authorized by the
employee's department head. Time in excess of 24 hours must be taken from the employee's accrued
vacation time and must be approved by the department head.
Hospitalization of any member of the immediate family when it can be clearly shown that an
employee's presence is required can also be used as paid emergency leave. Immediate family includes
parents, in-laws, children and spouse only. The use of leave for this purpose shall not exceed 24 hours
in a calendar year. Time in excess of 24 hours must be taken as sick leave and have department head
approval.
In the case of leave for a hospitalization, if the leave is foreseeable based on planned medical
treatment, employees are required to make a reasonable effort to schedule the treatment so as not to
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disrupt unduly the operations of the department, and also required to provide 30 days advance notice,
or, if the treatment is in less than 30 days, such notice as practicable.
The emergency leave consists of a total of 24 hours per year, whether used for a funeral or
hospitalization, and the employee is not compensated if the leave is not used.
5.4.0 On-the-Job Injury and Disability Leave
If an employee is injured on the job, no matter how slightly, the injury must be promptly reported to
the immediate supervisor and a written accident report filed. Medical and hospital expenses incurred
due to bona fide work-related injuries will be paid in accordance with City policy and applicable
provisions of the Illinois Worker's Compensation Act, provided proper and prompt notice of the
accident has been reported by the employee to the department head. (See Admin. Dir. 6-3, Accident
and Injury Investigation)
A regular fulltime employee on injury leave may be compensated up to a maximum of 30 calendar
days at the salary rate he/she was making at the time of the accident, less deduction of the amount
paid by the City's Worker's Compensation insurance carrier (fulltime sworn police and fire personnel
entitled to benefits pursuant to the Public Employee Disability Act are covered for up to 365 calendar
days). After the 30-day time period (or 365-day time period for fulltime sworn police and fire
personnel who are entitled to benefits pursuant to the Public Employee Disability Act), employees
may elect to use accumulated sick leave and/or vacation credits to continue receiving full pay. If so,
the employee will be charged at a rate of 33-1/3% from accumulated leave. Should the employee not
elect such action or should all such accumulated credits be exhausted, the employee may apply for
disability under provisions of the applicable retirement or pension fund. Once the employee is no
longer receiving full compensation from the City, he/she may be eligible to receive compensation
payable under the Illinois Worker's Compensation Act in addition to eligible retirement or pension
fund benefits. (See Admin. Dir. 2-6, Limited Duty)
This policy shall in no way extend an employee's total leave period or time performing light-duty
work beyond six (6) months (or 30 days beyond the expiration of benefits pursuant to the Public
Employee Disability Act for fulltime sworn police and fire personnel entitled to such benefits) unless
an exception is made by the City Manager or otherwise required by law. This policy will be applied in
conjunction with all other City policies. (See Admin. Dir. 2-6, Limited Duty Policy)
All vacation, sick leave and holiday leave earned while on injury leave shall accrue at the employee's
regular rate.
5.5.0 Military Service, Training
The City will follow all applicable Federal, State and local laws regarding employees who are
required to fulfill a military commitment.
5.6.0 Family Military Leave Act
Any employee who has been working for at least 12 months, who has worked at least 1,250 hours in
those months, and who is the parent or spouse of a person called to state or United States military
service lasting longer than 30 days is entitled to unpaid family military leave of up to 30 days while
the deployment order is in effect. If leave will consist of five or more consecutive work days, at least
14 days’ notice is required. Employees taking leave for less than five consecutive work days must
give as much advanced notice as is practicable. Employees requesting leave must consult with their
supervisor to schedule the leave so it does not unduly disrupt the operations of the City. An employee
may not take family military leave unless the employee has used all accumulated vacation leave and
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holiday leave. The City may require certification from the proper military authority to verify the
employee's eligibility for the family military leave requested.
5.7.0 Leave of Absence
The City Manager, in his/her discretion, may grant a leave of absence with or without pay to any
regular employee a period as the City Manager may determine, not exceeding twelve (12) consecutive
months. All requests for such leave must be submitted in writing by the employee via his/her
department head to the City Manager. Such leave will be granted only when it will not adversely
affect departmental operations and is not detrimental to the best interests of the City.
Upon expiration of the approved period of absence, the employee may be reinstated in the position
held at the time leave was granted. An employee who fails to return to full duty at the expiration of
the leave shall be deemed to have resigned and will be separated with cause.
During the leave of absence, the employee will not be eligible for City benefits. Should the employee
wish to remain covered by the City's insurance during the leave of absence, COBRA laws will apply
unless the leave is a paid leave, in which case the insurance will be paid in the same manner as if the
employee were actively working.
5.8.0 Absence Without Leave
Absence of an employee from duty, including any absence for a single day or part of a day, that is not
specifically authorized shall be without pay and serve as a basis for disciplinary action. An employee
who absents himself/herself from the job for three consecutive days without authorized leave shall be
deemed to have resigned and will be separated with cause.
5.9.0 Family and Medical Leave (FMLA Leave)
Employee Eligibility, Leave Entitlement, and Job Restoration
Employees who have been employed by the City for at least12 months and who have worked at least
1,250 hours during the prior 12 months may take up to 12 weeks of unpaid leave per 12-month period in
accordance with the Family and Medical Leave Act of 1993 (“FMLA”). The 12-month period shall be
measured forward from the date an employee first uses any family and medical leave. (“FMLA
leave”).
FMLA leave is available for the following reasons:
• For incapacity due to pregnancy, prenatal medical care or child birth;
• To care for the employee's child after birth, or placement for adoption or foster care;
• To care for the employee's spouse (including a same-sex spouse), son or daughter (leave
rights are extended to those who assume the role of caring for a child regardless of the
legal or biological relationship if the requisite family relationship exists), or parent, who
has a serious health condition; or
• For a serious health condition that makes the employee unable to perform the employee's job.
• Military family leave for a qualifying exigency.
• Military Family leave to act for caregiver purposes.
A serious health condition is an illness, injury, impairment, or physical or mental condition that involves
either an overnight stay in a medical care facility, or continuing treatment by a health care provider for a
condition that either prevents the employee from performing the functions of the employee's job, or
prevents the qualified family member from participating in school or daily activities. Subject to certain
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three (3) consecutive calendar days combined with at least two (2) visits to a health care provider or one
(1) visit and a regimen of continuing treatment, or incapacity due to pregnancy, or incapacity due to a
chronic condition. Other conditions may meet the definition of continuing treatment. In most cases,
serious health conditions do not include short-term conditions, such as the cold, flu, earache, upset
stomach, or a migraine.
In the case of FMLA leave for serious health conditions, the leave may be taken intermittently or on a
reduced-hours basis if such leave is medically necessary. If the need for intermittent or reduced-hours
leave is foreseeable based on planned medical treatment, the employee generally must schedule the
treatment in a manner that does not unduly disrupt the City’s operations. Also, if intermittent or reduced-
hours leave is required, the City may temporarily transfer the employee to another position with
equivalent pay and benefits that better accommodates such leave.
In the case of an FMLA leave for the birth or placement of a child, intermittent or reduced-hours leave
cannot be taken without the approval of the Department Head and Director of Human Resources. If
both spouses are employed by the City, the combined FMLA leave for the birth or placement of a
child, or to care for a parent who has a serious health condition, shall not exceed 12 weeks.
Employees who return to work from an FMLA leave within their maximum 12 weeks per 12-month
period will be reinstated to their former position or to an equivalent position with equivalent pay,
benefits, and other employment terms and conditions. However, an employee has no greater right to
reinstatement or to other benefits and conditions of employment than if the employee had been
continuously employed by the City during the FMLA leave period. Therefore, if changes in the City’s
business occur during an employee’s FMLA leave and the employee would have been terminated, laid
off or reassigned had he/she been on active status, the employee is not guaranteed reinstatement.
If an employee does not return to work following the conclusion of FMLA leave, the employee will be
considered to have voluntarily resigned, unless the employee requests and is granted a personal leave of
absence or remains off work on an approved leave. In either case, the City cannot guarantee the
availability of a position when the period of leave exceeds the job-protected leave period provided by the
FMLA. In addition, certain key employees may be denied restoration to their prior or an equivalent
position.
Military Family Leave: Qualifying Exigency
Eligible employees make take up to 12 weeks leave for a “qualifying exigency” arising out of the
foreign deployment of the employee’s spouse, son, daughter, or parent who is a member of the Armed
Forces (including the National Guard and Reserves) and who is on covered active duty or has been
notified of an impending call or order to covered active duty. Qualifying exigencies include (i)
addressing any issues that arise from the short-notice deployment (deployment within 7 or fewer days
of notice); (ii) Attending military events and related activities, such as official ceremonies, programs,
events and informational briefings, or family support or assistance programs sponsored by the
military, military service organizations, or the American Red Cross that are related to the member’s
deployment; (iii) certain childcare and related activities (e.g., arranging for alternative childcare,
providing childcare on a non-routine, urgent, immediate need basis, enrolling in or transferring a child
to a new school or day care facility); (iv) care of the military member’s parent who is incapable of
self-care; (v) making or updating financial and legal arrangements; (vi) attending counseling for the
employee, the military member, or the child of the military member; (vii) certain post-deployment
activities within 90 days of the end of the military member’s covered active duty; and (viii) taking up
to 15 calendar days of leave to spend time with a military member who is on short-term, temporary
Rest and Recuperation leave during deployment.
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Military Family Leave: Caregiver
Eligible employees may also take up to 26 weeks of leave to care for a covered service member or a
covered veteran during a single 12-month period. A covered service member is a current member of
the Armed Forces, including a member of the National Guard or Reserves, who is receiving medical
treatment, recuperation, or therapy, or is in outpatient status, or is on the temporary disability retired
list for a serious injury or illness. A serious injury or illness is one that is incurred by a servicemember
in the line of duty on active duty that may cause the servicemember to be medically unfit to perform
the duties of his or her office, grade, rank, or rating. A serious injury or illness also includes injuries or
illnesses that existed before the servicemember’s active duty and that were aggravated by service in
the line of duty on active duty.
A covered veteran is a veteran who is undergoing medical treatment, recuperation, or therapy for a
serious injury or illness and meets each of the following criterion:
• was a member of the Armed Forces (including a member of the National Guard or Reserves);
• was discharged or released under conditions other than dishonorable; and
• was discharged within the five-year period before the eligible employee first takes FMLA military
caregiver leave to care for him or her.
Note: With respect to military family caregiver leave, an eligible employee is limited to
a combined total of 26 weeks of leave for any FMLA-qualifying reasons during the single 12-month
period. Up to 12 of the 26 weeks may be for an FMLA-qualifying reason other than military family
caregiver leave.
Notice And Certification
Requests for FMLA leave should be submitted in writing to the employee’s Department Head. The
Department Head should immediately forward the request to the Director of Human Resources.
Employees must provide 30 days’ advance notice of the need to take FMLA leave when the need is
foreseeable. When 30 days’ notice is not possible, the employee must provide notice as soon as
practicable and generally must comply with the City’s normal call-in procedures for reporting
absences. Leave to accommodate planned medical treatment should, when possible, be scheduled to
avoid disruption of City operations. Employees taking intermittent leave must comply with the City’s
normal call-in procedures unless their condition precludes them from doing so. Employees must
provide sufficient information for the City to determine if the leave may qualify for FMLA protection
and the anticipated timing and duration of the leave. If an employee seeks leave for a reason for which
he or she has previously been granted FMLA leave within the past 12 months, the employee must
specify the reason for which FMLA leave was previously taken.
After receiving a request for FMLA leave, the City will inform the employee whether he or she is
eligible under the FMLA. If the employee is eligible, the City will inform the employee about any
additional information the employee must provide to qualify for FMLA leave as well as the
employee's rights and responsibilities concerning FMLA leave. If the employee is not eligible for
FMLA leave, the City will inform the employee why he/she is not eligible.
Employees requesting FMLA leave may be required to submit a certification from their health care
provider establishing the existence of a serious health condition, the need for the leave and its probable
duration. The medical certification form may be obtained from the Director of Human Resources’ office.
When required, such certification must be submitted as soon as practicable, but, in no event, later than 15
calendar days after the request. If the City concludes that an employee’s medical certification is
insufficient, it will notify the employee in writing of the additional information that is necessary to
complete the certification. The employee then has seven (7) calendar days to provide the requested
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information. The City reserves the right to require a second and/or third medical opinion by a health care
provider of its choice.
The City will then inform the employee whether leave will be designated as FMLA-protected and, if
known, the amount of leave that will be granted. The City will also notify the employee if it
determines that the leave is not FMLA-protected.
Employees on FMLA leave must periodically notify the Director of Human Resources of their status and
intention to return to work, and may be required to submit periodic medical recertifications. Employees
who are expecting to return to work early from FMLA leave must inform the Director of Human
Resources as soon as practicable. In addition, in order to return to work after an FMLA leave due to the
employee’s own serious health condition, the employee must submit a certification from his/her health
care provider that the employee is able to resume work and perform the essential functions of the
employee's job, i.e., fit for duty. An employee will not be returned to work until the employee has
submitted this documentation.
Failure to meet the notice and certification requirements may result in denial of a request for leave;
counting the employee’s days off against his or her attendance record; disciplinary action, up to and
including termination; or denial of reinstatement following the leave.
Prohibition On Working
As with other forms of leave, except where express authorization is given, employees on FMLA leave
are prohibited from performing any work, paid or unpaid, for any other person or entity, including the
employee’s own business. Violations of this prohibition may result in FMLA leave being revoked and
the employee’s prior days off being counted against his or her attendance record; disciplinary action,
up to and including termination; or denial of reinstatement following the leave.
Health Insurance And Other Benefits
During an FMLA leave, the City will continue to pay its portion of the group health insurance premiums,
and the employee must continue to pay his/her share of the premiums (including the employee’s share of
any premium increases). The employee’s failure to pay his/her share of the premiums will result in loss
of coverage. If the employee does not return to work after the leave expires, the employee must
reimburse the City for all premiums the City paid during the leave, unless the employee does not return
because of the continuation, recurrence or onset of a serious health condition, or other circumstances
beyond the employee’s control.
Employees will not lose any employment benefits earned and accumulated before their FMLA leave
begins. However, employees on illness and disability leaves, including leaves for their own serious
health condition, must use all accumulated sick leave and then all accumulated vacation and holiday
leave. Employees on leave for the birth or placement of a child must use all accumulated vacation and
holiday leave. An employee on leave for the birth or placement of a child may not use accrued sick
leave. Use of accumulated leave for an extended period for any reasons covered under this policy will
be considered as part of the 12 (or 26) weeks of FMLA leave. Upon exhaustion of FMLA leave, the
employee may request an unpaid leave of absence as defined in Section 5.6 of these policies.
Employees will continue to earn additional paid vacation days and sick days during their FMLA leave
only for so long as they remain in a paid status under the terms of this policy.
Enforcement
An employee may file a complaint with the U.S. Department of Labor or may bring a private lawsuit
against an employer.
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FMLA does not affect any Federal or State law prohibiting discrimination, or supersede any State or
local law or collective bargaining agreement which provides greater family or medical leave rights.
This policy is intended to comply with the Family and Medical Leave Act of 1993, as
amended, and its regulations. The City will be guided by the specific provisions of the
FMLA and related regulations issued by the U.S. Department of Labor when interpreting
and applying this policy in individual cases.
5.10.0 Victim's Economic Security and Safety Leave
Eligibility and Leave Entitlement
Pursuant to the Victims' Economic Security and Safety Act ("VESSA"), employees who are victims
of domestic or sexual violence, or have a family or household member who is a victim of domestic or
sexual violence, are permitted to take up to twelve (12) weeks of unpaid leave during any twelve
(12)-month period to:
a. Seek medical attention for, or to recover from, physical or psychological injuries caused by
domestic or sexual violence to the employee or a family or household member;
b. Obtain services from a victim services organization for the employee or a family or household
member;
c. Obtain psychological or other counseling for the employee or a family or household member;
d. Participate in safety planning, relocating, or taking other actions to increase the safety of the
employee or a family or household member; or
e. Seek legal assistance or remedies to ensure the health and safety of the employee or a family or
household member.
Notice and Certification
Employees must give their immediate supervisor or department head at least 48 hours advance notice
of their intention to take leave unless such notice is not practicable.
The City may require certification to verify that the employee or the employee’s family or household
member is a victim of domestic or sexual violence or to verify that leave is for one of the five
purposes listed under “Eligibility and Leave Entitlement.”
Health Insurance and Other Benefits
During the leave, the City will continue an employee’s health care coverage on the same basis as
prior to the leave. The City may recover the premium it paid for maintaining coverage if:
a. The employee fails to return from leave after the period of leave to which the employee is entitled
has expired; or
b. The employee fails to return from leave for any reason other than the continuation, recurrence, or
onset of domestic or sexual violence that entitles the employee to leave under VESSA, or other
circumstances beyond the employee’s control. The City may require the employee to submit a
certification that he or she is unable to return to work. All information provided to the City will
be kept confidential unless disclosure is requested or consented to in writing by the employee or
otherwise required by applicable federal or state law.
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Employees will not lose any employment benefits earned and accumulated before their VESSA leave
begins. Employees may elect to use their earned and accumulated paid vacation days and sick days in
conjunction with their VESSA leave and should notify their immediate supervisor if they choose to
do so. Employees will continue to earn additional paid vacation days and sick days during
their VESSA leave only for so long as they remain in a paid status under the terms of this policy.
Reinstatement
The City will restore an employee to his or her former position or to an equivalent position with
equivalent pay, benefits, and other employment terms, provided the employee returns to work at the
end of his or her scheduled leave.
The City fully supports the concept of VESSA leave. Accordingly, the City will not interfere with or
restrain any employee in the exercise of VESSA leave rights, nor will it retaliate or discriminate
against anyone who seeks to enforce these rights.
5.11.0 Pregnancy Accommodation
Pursuant to the Pregnancy Accommodation Amendment to the Illinois Human Rights Act, effective
January 1, 2015, the City will accommodate pregnant employees. Under the Act, pregnancy is
defined as “pregnancy, childbirth, and conditions related to pregnancy and childbirth”. It is a civil
rights violation with respect to pregnancy, childbirth, and related conditions:
a. not to make reasonable accommodations, if so requested, unless it can be demonstrated that the
accommodation would impose an undue hardship on the ordinary operations of the City;
b. to deny employment opportunities or benefits to or take adverse action against an otherwise
qualified job applicant or employee;
c. to require a job applicant or employee to accept an accommodation that the applicant or employee
chooses not to accept; or
d. to require an employee to take leave under any leave law or policy of the City if another
reasonable accommodation can be provided.
Employees who would like to make a request for accommodation under this policy should contact the
Human Resources Department. The City may request an employee to provide certain information
from her health care provider regarding the request for accommodation. Upon presentation of
medical documentation supporting the need for a workplace accommodation, the City will consider
accommodation of pregnancy to the extent such accommodation does not pose an undue hardship on
the ordinary operation of the business of the City.
5.12.0 Miscellaneous Leave Policies
Department heads have authority to approve vacation, jury duty (when the employee receives an
official summons), on-the-job injury leave, emergency and sick leave with pay. Such leaves of
absences may be requested by the employee, approved by the department head and reported to the
Human Resources Department. Leaves of absence for other purposes, with or without pay, may be
authorized by the City Manager.
A regular employee selected for jury duty may be granted a leave of absence and receive his/her
regular salary. Any jury pay or fees shall be signed over to the City.
In cases where an employee attends court sessions as a defendant, subpoenaed witness or plaintiff in
conjunction with that employee’s employment, the employee may be paid for the period of absence.
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An employee receiving full pay shall sign over to the City any payments received for court
appearances.
Blood Component Therapy donors must register their participation in the program with their
supervisors. They may be excused with pay to participate in this program provided there is an
immediate need by the blood bank.
The City complies with the Illinois School Visitation Rights Act by allowing employees to take up
to eight hours of unpaid leave per school year, with no more than four hours being taken in one day.
An employee requesting leave under this Act must provide a written request for the leave at least
seven days in advance, except in the case of emergencies. This leave is intended to be used as a last
resort by employees who have no other paid (vacation or personal) leave available and who have
made every attempt to schedule the visit during non-working hours. The employee must provide
his/her supervisor with documentation of the visit as provided by the school administrator within 2
working days of the school visitation. If notice is not provided within the required time frame, the
employee is subject to the City’s standard disciplinary procedures for unexcused absences. This is
unpaid leave, however, the City will make every effort to accommodate an employee who wishes to
make up the time, provided it is not disruptive to normal City operations.
Voting Leave – The City encourages employees who desire to do so to exercise their right to vote
before or after working hours. Employees who are registered to vote and who are not otherwise able
to vote outside working hours are eligible to receive up to two (2) hours off with pay in order to vote
in a general or special election, or an election where propositions are submitted to a popular vote. All
requests for such time off must be submitted to an employee's immediate supervisor or department
head two (2) days prior to the election day and the City may specify the hours during which
employees may absent themselves from work in order to vote.
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6. RETIREMENT AND DEFERRED COMPENSATION
6.1.0 Retirement, Pension Plans
Regular fulltime and regular part-time employees in qualifying positions working over 1,000 hours
in a year shall be covered by retirement or pension plans in accordance with statutory requirements.
The authorized retirement and pension plans for City employees shall be the Illinois Municipal
Retirement Fund. For sworn Police and Fire personnel, the authorized plans are the Police Pension
Fund and the Firefighters' Pension Fund.
Plan members who first participated in the plans on or after January 1, 2011 will be considered Tier 2
members and their benefits will be defined by this tier of their appropriate pension fund.
6.2.0 Deferred Compensation Plan
Employees may participate in a deferred compensation plan as authorized by the City Council.
Employees must execute Joinder Agreements with the applicable organization, and the agreements
must be approved by the City Manager.
Employees have the option of utilizing the City contribution to the Flexible Spending Account as a
contribution to their deferred compensation account as described under Section 8.6 of these policies.
6.3.0 Out-of-State Service Credit
Employees participating in the Illinois Municipal Retirement Fund may be eligible to be credited with
additional time on their pensions if they have participated in a public employee pension system in
another state prior to joining the City. Applications will be considered by the City Council if the
employee is in good standing and has been with the City for a minimum of two years but not more
than three years. Requests received after the three-year timeframe will not be considered.
Consideration will be on a case-by-case basis, and approval will be based on various factors including
budgetary constraints. The employee is responsible for initiating the application process through the
Human Resources Department. All applicable IMRF rules apply.
6.4.0 Retiree Health Savings Plan
All regular fulltime and regular part-time employees will be required to participate in a Retiree Health
Savings Plan (RHS) as authorized by the City Council by having 1% of their salary placed into an
RHS account. Before-tax contributions will be placed into the individual accounts at the beginning of
each quarter, with payroll deductions occurring on a per-pay-period basis. This section shall not apply
to collective bargaining agreements.
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7. DISCIPLINE, GRIEVANCES AND FEEDBACK
7.1.0 Procedure in Handling Disciplinary Action, Grievances
The City Manager, as the chief administrative officer of the city, is responsible to the Mayor and City
Council for the administration of all affairs, departments and offices of the City. As directed by the
City Manager, department and division heads are responsible for the maintenance of a high standard
of efficiency on the part of assigned employees, and for enforcement of good discipline, safety and
proper personal conduct. They are authorized to use appropriate disciplinary measures as approved
by the City Manager. Such action may consist of a warning or the recommendation for demotions,
suspensions without pay or dismissal, even for a first offense, as defined below:
Warning — written reprimand.
Demotion — Reduction in salary or assignment to a position of less responsibility or both.
Suspension Without Pay — Temporary separation from the City service without pay for disciplinary
purposes where the cause is not considered sufficiently grave to require dismissal.
Dismissal — Permanent separation from the City service for such causes including, but not limited to,
serious misconduct (on or off duty); insubordination; unsatisfactory job performance; dishonesty;
violation of the City’s alcohol and drug-free workplace policies; carelessness, negligence or violence
toward City property, fellow employees or the public; endangering other employees and/or the public
through careless, negligent or substandard job performance; unauthorized or excessive absences;
habitual tardiness; or personal acceptance and appropriation of any fee, reward, gift, tip or other
remuneration received solely for the performance of official duties or in connection with his/her
municipal employment.
The City generally endorses the practice of corrective counseling. However, the level of discipline to
be applied in a specific circumstance will be determined solely by the City and discipline shall not be
issued in any particular order or manner. The City may consider the seriousness of the offense, the
repetitive nature of the action, and the employee’s prior work and disciplinary record when handing
out discipline.
The disciplinary procedures set forth in this policy do not apply to police and fire personnel who are
subject to the disciplinary rules set forth in the Illinois Municipal Code and in applicable collective
bargaining agreements. (See Admin. Dir. 2-19, Disciplinary Procedures)
7.2.0 Appeals from Disciplinary Action
Upon notification by the department head, an employee receiving disciplinary action of a suspension
or dismissal has the right to a hearing before the City Manager. The employee must file a written
request within 48 hours of notification of the disciplinary action which states the basis of the appeal
and the remedy that is being requested. The decisions of the City Manager made in accordance with
approved policy shall be final. This does not apply to employees covered by the Board of Fire and
Police Commissioners. (See Admin. Dir. 2-19, Disciplinary Procedures)
7.3.0 Insurance Ramifications
Any employee suspended for more than 30 days may maintain their City-provided insurance at their
own expense. An employee who is dismissed may or may not be eligible for continuation of medical
and dental coverage at their expense. Federal COBRA guidelines will apply.
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7.4.0 Employee Feedback
To create an organization-wide environment for the expression of ideas, concerns and opinions of all
employees, a communication system has been established to supplement the organization’s formal
chain-of-command. This feedback process has been undertaken to involve employees in the decision-
making process, to create teamwork, to develop effective communications and cooperation
throughout the organization and to build employee commitment to organizational goals. (See Admin.
Dir. 2-11, Organizational Feedback/Information Sharing)
7.5.0 Ethics Hotline
The City has created an Ethics Hotline to provide an anonymous reporting system to bring
concerns to the attention of City administration. The Hotline can be accessed in one of two ways:
Telephone (866-529-2445) or
The Internet (www.citylf.org and click on the Ethics Hotline logo)
Accountability in government, financial responsibility and delivery of quality services are key
components to preserving the public’s trust. All employees share the responsibility to ensure that the
City demonstrates this accountability, as well as the proper stewardship of the financial resources and
property entrusted to us. The City is committed to creating a working environment in which ethical
behavior is central. The obligation to report the misuse of funds, misconduct or violations of City
policy resides with all employees. Use the ethics hotline system to express concerns, raise complaints
and ask questions. Employees may voice their concerns, complaints and questions anonymously,
although doing so may make it difficult for the City to properly investigate if insufficient information
is provided.
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8. INSURANCE AND HEALTH BENEFITS
All of the benefits provided by the City are subject to the terms of the relevant insurance policies.
The City has the right to change benefits and policies from time to time. In an effort to create
informed, responsible consumers of the insurance benefits, the City may work with an Employee
Benefit Committee to further this cause.
8.1.0 Authorization for Payment of Health Insurance Premium
Upon written application, group medical insurance coverage is available to all regular employees.
The Basic Plan is designated as the City’s basic health plan.
The City will pay a portion of the cost of the health insurance plan for individual employee coverage.
If desired, employees may extend coverage to their families; the City will pay a portion of the cost of
the total health insurance plan for dependent coverage on a monthly basis as approved by the City
Council.
Application for these benefits must be made within thirty (30) days from the date of employment or
during an annual open enrollment period.
8.2.0 Authorization for Payment of Dental Insurance Premium
Upon written application, group dental insurance coverage is available to all regular employees.
Application for these benefits must be made within thirty (30) days from the date of employment or
during and annual open enrollment period.
The City will pay all or a portion of the cost of the total dental insurance plan for individual employee
coverage. If desired, employees may extend coverage to their families by paying the dental insurance
plan dependent coverage portion.
8.3.0 Authorization for Payment of Life Insurance Premium
Upon written application, group life insurance with accidental death and dismemberment coverage
may be available to all regular employees with additional voluntary coverage available for employee
purchase.
8.4.0 Health and Dental Insurance Program for Retired Employees
Employees who retire may continue their health and dental insurance at their expense. This benefit
will be administered in a manner as set forth in Administrative Directive 2-20, Continued Benefits for
Retired Personnel.
8.5.0 Employee Assistance Program
The City has made arrangements with Family Services of Lake County whereby employees and/or
their family members can receive counseling. A family member is defined as a spouse, child or
parents. The first 12 sessions will be paid for entirely by the City. The City will pay 75% of the next
12 sessions. Thereafter, should counseling continue past 24 sessions, the City will pay 50%. The
employee will be charged for the portion of the fee the City does not pay (i.e., 25% and 50%) on the
basis of ability to pay. When a period of time has elapsed between counseling sessions, Family
Services of Lake County will make the determination on whether or not it is a new event or a
continuation of a previous event for billing purposes.
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Other types of programs may also be available. To find out about any additional programs, the
Director of Human Resources should be contacted. (See Admin. Dir. 2-3, Alcohol and Drugs; Admin.
Dir. 2-2, Alcohol and Drug Policy for CDL Holders)
8.6.0 Flexible Spending - FLEX
All fulltime and regular part-time employees are allowed to participate in the FLEX PLAN. The
Internal Revenue Code Section 125 permits employees to take advantage of current tax laws, while
providing some flexibility in benefit selections.
The City will provide between $150-$200 under the Think Healthy Wellness Program per flex plan
year for each regular employee to be used for unreimbursed medical expenses only. Regular part-time
employees will receive a pro-rated amount to be used for unreimbursed medical expenses. Employees
must qualify to earn these Think Healthy contributions annually. Employees will be allowed to
make additional contributions to cover reimbursement (before-tax dollars) in the following areas:
• Medical insurance premium
• Dental insurance premium
• IMRF Voluntary Life insurance premium
• Certain AFLAC premiums
• Vision care (examination, prescription glasses)
• Hearing care (examination and aid)
• Prescription drugs
• Day care services ($5,000 annual maximum)
• Medical and dental care deductibles
• Unreimbursed medical and dental expenses
Should an employee choose, the Think Healthy City contribution may be placed in a deferred
compensation program. Employees must insure they do not exceed the maximum allowable
contribution amount by use of the Think Healthy dollars in this manner.
Whichever option chosen, employees will have to participate in the Think Healthy program in order
to receive the City’s contribution by choosing from a list of healthy options and program offerings
during the year. This will be explained each year prior to the time to sign up for the flex plan.
The flex plan runs from January 1 through December 31 of each year. Every eligible employee,
whether they receive the City contribution or not, will be asked to make an election to participate in
this program in November through an online enrollment process. Those choosing to participate will
have their elected amount withheld through payroll deductions based on 26 pay periods.
All funds contributed to the flex account must be used within the year in which they are pledged.
Employees have 90 days following the end of the plan year to submit charges to the flex account,
however, the charges must have been incurred during the plan year and must be received by the plan
administrator with appropriate documentation before the end of this 90-day period. Between $50 and
$500 of unused funds may be rolled into the following year. Other unused funds are not
reimbursable to the employee, but will be used for employee benefits or functions, including the
Think Healthy Program.
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8.7.0 Continuation of Benefits
The right to COBRA Continuation Coverage was created by a federal law, the Consolidated Omnibus
Budget Reconciliation Act of 1985, as amended (COBRA). COBRA Continuation Coverage can
become available to employees when an employee would otherwise would lose group health
coverage. It also can become available to other members of the employee’s family who are covered
under the Plan when they otherwise would lose their group health coverage. The entire cost (plus a
reasonable administration fee) must be paid by the person. Coverage will end in certain instances,
including if the employee or dependents fail to make timely payment of premiums. Employees
covered by the City’s insurance have a right to choose this continuation coverage if they lose their
group health coverage because of a reduction in hours of employment or the termination of
employment for reasons other than gross misconduct.
A covered spouse has the right to choose continuation coverage if he/she loses group health coverage
for any of the following reasons:
a. Employee’s death.
b. Employee’s hours of employment are reduced;
c. Employee’s employment ends for any reason other than his or her gross misconduct;
d. Employee becomes entitled to Medicare benefits (under Part A, Part B, or both); or
e. Employee and spouse become divorced or legally separated.
In the case of the dependent child of an employee, he/she has the right to continuation coverage if
group health coverage is lost for any of the following reasons:
a. The parent-Covered Employee dies;
b. The parent-Covered Employee’s hours of employment are reduced;
c. The parent-Covered Employee’s employment ends for any reason other than his or her gross
misconduct;
d. The parent-Covered Employee becomes entitled to Medicare benefits (Part A, Part B, or both);
e. The parents become divorced or legally separated; or
f. The child stops being eligible for coverage under the plan as a “dependent child.”
Under the law, employees or a covered dependent has the responsibility to notify the Human
Resources Department in the event of divorce, legal separation, or a child losing dependent status
within 60 days of any of the above-named actions or the day coverage would end under the plan
because of the action, whichever is later. They will then be advised of their or their dependent’s
responsibilities relative to continuation of coverage. Under the law, the employee and/or dependent
has at least 60 days from the date of employer notification or the date they would have lost coverage
because of the event to let Human Resources know that they want continuation coverage.
Any children born or adopted during COBRA coverage are qualified beneficiaries and, as such, have
the same rights as employees. Consequently, COBRA participants may change their coverage status
upon the birth or adoption of a child.
If continuation of coverage is not chosen, the group health insurance coverage will terminate.
If they choose continuation coverage, the City is required to give coverage which, as of the time
coverage is being provided, is identical to the coverage provided under the plan to similarly situated
employees or family members. The law requires that employees be afforded the opportunity to
maintain continuation coverage for 36 months unless group health coverage is lost because of a
termination of employment or reduction in hours. In that case, the required continuation coverage
period is 18 months. However, the law also provides that continuation coverage may be cut short for
any of the following reasons:
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a. The Employer no longer provides group health coverage to any of its employees.
b. The premium for continuation coverage is not paid.
c. They become covered under another group health plan as an employee or otherwise.
d. They become eligible for Medicare Part A or Part B, whichever comes first.
Persons with COBRA continuation health coverage as a result of termination of employment (or
reduction in hours) and who are disabled under the Social Security Act at the time of the qualifying
event can extend the continuation period from 18 months to 29 months. To be eligible for this
extension, the qualified beneficiary must notify the Human Resources Department before the end of
the initial 18 months of COBRA coverage and within 60 days of receiving notice from Social
Security. In t he event certification of disability under the Social Security Administration takes place
for any qualified beneficiary at the time or within 60 days of the time COBRA coverage begins,
coverage may be continued for 29 months. If the individual entitled to the disability extension has
non-disabled family members who are entitled to COBRA continuation coverage, the non-disabled
family members are also entitled to the 29-month extended period of coverage. The maximum
premium for the additional 11 months of coverage is 150% of the cost of coverage rather than the
102% rate set for the initial 18 months.
8.8.0 HIPAA Privacy Rule
The City complies with the HIPAA Privacy Rules in dealing with your personal health information
(PHI). (See Admin. Dir. Section 7)
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9. MISCELLANEOUS REGULATIONS
9.1.0 Physical Fitness
It shall be the responsibility of each employee to maintain the standards of physical fitness required
for performing his/her job. Whenever a department head determines that the mental or physical
condition of an employee is endangering the safety of fellow workers or causing the employee's
inability to perform essential job functions, the employee may be requested to submit to a medical
examination by a City-approved physician, without expense to the employee, for the purpose of
determining the employee’s fitness for duty (including whether the employee’s physical or mental
condition poses a threat to the employee or others).
If the employee is found not to be fit for duty, it shall be the duty of the employee, when
recommendations are made by the examining physician, to follow all directives and recommendations
concerning his/her physical condition or be subject to disciplinary action, including dismissal.
Where appropriate, the City will work with an employee who is a qualified individual with a
disability to provide his/her with a reasonable accommodation to allow him/her to perform his/her
essential job functions, provided the accommodation does not pose an undue hardship on the City.
Certain positions will be required to take regular physical exams based on OSHA standards. These
will be paid for by the City. (See Admin. Dir. 2-10, Medical Examination Policy)
9.2.0 Personal Use of City Property
The use of any City property for personal use is prohibited. However, the facilities at the Municipal
Services Garage may be used by regular City employees outside normal work hours. Special
guidelines apply. (See Admin. Dir. 6-7, Use of Fleet Maintenance Garage)
9.3.0 Political Activity
While on duty by the City, all employees shall refrain from soliciting or receiving any subscription,
contribution, or political service from any person for any political purpose pertaining to the
government of the City. Further, they shall not work at the polls (politically) or circulate petitions or
campaign literature for elective City officials while at work or on duty. Individuals employed by the
City in any capacity will not be considered for appointment to any City board or commission, except
as directed by State Statute (i.e., Police and Fire Pension Boards). The Mayor, with the approval of
the City Council, may waive this restriction if it is determined to be in the best interest of the City.
However, nothing in this section shall be construed to prevent employees from becoming or
continuing to be members of any lawful political organization, from attending lawful political
meetings, from expressing their views on political matters, or from voting with complete freedom in
any election.
9.4.0 Public Information
Information concerning the business and financial operations of the City is either routinely published
or available to outside interests through the Freedom of Information Act. Many times, however,
employees come in contact with unique information of a confidential nature. Information concerning
individual residents, or other employees is considered confidential and documents should not be
allowed to remain in plain view or issues discussed with anyone who does not have a need to know.
Any inquiries by the media or press should be referred to the City Manager or the appropriate
department staff in order to assure the correct spokesperson and correct factual information is
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released. It shall be the responsibility of the City Manager or his designate to verify and/or
disseminate all information released in the name of the City.
All have a responsibility to safeguard the confidentiality of individual residents and fellow
employees.
9.5.0 On-the-Job Safety
As a regular part of City employment, each employee is expected to conduct himself/herself and
handle equipment in such a manner as to avoid accidents. Employees are responsible for observing all
safety rules and using available safety devices and are responsible to report unsafe conditions or
equipment to their supervisor or department head. (See Admin. Dir. Section 6, Employee Safety
Procedures)
The Illinois Mandatory Seat Belt Law mandates the use of safety belts for both the drivers and front
seat passengers of public and private vehicles. The provisions of this law will apply as an official
policy to all City vehicles being driven on public roadways to, from or between job sites, and also
during extended periods of driving. Certain necessary exemptions are allowed under the law,
including those permitted for vehicles where the driver or passengers frequently stop and leave the
vehicle, provided the speed of the vehicle between stops does not exceed 15 miles per hour. The
following vehicles will therefore be exempted from the routine use of safety belts:
• Public Works scooters
• Vehicles used for mowing and litter pick up
• Vehicles used for catch basin cleaning and reading water meters
• Parking enforcement
These exemptions do not apply when these vehicles are being driven on public roadways to, from or
between job sites, and during extended periods of non-stop driving. The exemption only applies for
the periods when these vehicles will be frequently stopping or involved in non-roadway driving
situations.
To promote personal and vehicular safety, departmental safety committees shall be established to
investigate accidents and unsafe conditions. The committees will review details encompassing each
accident and unsafe condition, as requested, and will submit its findings with recommendations to the
department head, who will determine final disposition of each case. Disciplinary action up to and
including termination may be taken against employee(s) if employee negligence is proven to be a
factor contributing to the accident or the cause of an unsafe condition.
9.6.0 Public Relations
All City employees shall be responsible for providing municipal services to the public in a courteous,
polite manner free from discrimination because of race, color, sex, religion, age, disability, national
origin, ancestry, creed, marital status, sexual orientation, citizenship status, veteran status, military
status, genetic history or any other class protected by law.
9.7.0 Gifts and Gratuities
City services are not to be extended by employees in exchange for special awards, gifts or other
remuneration from outside individuals or organizations. When an employee receives any offering as a
result of their status as a City employee, such receipt must be reported in writing at once to their
department head and retention of the gift will be conditioned on the department head’s approval based
on department policy and in accordance with State and local laws then in effect.
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9.8.0 Patents
Any City employee inventing or designing a product for the City while in its employ shall enter into
all necessary and proper agreements to assign all that right and property interest in and to such design
and/or patent to The City of Lake Forest without compensation.
9.9.0 City-Owned Recreational Facilities
Upon showing either an employee I.D. card or proof of retirement from City service, a regular
fulltime or regular part-time employee or retired employee and his/her dependents, if non-residents,
may utilize the following at resident rates:
• Golf Course (memberships will be sold at the resident senior rate; special off-hour day rates
also may apply)
• Boat Ramp
• Beach*
• Library
• Recreation Center
*Current regular fulltime or regular part-time employees, retirees or spouse of a deceased retiree will
be eligible to receive one beach pass or City vehicle sticker, if a resident, at no cost each year.
9.10.0 Purchase of City Cemetery Lots
Any fulltime or regular part-time employee of The City of Lake Forest is eligible to purchase Lake
Forest Cemetery lots at the resident rate. (Authorized by the Lake Forest Cemetery Commission on
December 6, 1983.)
9.11.0 Smoking Ban
To set forth policies governing City employee compliance with the Lake Forest Smoking Ban
Ordinance, the following restrictions will be in place for employees:
• All buildings are smoke free, including the use of electronic cigarettes (e-cigarettes);
• No one is allowed to smoke within 25 feet of an entrance to any City building;
• Smoking is not allowed in any City vehicle;
• Smoking is not allowed in City parks;
• Smoking is not allowed at the train platforms;
• Smoking is not allowed in Market Square, including sidewalks in the Square;
• Smoking is not allowed at the Beach;
• Golfers are allowed to smoke at the Deerpath Golf Course, however, they must be 75-feet
away from the clubhouse; and
• Smoking is allowed in parking lots as long as it is not within 25 feet of an entrance to any
City building.
(See Admin. Dir. 2-28, Lake Forest Smoking Ban Ordinance Compliance)
9.12.0 Education/Training Reimbursement
Recognizing the correlation between formal education and training achievement and the level of
employee performance, an education/training reimbursement policy has been adopted based on
availability of funds to provide reimbursement for costs incurred while participating in certain
education and training activities. In order to receive reimbursement through this program, application
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forms must be submitted during budget preparation to the employee's department head, who will then
submit them to the Director of Human Resources if it is determined that the course meets the criteria
for reimbursement. (See Admin. Dir. 2-9, Education/Training Reimbursement)
9.13.0 Employee Use of Computers and Electronic Communications Systems
The Computers and Electronic Communications Systems (email, Internet, personal computers, smart
phones and tablets) is a valuable tool owned and maintained by the City. Use of the systems is
afforded to employees for the purpose of improving their ability to perform the duties of their jobs.
All users must abide by the terms and conditions of the policy. (See Admin. Dir. 2-4, Electronic
Communications Systems Policy)
9.14.0 Restrictions on Duty-Issue Firearms Possession
In order to comply with the requirements of a Federal law signed into law on September 30, 1996,
which enacted a prohibition on the possession by or transfer or sale of firearms to individuals
convicted of misdemeanor domestic violence crimes, the City must obtain information regarding
convictions for such offenses from those employees to whom the City provides a duty-issue firearm
or firearms. (See Admin. Dir. 2-23, Restrictions on Duty-Issue Firearms Possession)
9.15.0 Cell Phone Usage (City-owned and Personal)
The City has established guidelines for the safe usage of City-owned and personal cell phones and to
ensure compliance with IRS guidelines. Cell phone equipment owned or issued by the City is to be
used primarily to facilitate the conduct of official City business.
Employees assigned City cell phones must select one of two options regarding personal use of the cell
phones and sign an acknowledgement regarding their choice:
• Employees must sign an agreement that they will not use the City cell phone for personal
calls except in emergency situations or as noted below; or
• Employees may have their personal cell phone lines added to the phones issued by the City
and use those lines for personal calls with the provider billing the employee separately
Employees are not allowed to use City cell phones for personal calls unless they have chosen the
appropriate option noted above or unless they meet the following criteria:
• It reasonably could not have been made at another time. Examples of circumstances that may
be authorized use during regular work hours are:
o Calls to home or doctor if employee is injured or becomes sick at work.
o Calls to notify an employee's family or other appropriate parties of a schedule change
caused by official business or transportation schedule changes or delays.
o Calls when an employee is required to work overtime without advance notice. The call
may be to advise family or other appropriate parties of the schedule change and to make
alternate transportation arrangement or child care/dependent care arrangements.
• The call does not adversely affect the performance of duties by the employee and is of
reasonable duration.
Once a cell phone (City-owned or personal) is in use by a City employee certain "rules of the road"
must be followed to ensure the safety of the employee using the cell phone and anyone that employee
may come in contact with. The use of any wireless device while driving is prohibited. This includes
all cell phone, direct connect and two-way radio communication (with the exception of public safety
radios). Employees must use hands-free options in accordance with state law when the use of a cell
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eyes on the road. Special care should be taken in situations where there is traffic, inclement weather
or the employee is driving in an unfamiliar area. Employees whose job responsibilities include regular
or occasional driving and who use a cellular communication device, whether City-owned or personal,
are expected to refrain from using their phone while driving. Safety must come before all other
concerns. Regardless of the circumstances, including slow or stopped traffic, employees are strongly
encouraged to pull off to the side of the road and safely stop the vehicle before placing or accepting a
call. (See Admin. Dir. 2-16, Cell Phone Usage)
9.16.0 Use of Personally-Owned Devices
The City permits authorized employees to use their personally owned devices in conjunction with the
performance of their job duties, subject to the policies set forth in the City’s Administrative Directive
for the Use of Personal Mobile Devices for City Business. (See Admin. Dir. 2-4a, Use of Personal
Mobile Devices for City Business)
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The City of Lake Forest
CITY COUNCIL
Proceedings of the Monday, April 17, 2017
City Council Meeting - City Council Chambers, immediately following Finance Committee meeting
CALL TO ORDER AND ROLL CALL: Honorable Mayor Schoenheider called the meeting to order at 7:27pm,
and City Clerk Margaret Boyer called the roll of Council members.
Present: Honorable Mayor Schoenheider, Alderman Waldeck, Alderman Beidler, Alderman Pandaleon,
Alderman Newman, Alderman Tack, Alderman Reisenberg, Alderman Moreno and Alderman Buschmann.
Absent: None.
Also present were: Robert Kiely Jr., City Manager; Catherine Czerniak, Director of Community Development,
Elizabeth Holleb, Director of Finance; Victor Filippini, City Attorney; Susan Banks, Communications
Manager; Michael Thomas, Director of Public Works; Karl Walldorf, Chief of Police; Pete Siebert, Fire Chief;
Mike Strong, Assistant to the City Manager along with other members of City Staff.
There were approximately 30 persons present in the Council Chamber.
CALL TO ORDER AND ROLL CALL 7:37 pm
PLEDGE OF ALLEGIANCE was recited by all those present in the Chamber.
REPORTS OF CITY OFFICERS
COMMENTS BY MAYOR
A. Swear in Fire Chief Pete Siebert
Mayor Schoenheider gave an overview of Fire Chief Siebert’s career and recent actions supporting his
promotion. He then swore him in.
B. Presentation of the Preliminary Report on the Assessment of City’s Plan Review,
Permitting and Inspection Processes
Mayor Schoenheider reported that over the City is continually evaluating its commitment to delivering high
quality, customer friendly services in a cost efficient manner. Starting with the Community Development
Department (based on the number of residents that are served through the department), the City hired an
independent consultant to conduct an assessment of the City’s building plan review, permitting and
inspection services. Mayor Schoenheider then introduced Lee Brown, President, Teska Associates and
Michael Blue, Principal, Teska Associates.
Mr. Brown gave a summary of their processes that included a focus on how the City can continue to deliver
the highest possible level of service. He reported that The City’s processes are not broken, and that the
Community Development Department provides skilled professional services. He stated that in all studies
there are always opportunities for improvement and suggested that technology would be an asset to the
community and Staff. Additionally, Lake Forest’s thorough review of new residential development and
additions is uncommon among its peers and comparable communities. The process sets a very high
expectations for the community character and development quality, reflected in its standards and
procedures.
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Mr. Brown stated the Building Review Board process supports high standards for community character, but
may be a source of frustration for applicants and for neighbors in the review process. Possibly changing BRB
and HPC into workshop formats is recommended. Mr. Brown noted that less than 2% of all the permits
come from the Building Review Board and Historic Preservation Commission. Mr. Brown noted that while
contrary to fact, the perception of the City’s processes is influenced by what is heard from others. He also
recommended an update to software and the City’s website pages.
The City Council had discussion that included: having information available in multiple formats, confirmed
the community’s need for both BRB and HPC, the resident’s role and their appreciation of the Staff in
Community Development for providing high quality service to the community.
Mayor Schoenheider thanked Mr. Brown and all the Staff involved and reported that the final report, will be
presented to the Council for acceptance at its May 1, 2017 meeting.
COMMENTS BY CITY MANAGER
City Manager Robert Kiely reported that the City and the Preservation Foundation will be sponsoring a talk
on “the Power of Uniqueness” at the Lake Forest College Lily Reid Chapel on Wednesday, April 19 at 7pm.
Mr. Kiely then introduced Vince Pellegrino, Senior Vice President with the Western Golf Association. Mr.
Pellegrino thanked the City for hosting the BMW Championship again this year. He showed a video clip and
highlighted what is new to the tournament and what residents can expect during the BMW week.
A. Community Spot Light
Presentation on 2017 BMW Golf Championship, September 12-17, 2017
-Vince Pellegrino, Senior Vice President, Tournaments, Western Golf
Association
The City Council had discussion on the Evans Scholarship fund raising, philanthropy and the positive impact
that the tournament has on the City.
1. Approval of a Resolution of Support regarding Conway Farms Golf Club Hosting
the 2017 BMW Championship Golf Tournament
COUNCIL ACTION: Approve the Resolution
Alderman Reisenberg made a motion to approve the Resolution, seconded by Alderman Newman. Motion
carried unanimously by voice vote.
Mayor Schoenheider echoed the comments of the Council and presented Mr. Pellegrino with the
Resolution, photos were taken.
COMMENTS BY COUNCIL MEMBERS
FINANCE COMMITTEE
1. Presentation regarding Moody’s Issuer Comment dated March 17, 2017
Alderman George Pandaleon, Finance Committee Chairman, introduced Elizabeth Holleb, Finance Director.
Ms. Holleb gave a summary of the Moody’s Issuer Comment that the City of Lake Forest received on March
17, 2017. Annual comment on Lake Forest included its Aaa Rating – with a No Outlook issued, Moody’s
Credit Overview: Very healthy financial position, Superior socioeconomic profile, Ample tax base, Somewhat
elevated pension liability and extremely small debt burden.
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The City Council had discussion on the Analytics and the opportunity to benchmark the City against other
communities, and how the rating is a positive factor in the Marketing campaign.
2. Distinguished Budget Presentation Award
Alderman George Pandaleon, Finance Committee Chairman, reported that for the first time, The City of Lake
Forest has been awarded the Government Finance Officers Association Distinguished Budget Presentation
Award for the fiscal year beginning May 1, 2016. The Distinguished Budget Presentation Award is the
highest form of recognition in governmental budgeting, and its attainment is a significant accomplishment
by a government and its management.
In a GFOA news release, Stephen Gauthier states that “In order to receive the budget award, the entity had
to satisfy nationally recognized guidelines for effective budget presentation. These guidelines are designed
to assess how well an entity’s budget serves as a policy document, a financial plan, an operations guide and
a communications device.”
For budgets beginning in 2015, only 1,565 units of government received the award nationally.
The GFOA is a nonprofit professional association serving nearly 19,000 elected and appointed government
finance professionals in the United States and Canada.
Chairman Pandaleon also stated that in addition to the Budget Award, a Certificate of Recognition for
Budget Presentation is presented by the GFOA to the individual designated as instrumental in their
government unit’s achievement of the award. Chairman Pandaleon present the award to Elizabeth Holleb,
Director of Finance and IT, for her efforts in coordinating the preparation of the annual budget and for
leading the efforts in making the required changes to the City’s budget document to meet the stringent
requirements of the GFOA budget awards program.
Ms. Holleb stated that this was three years in the making and she was thankful to the City Council, City
Manager, Executive Staff and the Finance Department Staff for their unending support. Mayor Schoenheider
stated that it has been a joy to work with Ms. Holleb, that her skills, leadership and team spirit are highly
recognized by the City Council.
3. Consideration of an Ordinance making a Supplemental Appropriation for the Fiscal Year
Beginning May 1, 2016 and Ending April 30, 2017 (First Reading, and if Desired by the City
Council, Final Approval)
Elizabeth Holleb, Finance Director reported that in November 2016, the City Council approved a
recommendation to use proceeds from the sale of the Laurel Avenue property to redeem outstanding 2008
General Obligation Bonds. The advance redemption of the bonds saved $1.357 million in future interest
costs and allowed the City to replace the existing debt service levy with a capital improvements levy to
supplement annual funding for the five year Capital Improvements Program.
As this transaction was not anticipated in the budget, a supplemental appropriation is required in both the
Capital Improvements Fund, for the transfer of the land sale proceeds to the 2008 GO Bonds Debt Service
Fund, and in the 2008 GO Bonds Debt Service Fund, for the advance redemption of the principal maturities
dated December 2017 and later. The supplemental appropriation required to meet legal compliance.
Mayor Schoenheider asked if there was anyone from the public who wanted to comment. Seeing none, he
asked for a motion.
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COUNCIL ACTION: If determined to be appropriate by the City Council, waive first reading and grant final
approval of the Ordinance (page 55) making a supplemental appropriation for the fiscal year beginning
May 1, 2016 and ending April 30, 2017 for the advance redemption of the 2008 GO Bonds approved in
November 2016.
Alderman Pandaleon made a motion to waive first reading and grant final approval of the Ordinance (page
55) making a supplemental appropriation for the fiscal year beginning May 1, 2016 and ending April 30,
2017 for the advance redemption of the 2008 GO Bonds approved in November 2016, seconded by
Alderman Beidler. The following voted “Aye”: Aldermen Waldeck, Beidler, Pandaleon, Newman, Tack,
Reisenberg, Moreno and Buschmann. The following voted “Nay”: None. 8- Ayes, 0 Nays, motion carried.
PUBLIC WORKS COMMITTEE
1. Award of Bid for the Water Treatment Plant Construction Project and Approval of a Construction
Engineering Services Agreement
Public Works Committee Chairman Catherine Waldeck reported that the Public Works Committee is
recommending that the City Council award a bid for the Water Treatment Plant’s construction project to JJ
Henderson & Son, Inc. Chairman Waldeck stated that at the April 3, 2017 Public Works Committee Meeting,
the Committee reviewed, approved, and recommended award of bid to install a new membrane filtration
system and other treatment improvements to meet the operational needs of the Water Treatment Plant. In
addition, the Public Works Committee also recommended City Council approve the agreement for
construction engineering services to Strand Associates, Inc.
Chairman Waldeck reported that after many meetings and special workshops, the City Council decided to
proceed with the design and installation of a new membrane filtration system with a 14 million-gallon-per-
day capacity. And that the Water Treatment Plant project will be accomplished over a two year period with
the majority of the work being completed in the first year. Year one construction begins this summer and
will end in late April of 2018.
The City Council had discussion on sole vendors. Mayor Schoenheider asked if there was anyone from the
public who would like to comment. Seeing none he asked for a motion.
COUNCIL ACTION: The Public Works Committee recommends approval of the following project items:
• Award a bid for the Water Treatment Plant Construction Project to JJ Henderson & Son, Inc. in
the amount of $8,818,000; and
• Based upon the exception noted in Section 8.5 D1of the City’s Purchasing Directive, approve an
agreement with Strand Associates for construction engineering services in the amount of
$570,000; and
• Approve a 5% project contingency for any unforeseen construction or construction engineering
issues with either JJ Henderson & Son, Inc. and/or Strand Associates in the amount of $441,000.
Alderman Waldeck made a motion to award a bid for the Water Treatment Plant Construction Project to JJ
Henderson & Son, Inc. in the amount of $8,818,000; and based upon the exception noted in Section 8.5
D1of the City’s Purchasing Directive, approve an agreement with Strand Associates for construction
engineering services in the amount of $570,000; and approve a 5% project contingency for any unforeseen
construction or construction engineering issues with either JJ Henderson & Son, Inc. and/or Strand
Associates in the amount of $441,000, seconded by Alderman Reisenberg. The following voted “Aye”:
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Regular City Council Meeting
Aldermen Waldeck, Beidler, Pandaleon, Newman, Tack, Reisenberg, Moreno and Buschmann. The following
voted “Nay”: None. 8- Ayes, 0 Nays, motion carried.
2. Action Relating to a Special Service Area Proposed for the Installation of Sanitary Sewer in the
Winwood Drive Neighborhood.
Catherine Waldeck, Public Works Committee Chairman introduced the item with a brief summary of actions
taken so far by the City and the Neighbors regarding the proposed Special Service Area No. 41 for the
installation of sanitary sewer in the Winwood Drive neighborhood. Alderman Waldeck stated that City
Council Action is requested on a preferred option, which includes 1) Approval of a Resolution establishing a
public hearing date and directing staff to notice the hearing accordingly or 2) If determined appropriate by
City Council, waiving first reading, and approval of an Ordinance rescinding Ordinance 2016-77 (“SSA
Proposing Ordinance”) thereby terminating the Proposed SSA.
The City Council had discussion that included an additional option to continue talks with the neighbors, the
caution in setting presidents, initiation of this and future projects requiring an SSA, financing, litigation, the
petition process and if this is the right time for action. After a lengthy discussion, the City Attorney
summarized both options.
City Attorney Victor Filippini reported under Option A the City Council would have to allow appropriate time
for noticing and scheduling of the Public Hearing in accordance with the Special Service Area Tax Law, 35
ILCS 200/27-5 et seq. (“SSA Tax Law”). Therefore, a timeline of required events would need to be
scheduled. While this option extends deliberation and ultimate consideration by City Council, it would allow
for the formal SSA process to be completed, including the requirement of an objection to be filed with the
City Clerk. If a legally sufficient objection is filed, the City Council will have no authority to consider an
establishing ordinance. Additionally, under the Special Service Area Tax Law, if a valid objection is filed.
“The subject matter of the petition shall not be proposed relative to any signatories of the petition within
the 2 years.”
Although the effect of this language has not been specifically addressed in any Illinois appellate decision, it
would not be inconceivable that another special service area for sanitary sewer service would have to be
deferred at least two years with respect to any properties whose owner had signed a valid objection
petition to the establishment of SSA No. 41. If no legally sufficient objection is filed, the City would have the
right to establish the proposed SSA, but only in accordance with the parameters set forth in the SSA
Proposing Ordinance. However, the City Council would have the right not to establish a special service area
if it did not desire to proceed based on the parameters set forth in the SSA Proposing Ordinance 2016-77.
Mr. Filippini additionally reported that Option B would preserve the right for the City Council to pursue a
future SSA that is in substantial form as the SSA Proposing Ordinance without the restriction of a two-year
mandatory waiting period as defined in the SSA Tax Law. However, it would terminate the Proposed SSA
from continuing on at this point, and would not require any follow up action, including scheduling of public
hearing, or requirement to submit any formal objection by property owners and electors within the
proposed SSA area.
COUNCIL ACTION: If determined appropriate by the City Council, consideration of one of the following:
Mayor Schoenheider asked for a motion on option A.
A. Approval of a Resolution Scheduling a Public Hearing to Consider the Proposed Special Service
Area No. 41 for the Installation of Sanitary Sewer in the Winwood Drive Neighborhood.
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Alderman Pandaleon made a motion for Approval of a Resolution Scheduling a Public Hearing to Consider
the Proposed Special Service Area No. 41 for the Installation of Sanitary Sewer in the Winwood Drive
Neighborhood, seconded by Alderman Newman. The following voted “Aye”: Aldermen Waldeck and Tack.
The following voted “Nay”: Alderman Beidler Pandaleon, Newman, Reisenberg, Moreno and Buschmann. 2-
Ayes, 6 Nays, motion failed.
OR
Mayor Schoenheider asked for a motion on option B.
B. Consideration of an Ordinance Rescinding Ordinance No. 2016-77 and Terminating Further
Consideration of Establishing a Special Service Area Number 41 for the Winwood Drive Area
Sanitary Improvement Project (First reading and if Desired by the City Council, Final Approval).
Alderman Newman made a motion for Consideration of an Ordinance Rescinding Ordinance No. 2016-77
and Terminating Further Consideration of Establishing a Special Service Area Number 41 for the Winwood
Drive Area Sanitary Improvement Project (First reading and if Desired by the City Council, Final Approval),
seconded by Alderman Moreno. The following voted “Aye”: Aldermen Beidler, Pandaleon, Newman,
Reisenberg, Moreno and Buschmann. The following voted “Nay”: Alderman Waldeck. The following
Abstained: Alderman Tack. 6- Ayes, 1 Nay, 1 Abstention. Motion carried.
OPPORTUNITY FOR CITIZENS TO ADDRESS THE CITY COUNCIL ON NON-AGENDA ITEMS
ITEMS FOR OMNIBUS VOTE CONSIDERATION
1. Approval of the April 3, 2017 City Council Meeting Minutes
2. Approval of a Resolution of Sympathy for Eugene Lonergan
3. Approval to Renew Agreement for Financial and Land Parcel Management System Software
Maintenance and Licensing for FY2018
4. Approval of a Resolution Reallocating 2017 Volume Cap to the Village of Buffalo Grove,
Illinois
5. Award of a Contract for Professional Services Consultation on the Purchase of a New
Enterprise Resource Planning System
6. Authorization to Issue Reimbursement for City Work Costs Related to Clean-up of the City’s
Former Municipal Services Site.
7. Consideration of an Ordinance Approving a Recommendation from the Building Review
Board. (First Reading and if Desired by the City Council, Final Approval)
8. Consideration of an Ordinance Approving a Recommendation from the Zoning Board of
Appeals. (First Reading, and if Desired by the City Council, Final Approval)
9. Award of the Everett Park Path Replacement portion of the Everett Park Path Replacement &
District 67 Cherokee School Driveways Resurfacing
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Proceedings of the Monday, April 17, 2017
Regular City Council Meeting
10. Approval of Contract for Installation of Brick Patio and Purchase of Required Material for the
Deerpath Golf Course Patio Installation Project
11. Award of Bid for the North Western Avenue Streetscape Project
12. Consideration of a Shared Services Agreement with Lake County as a Pilot Program.
(Approval by Motion)
13. Award of Contract for the Lake Forest share of the 2017 Joint Sewer Lining Project Contract.
14. Request for City Council Approval of a Landfill Disposal Fee Agreement
15. Award of Bid for the Ponds Subdivision Outlet Repair Project
16. Consideration to enter into a professional services contract with FGM Architects to produce
plans and construction documents for the Public Safety Building (PSB) Renovation Project
included in the City’s FY2018 Capital Improvement Budget.
17. Award of Bid for a Police Department Police Vehicle.
18. Award of the Lake Forest share of the joint 2017 Annual Street Resurfacing & Asphalt
Patching Program contract.
COUNCIL ACTION: Approval of the eighteen (18) Omnibus items as presented
Mayor Schoenheider asked members of the Council if they would like to remove any item or take it
separately. Alderman Buschmann recused himself from the vote on item # 3, noting a conflict of interest,
item #12 was also discussed. Mayor Schoenheider asked for a motion to approve the eighteen Omnibus
items as presented, noting Alderman Buschmann’s recusal.
Alderman Beidler made a motion to approve the Eighteen Omnibus items as presented, seconded by
Alderman Reisenberg. The following voted “Aye”: Aldermen Waldeck, Beidler, Pandaleon, Newman, Tack,
Reisenberg, Moreno and Buschmann. The following voted “Nay”: None. 8- Ayes, 0 Nays, motion carried.
Information such as Purpose and Action Requested, Background/Discussion, Budget/Fiscal Impact,
Recommended Action and a Staff Contact as it relates to the Omnibus items can be found on the agenda.
ORDINANCES AFFECTING CODE AMENDMENTS
1. Approval of an Ordinance amending City Code Section 39.166 allowing for consideration of
hardships related to Real Estate Transfer Tax Refunds (Waive First Reading and Grant Final
Approval) and Motion Granting Approval of Appeal for Irene Potts in the Amount of $1,600
Elizabeth Holleb, Finance Director reported that this item is a follow-up from the Monday, April 3 City
Council meeting. Which will allow for consideration of hardships related to the requirements established in
City Code Section 39.164 for refunds of the Real Estate Transfer Tax.
City Attorney, Victor Filippini stated that the Council considered a request from Ms. Laura Sorenson, on
behalf of her parents, to waive the one-year requirement of City Code section 39.164 between a purchase
and sale of properties within Lake Forest to qualify for a refund of real estate transfer tax. After discussion,
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Proceedings of the Monday, April 17, 2017
Regular City Council Meeting
the City Council requested that an amendment to the City Code allowing for consideration of hardships
related to the refund of real estate transfer taxes under City Code section 39.164.
Mr. Filippini reported it was noted that City Code section 39.166 entitled “Appeals” provides that any
person subject to the real estate transfer tax, or any application for exemption or refund of the tax, may
first appeal to the City Manager and then to the Personnel, Compensation and Administration (PCA)
Committee of the City Council. Determinations of the PCA Committee are final. The Proposed Ordinance
offers an amendment to Section 39.166 that allows for the PCA Committee to consider appeals for refunds
upon showing a hardship such as an act of god or medical necessity.
The City Council had additional discussion about the previous amendment to this section of the code, which
allowed for the one year requirement to be changed to a two year requirement.
Mayor Schoenheider asked if there was anyone from the public who wanted to comment. Seeing none, he
asked for a motion.
COUNCIL ACTION: If determined to be appropriate by the City Council, waive first reading of an
Ordinance amending City Code Section 39.166 allowing for consideration of hardships related to Real
Estate Transfer Tax Refunds and grant final approval; approve motion granting approval of appeal for
Irene Potts in the Amount of $1,600.
Alderman Beidler made a motion to a waive first reading of an Ordinance amending City Code Section
39.166 allowing for consideration of hardships related to Real Estate Transfer Tax Refunds and grant final
approval; approve motion granting approval of appeal for Irene Potts in the Amount of $1,600, seconded by
Alderman Reisenberg. The following voted “Aye”: Aldermen Waldeck, Beidler, Pandaleon, Newman, Tack,
Reisenberg, Moreno and Buschmann. The following voted “Nay”: None. 8- Ayes, 0 Nays, motion carried.
NEW BUSINESS
ADDITIONAL ITEMS FOR COUNCIL DISCUSSION
ADJOURNMENT
There being no further business. Alderman Tack made a motion to adjourn, seconded by Alderman
Newman. Motion carried unanimously by voice vote at 9:35 p.m.
Respectfully Submitted
Margaret Boyer
A video of the City Council meeting is available for viewing at the Lake Forest Library and on file in the Clerk’s
office at City Hall. You can also view it on the website by visiting www.cityoflakeforest.com. Click on I Want
To, then click on View, then choose Archived Meetings Videos.
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Strategic Plan
2017-2021
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2
History of Lake Forest ......................................................................................... 3
A Message from the Mayor of Lake Forest, Donald P. Schoenheider ................... 3
Mission Statement, Core Values and Guiding Principles ..................................... 4
Engaging the Community in the Strategic Plan Process ...................................... 6
Strategic Planning Goals ..................................................................................... 9
Goal I: Fiscal Stewardship ....................................................................... 10
Goal II: Business and Economic Vitality .................................................. 12
Goal III: Environmental Sustainability, Recreation & Leisure ................... 15
Goal IV: Multi-Modal Transportation and Infrastructure.......................... 17
Goal V: Community Character, Health and Safety ................................... 19
Goal VI: Housing Diversity and Residential Development ........................ 22
Acknowledgements .......................................................................................... 25
TABLE OF CONTENTS
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Located 30 miles north of Chicago with an area of approximately 17 square miles, Lake Forest is home
to 19,375 people according to the 2010 Census. The City of Lake Forest was incorporated as a city
under a special charter granted by the Illinois State Legislature in 1861, that permits Lake Forest to be
administered effectfvely and economically within a minimum number of separate government bodies.
The City Council is the legislatfve and policy-making body and includes the Mayor and two Aldermen
from each of the City’s four wards. Lake Forest government operates under the Council/Manager
system, where the City Manager is responsible for the day-to-day operatfon of the City. Appointed by
the Mayor and City Council, the City Manager carries out the policies set by the elected officials and is
responsible for the efficient, economical operatfon of City services and facilitfes. With its natural
beauty every season, Lake Forest is a remarkable community because of the individuals who call it
home. Lake Forest values its rich heritage, offers high-quality educatfonal opportunitfes, and
preserves its historic structures and natural open spaces.
A Message from Mayor Schoenheider
The City has grown and flourished during the past 157 years largely due to the involvement of its
residents. Today, Lake Forest remains a highly desirable community in which to live, with its unique
character, rich history and commitment to its four cornerstones of Family, Educatfon, Traditfon and
Philanthropy. The enduring efforts of countless volunteers, officials and City staff contfnue to include
thoughtiul, proactfve planning.
To remain true to this heritage, it is important to periodically identffy the state of the City and to carry
on the broader visionary concepts of our forefathers. The Strategic Plan which follows is the result of
several months of voluntary community engagement with residents during 2016-17. It is our hope
that this report will present an accurate plan for the future that will preserve the character and values
of the Lake Forest culture as we venture ahead.
LAKE FOREST, ILLINOIS
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MISSION STATEMENT
"Be the best-managed, fiscally-responsible and appealing community and
promote a community spirit of trust, respect and citizen involvement."
CORE VALUES: LAKE FOREST’S FOUR CORNERSTONES
FAMILY, EDUCATION, TRADITION & PHILANTROPHY
MISSION STATEMENT, CORE VALUES, AND GUIDING PRINCIPLES
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5
VISION FOR THE CITY OF LAKE FOREST
The City will preserve its character and quality of life and be responsive to the changing needs of the
residents in a fiscally responsible manner.
The City will be an outstanding example of a well-managed, planned community which protects and
enhances its rich heritage, architecturally significant buildings, residentfal neighborhoods, natural
resources, open spaces and recreatfonal areas. The City will contfnue in its efforts to be a community
of cultural diversity, and maintain a variety of residentfal facilitfes, including single and multf-family
housing. The City will foster well-planned business districts, encompassing a variety of retail shops,
restaurants and other service establishments.
A strong commitment will be made to public health and safety, the maintenance of our infrastructure,
and the conservatfon of our open spaces and natural resources. Community, educatfonal and
recreatfonal services will be distfnguished by a strong commitment to quality, efficiency and
outstanding public facilitfes, supported by one of the North Shore’s most reasonable property tax
rates.
The City will be known for its community responsiveness, commitment to public health and safety,
sensitfvity to quality of life and conservatfon, fiscal responsibility, and promotfon of cooperatfon and
respect among residents, businesses and government.
MAKING THE VISION A REALITY
The vision for Lake Forest contains six thematfc areas, key indicators, and actfon items that the City is
focused on achieving. To further understand and achieve the vision, each of these six themes are
explained in this document. Although these themes are described separately, it is important to note
they are connected and impact one another.
Accompanying each theme are three sectfons:
1. The first sectfon describes the desired state and what the theme means to the community.
2. The second sectfon describes the opportunitfes and obstacles to achieving the desired state.
3. The third sectfon contains the identffied objectfves and strategies, which are incorporated in the
plan in order to successfully achieve the long term goals and overall vision for the City of Lake
Forest.
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The City of Lake Forest’s first Strategic Plan was developed in the early 1990s and the community
principles it included stfll resonate today. This plan was updated most recently in 2005 and again in
2011 to reflect changes and new realities in the community, while respecting the City’s long-held
principles. The 2017 – 2021 Strategic Plan is built upon the founding principles and core values of
the City of Lake Forest, as well as those in the previous strategic plans. The Plan includes specific
strategies, with identffiable objectfves and goals that should be employed to achieve the City Vision.
Setting the Context
The Strategic Plan offers the City directfon, while honing in on issues that are critfcally important to
preserving and enhancing the quality of life in Lake Forest. Similarly, the Plan sets prioritfes and
determines the proper course for progress. Each objectfve, in turn, is defined by strategic initfatfves
that state a specific desired outcome. While the vision, mission and goals of the Strategic Plan are
intended to be overriding beacons in the Plan, the strategies expressed through the identffied
objectfves and initfatfves are intended to serve as guidance over the next five year period.
Community Wide Survey Report
The strategic planning effort of 2016-2017 begins by looking back. In fall 2016, the City Council
authorized a contract with Natfonal Research Center, Inc. (NRC) to administer a community survey to
all residents of Lake Forest to provide the opportunity to rate quality of life in the city, uses of city
amenitfes, opinions on policy issues facing the city and assessments of City service delivery. The survey
was administered to all 7,458 households; of which 2,133 responded to the mailed questfonnaire,
giving a total response rate of 30%.
ENGAGING THE COMMUNITY IN THE
STRATEGIC PLANNING PROCESS
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Among the highlights of the survey results, include:
More than 7 in 10 indicated that maintaining Lake Forest as a triple-a (Aaa) bond rated
community was essentfal over the next five years.
Less than 4 in 10 awarded high marks to the shopping opportunitfes provided by the
City of Lake Forest and about one-quarter reported that shopping variety was excellent
or good (both ratfngs decreased since 2011).
When asked about City budget prioritfes, about 6 in 10 indicated that environmental
sustainability is essentfal or very important for the future of Lake Forest.
About 8 in 10 stated that management of traffic flow and transportatfon related infrastructure is
very important over the near term.
When asked what factors influenced residents’ decisions to live in Lake Forest, about 7 in 10
indicated that the safety of the community played a role in their decision to live in the
community.
When asked to rate how important addressing the variety of housing optfons, sizes and price
points (for young families and other family types) over the next five years, almost 6 in 10
indicated this issue is very important or essentfal.
Community Wide Forum Event and Strategic Planning Retreat
While collectfng this data was important to helping establish planning goals and opportunitfes for the plan,
the City also hosted a Community Engagement Forum in January 2017, and attempted to look forward by
hostfng a one-of-a-kind “Future for All Generatfons” event in early February 2017, aimed at understanding
how to make the City sustainable for future generatfons. This unique event offered a moderated
community discussion that answered three basic questfons: what do community members feel are the
most important values of the City, what obstacles confront the long-term sustainability of the City, and what
can residents do to help ensure the long-term sustainability of Lake Forest.
The reality is there is a significant generatfonal shift that the City, as well as other municipalitfes will need to
deal with over the next 5, 10, and 15 years. Fewer young people may choose to make their homes in Lake
Forest because they may find it unaffordable or that the community doesn’t offer the lifestyle they are
seeking. The majority of partfcipants in the community wide forum event agreed that this problem makes
diverse, accessible and balanced housing stock a priority for the City. Diverse housing should be
integrated into the community to preserve the City’s most valued qualitfes. Much like other residentfal
communitfes along the North Shore, focus on housing and businesses that appeal to young people and
diverse populatfons will be important to ensuring the sustainability of the local economy.
The strategic planning process took full advantage of the City’s actfve and engaged citfzenry, by
purposefully invitfng individuals and community stakeholders from diverse backgrounds. During the
Strategic Planning Retreat in late February 2017, partfcipants relied on the Community-Wide report and
forum events to discuss the current and future states of the community, and develop the strategic
directfon of the City.
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Incorporating Community Involvement and Input
To provide greater access to the Strategic Planning discussion, the City will be offering the public an
opportunity to engage in this conversatfon through reviews of the Plan and discussions during
City Council meetfngs. The City of Lake Forest took steps to invite a broad array of community
members (including residents, college students, elected/appointed City officials, City staff, and
recognized subject matter experts to civic, business and community leaders) who were offered an
opportunity to engage in these fora. The goal statements, objectfves and initfatfves included in the
strategic plan result from that collectfve input.
2017 Strategic Planning Process
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There are six goals included in the City’s Strategic Plan. Each goal is intended to support the larger
vision for the City and to point the way of progress towards that vision. The goals of the City are
functfonal; acknowledging both our responsibilitfes and our challenges. The goals for Lake Forest are
frequently interrelated, and success achieved in any one goal area is likely to correspond positively in
another goal area.
STRATEGIC PLANNING GOALS AND
PRIORITIES
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Desired State: The City must conscientfously pursue diverse, sustainable, and dependable revenue sources to
fund desired City services and to fortffy public assets and systems. Maintaining the City’s Aaa bond ratfng will
require sound financial planning and persistent cost control. The City desires to meet the critfcal financial needs
of the community by maintaining a balanced budget through responsible management of the City’s financial
obligatfons and diligent use of revenues without placing undue burden upon City residents.
Outcomes, Opportunities, Obstacles: As a predominately built-out residentfal community, Lake Forest must
balance its pursuit of non-property tax revenue sources with maintaining an attractfve quality of life. The City’s
long traditfon of sound financial management has laid a stable foundatfon to ensure that the City contfnues to
provide its residents with high quality services at a great value.
Admittedly, having sustainable revenue is not always a variable that can be controlled at the local level. Many
obstacles will present themselves along the pathway to achieving the City’s desired fiscal state, including
economic uncertainty, volatfle global markets, regional competftfon, and State and Federal fiscal
mismanagement. While remaining cognizant of the challenges and obstacles is necessary, the community must
remain fiscally conservatfve and innovatfve in its delivery of quality services within prescribed financial restraints.
1
Implement an operatfng budget and capital improvement strategy that is
balanced over the long term.
Contfnue to develop long-term financial forecasts mechanisms that allow the City to annually identffy future
revenue and expenditure trends in efforts to prepare plans that address antfcipated problems in a tfmely
fashion.
Identffy internal/external challenges that may impact the City’s ability to remain flexible in the management
of financial resources.
Evaluate and prioritfze City services; then identffy opportunitfes for alternatfve service delivery.
Improve the effectfveness and efficiency of City programs and actfvitfes in achieving results that are valued
by the public.
Develop and implement an effectfve economic development strategy to create jobs, enhance economic
diversificatfon, and promote income growth.
FISCAL STEWARDSHIP
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2
Contfnue to pursue alternatfve sources of revenue, while thoughtiully reducing expenditures
through public and private partnerships and special service agreements.
Create consortfums and shared service agreement opportunitfes with neighboring municipalitfes to reduce
expenditures.
Further steward relatfonships between the City and community stakeholders to identffy potentfal public/
private partnerships.
Create opportunity for residents to make “legacy contributfons” - donatfons for specific directed purposes or
for the General Fund.
Explore opportunitfes to increase volunteer efforts to reduce City operatfonal costs.
3 Ensure the public is well informed and understands the financial conditfon of the City and the
efforts made previously to contfnue to keep the budget in balance.
Publicize the Comprehensive Fiscal Plan, cost-saving initfatfves and staff reductfons that had been
implemented.
Utflizing multfple modes of media and communicatfon to inform the community (i.e. printed informatfon;
informatfon repositories, kiosks, hotlines; websites and social media; press, media and other technological
advances).
Publicize updates to budgets at regular intervals. 4 Contfnue to actfvely encourage and support economic development.
Develop and implement business incentfve programs to further support economic vitality.
Examine regulatfons, fee structure and tfme required to open new business or make modificatfons.
Identffy opportunitfes to leverage large number of employees working in the City of Lake Forest (i.e. Conway
Park, Lake Forest College, Lake Forest Hospital, and other Corporate Businesses)
FISCAL STEWARDSHIP (CONTINUED)
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BUSINESS AND ECONOMIC VITALITY
Desired State: While predominantly a residentfal community, The City of Lake Forest desires to enhance its
business community so that it remains economically viable, entfcing to visit and meets the needs of the
community and visitors. It is important to the City that core values are adhered to assuring that Lake Forest
remains a desirable place to live, one that is welcoming to younger families, professionals as well as long-tfme
residents; embracing diverse and changing local and state demographics. Maintaining the vitality of our
business districts by retaining existfng businesses, while attractfng new businesses that will cultfvate a
uniquely, friendly atmosphere and contribute to the growth of the tax base.
The City will use economic development tools to engage property owners in the business districts and will
leverage local assets – historic, cultural, and architectural as well as community pride. The City will work
closely with local businesses, the Chamber of Commerce, business owners, organizatfons and commercial
property owners to help achieve this.
Outcomes, Opportunities and Obstacles: The City should contfnue the efforts to enhance the unique,
friendly and interestfng business districts. Adding new family-friendly businesses, more young adult-friendly
restaurants, specialty stores that will contfnue to make the business districts attractfve places to shop and
eat, and contfnue to build a sense of community. At the core of the business districts is the need for more
local and diverse housing optfons to create additfonal foot traffic and the interest in creatfng a more urban
character in the business districts. Historically, the City’s business districts included apartments. Bringing
those denser housing developments back to the core area will support more vibrant business districts and
sense of community. Additfonally, the development of an internal City transportatfon system to connect pa-
trons to the business districts would be beneficial.
Maintaining the special character of Lake Forest is critfcal to the community’s uniqueness, but the City should
also examine how other unique assets can be promoted to increase the economic vitality through thoughtiul
changes and adaptfons. For example, the hospital expansion, the beachfront, the local cultural arts communi-
ty, public transportatfon, workforce development, and the historical character of Lake Forest can all play a
role in contributfng to enhanced actfvity in the business district. Emerging obstacles include technological
advancements and the ease of internet commerce.
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BUSINESS AND ECONOMIC VITALITY
(CONTINUED)
1
Enhance the vitality and economic success of the City’s Business Districts and Lakefront
while maintaining and strengthening the City’s commitment to historic and natural preser-
vatfon and neighborhood quality of life.
Establish a greater appeal of Business Districts/Lakefront to residents and visitors by extending operatfon
hours to encourage evening patronage.
Support more music festfvals, community events, other entertainment and dining optfons at the Lake-
front/Beach.
Support more diverse intergeneratfonal businesses; specifically in, retail, entertainment, and food service
industries in all Business Districts.
Improve access, circulatfon and parking, making it easier and more pleasant for visitors and residents to
travel by all modes of transportatfon to the Business Districts/Lakefront area.
2
Support occupancy of tenant spaces in the business districts through business recruitment,
retentfon and expansion, without compromising the historic and natural preservatfon and
neighborhood quality of life.
Support recruitment, retentfon and expansion (when desirable) by proactfvely identffying and
implementfng actfons the City can take to improve competftfveness with surrounding communitfes and
online commerce.
Target entrepreneurs, contractors and employers who complement the City’s long-term economic vision
to balance the residentfal and commercial tax base.
Implement an expansion strategy focused on high priority corporatfons with the best potentfal for
growth.
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BUSINESS AND ECONOMIC VITALITY
(CONTINUED)
3
Engage in proactfve economic development to attract and retain key businesses within the
commercial corridors to achieve a thriving business community.
Enhance retentfon through strategic stewardship of the relatfonship with employers and businesses
owners to foster a sense of pride in being a part of the community.
Communicate successes by identffying opportunitfes to celebrate businesses who are involved in the
community (i.e. City Award Program, etc.).
Improve the City’s readiness for quality economic growth by seeking efficiencies through the incorpora-
tfon of technologies in the development review and permit process to increase clarity, transparency, and
accessibility.
Review existfng codes to ensure that existfng regulatfons and permit processes add value to the economic
sustainability and quality of life of the City.
Facilitate workshops for “Startfng and Maintaining a Business in Lake Forest” for new and existfng
businesses.
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ENVIRONMENTAL SUSTAINABILITY,
RECREATION AND LEISURE
Desired State: Lake Forest has a long traditfon of upholding its 1861 founding motto: “Naturae et Scientfae
Amor,” or “Love of Nature and Science.” Over the past 156 years, as the City grew through modest increases in
populatfon and development or expansion of residentfal and commercial propertfes, constant internal and
external pressures have been imposed on the environment. We must contfnue to strive for a balanced
approach to policies, actfvitfes, and operatfons that are environmentally-responsible, sustainable, efficient and
fiscally-minded for future generatfons.
Outcomes, Opportunities, Obstacles: Recognizing that one of the reasons our forefathers travelled here was
to realize a healthier and cleaner living environment, we must protect Lake Forest’s unique local ecosystem,
and nurture pride in our conservatfon ethic for generatfons to come. Preserving the City’s natural assets will
enhance property values and ensure that the community remains highly-desirable place to live, work and play.
The community shall contfnue to collaborate with educatfonal instftutfons, property owners, neighbors, land
management associatfons, and environmentally related community clubs to engage the community in
environmental stewardship, recreatfon and leisure, by taking a leadership role in modeling best community
practfces in environmental sustainability. The City must contfnue to guard against pressures by developers and
others looking to place short-term profits or returns over long-term community benefits. Recognizing cost
consideratfons may hamper efforts to undertake the appropriate conservatfon based development projects
versus the cheapest or most expedient methods.
1
Protect, maintain and improve the environmental vitality and sustainability of Lake Forest’s
physical and natural assets.
Develop a series of environmental benchmarks, indicators and performance measurements for the City
and community.
Improve air quality in the City by implementfng air quality standards and a plan to support the
achievement of greenhouse gas emission reductfons.
Protect waterways and ravines by maintaining and improving storm water and sanitary sewer
infrastructure and stream system health.
Encourage recycling and energy efficiency programs to reduce/minimize the City’s contributfon to the
regions carbon footprint and landfill deposits.
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ENVIRONMENTAL SUSTAINABILITY,
RECREATION AND LEISURE
(CONTINUED)
2
Encourage access to natfve open spaces through the promotfon of health, educatfon and
sustainable ecological policies.
Identffy public and private partnership opportunitfes to promote educatfon and sustainable ecology.
Expand access to health foods by implementfng a community gardening initfatfve, increasing attendance
at farmer’s market events, and providing farming/nutritfon based educatfonal opportunitfes.
Increase access to open spaces through walking/bike trail connectfons throughout the City.
3
Identffy natural assets in Lake Forest to that should be the focus of investment and
expansion.
Identffy opportunitfes to extend programming at the Lakefront during off-season and off-peak
hours.
Explore programming opportunitfes at Elawa Farm during off-peak hours.
Identffy special events to celebrate natural assets, increase actfvity and community gatherings.
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MULTI-MODAL TRANSPORTATION AND
INFRASTRUCTURE
Desired State: Lake Forest has a comprehensive system of major streets and transportatfon optfons which
connects areas within and beyond the City limits. It is desirous to maintain this system while preserving the
character of The City of Lake Forest. An integrated, citywide, regional and multfmodal transportatfon system
that is safe, functfonal, and provides mobility opportunitfes will foster greater economic development,
that minimize and relieve future congestfon, and benefit all residents.
In 2022, The City of Lake Forest will be regionally linked and easy to navigate regardless of resources or
ability. The City will create effectfve local, regional, and mass transportatfon optfons for motorists,
pedestrians, and bicyclists alike. This will be achieved through the pursuit and advancement of
transportatfon optfons, expansion of “inter-connectedness” of non-vehicular pathways, and enhancement of
regional transportatfon and existfng roadway infrastructure.
Outcome, Opportunities, Obstacles: As a land-locked, predominantly built-out community, the
opportunitfes to connect on a regional scale are challenging. However, providing transportatfon alternatfves
that interconnect with neighboring communitfes and improving mobility within the community will
accommodate and encourage the use of multf-modal transportatfon and bicycle use.
Pursuit of these actfvitfes will open the door to community partnerships and new service opportunitfes that
cannot only improve quality of life for residents, but also enhance business perceptfons of the City by
improving traffic efficiencies for employees. Perhaps the greatest challenge that the City may face in pursuit
of this strategic goal is identffying the appropriate resources to make the improvements desired.
1
Contfnue to promote strong interconnectfons and coordinatfon between transportatfon and
land development projects.
Explore opportunitfes to enhance community development projects (i.e. Residentfal and Non-Residentfal)
that achieve greater “urban-suburban” feel through connectfons to multf-modal transportatfon routes.
Seek public infrastructure projects that promote greater mobility and enhance safety.
Identffy opportunitfes to enhance the Lakefront area as an additfonal gateway into the community.
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MULTI-MODAL TRANSPORTATION AND
INFRASTRUCTURE
(CONTINUED)
2
Promote safety and expansion of inter-connectedness of non-vehicular roadways on local
and regional level.
Identffy opportunitfes to expand and connect non-vehicular pathways.
Investfgate non-vehicular pathway safety improvements (i.e. streetlights, under/overpasses, safety
markers for trails, etc.).
Enhance the pedestrian/bike trail and sidewalk inspectfon and maintenance program.
Seek partnership opportunitfes with the Lake County Forest Preserve to ensure best practfces are met in
design, constructfon method and materials.
3
Pursue and advance public transportatfon service opportunitfes for residents, organiza-
tfons, businesses and instftutfons.
Collaborate with PACE, State, and County to identffy and promote public transit opportunitfes to
community stakeholders.
Advocate initfatfves that seek to improve and expand commuter rail services (e.g. Metra, Amtrak, etc.) in
Lake Forest, in partfcular, express trains to Chicago.
Identffy and leverage partnerships or grants to support public transportatfon services and capital
projects.
Implement a bicycle sharing program that links commuter rail facilitfes to commercial corridors, parks
and recreatfon locatfons, and instftutfons.
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19
COMMUNITY CHARACTER, HEALTH AND
SAFETY
Desired State: We must strive to maintain the high quality of service delivery without losing the “personal
touch” to which residents are accustomed and which helps to define our community’s character.
Additfonally, these services should contfnue to satfsfy community prioritfes, which include safety, health and
community enrichment. These characteristfcs will help attract a diverse populatfon including younger
residents, professionals and entrepreneurs to Lake Forest and will help strengthen the community’s
character, vitality and vibrancy.
Looking forward, the community’s character, health and safety should contfnue to be built upon the
preservatfon of the “best of the past” while planning for the future, maintaining a distfnctfve and uniquely
attractfve place to live, work, learn and engage with others. Key elements of the community’s character that
should be strengthened include, but are not limited to: natural open spaces, the beach, diverse recreatfonal
and educatfonal opportunitfes, cultural arts, established community instftutfons, tree-lined streets, diverse
neighborhoods and historic architecture. By ensuring the community streets, business districts, and neighbor-
hoods are safe, walkable and sustainable, Lake Forest can maintain the vibrancy of the community while en-
hancing the “character and livability” of the community.
Lake Forest will be welcoming to all, while contfnuing to promote community engagement. The City will
provide opportunitfes and accommodatfons that support a diverse and healthy populatfon which nurtures
young adults, families, and older generatfons. A sense of optfmism, confidence and pride will help guide
every facet of the community.
Outcomes, Opportunities, Obstacles: Opportunitfes that are available to Lake Forest are due to the quality
of life, the City’s stable financial positfon and overall reputatfon of the community, which is grounded in the
community’s core values. Challenges include changing commercial climate, shopping preferences, and
housing demands and pressure, to be open to new ideas as a more diverse populatfon moves into the City.
The City of lake Forest is challenged because of the longer commute to Chicago than from other North Shore
towns so we must showcase other aspects that make Lake Forest desirable.
In additfon, resistance to change and fears of negatfve impacts on the quality of life or property values can
present obstacles. Evaluatfng proposed changes in a balanced manner will allow the City to manage change
and encourage positfve growth while at the same tfme, support the character of the community. Balancing
competfng interests, values and traditfons, while maintaining a healthy sense of community, is challenging,
but provides healthy dialogue as core values and long-term goals are assessed on a contfnuing basis. As Lake
Forest looks toward the future, identffying opportunitfes and obstacles, while working through them will be
pertfnent to achieving the desired state. The City of Lake Forest has had a long traditfon of successfully
maintaining this balance since 1861. 111
20
COMMUNITY CHARACTER, HEALTH AND
SAFETY
(CONTINUED)
1
Maintain and contfnue to promote public relatfon opportunitfes to enhance the safety and
security of our residents, businesses, employees and visitors.
Publicize objectfve and accurate informatfon/statfstfcs to increase community awareness, guide public safety
and community expectatfons.
Expand public outreach and engagement with civic and business groups and broaden the responsibility for Lake
Forest’s community safety.
Ensure that full range of communicatfons methods and tools are being utflized to increase public awareness and
enhance avenues for community outreach.
2
Contfnue to engage the community in respectiul discussion, debate and decisions about the
Future of the Community.
Contfnue to explore changing technologies on an ongoing basis to enhance communicatfons with residents.
Contfnue to provide new opportunitfes to gather public input and encourage partfcipatfon in community
discussions.
Educate the community on the public process and the goal of achieving an end result that focuses on the overall
good of the community, while balancing various competfng interests.
Contfnue to host public engagement sessions, meetfngs and briefings
3
Deliver effectfve and efficient public safety services. Partnerships among various
community agencies and groups will contfnue to cooperate in community efforts to prevent harm
to life, property and the environment.
Contfnue to support collaboratfon between law enforcement and the community to increase awareness of how
to discourage crime and undesirable actfvity.
Expand fire and injury preventfon actfvitfes (i.e. implementatfon of Police & Fire Academy for elementary, mid-
dle and high school students).
Contfnue to collaborate with the Educatfon Community, C.R.O.Y.A., Library, Gorton Community Center, L.E.A.D.
& SpeakUP! Preventfon Coalitfon to implement City-wide preventfve substance abuse initfatfves.
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21
COMMUNITY CHARACTER, HEALTH AND
SAFETY
(CONTINUED)
Establish a system that tracks key indicators identffied by the community and health professionals for
promotfng and maintaining public and personal health.
4
Effectfvely align the City, school and community services in order to support the success and
well-being of children, youth, and families.
Develop and implement a comprehensive (0-22 year old) police department youth master plan that is
aligned with the school systems’ strategic plans.
Improve the coordinatfon and alignment of existfng youth mentoring programs and expand mentoring
capacity City-wide.
Increase recreatfonal actfvity/optfons for children and youth after school, in the evenings and during the
weekend.
113
22
HOUSING DIVERSITY AND RESIDENTIAL
DEVELOPMENT
Desired State: As noted earlier in this Strategic Plan, Lake Forest is and always has been first and foremost, a
residentfal community. Unlike a “bedroom” community, Lake Forest is more than just a place to come home to
after work in the evening. Instead, it is a place to live fully; a place to work, volunteer, learn, shop, recreate,
worship, create life-long friendships, raise families. It is a place to call home.
Historically, Lake Forest has always been a collectfon of neighborhoods; some with grand historic homes, others
with small cottage-type homes from the early 1900s, conventfonal subdivisions comprised of acre and a half lots
developed in the 1980s and 90s, and planned preservatfon subdivisions with clustered lots and preserved open
space. Multf-family residentfal opportunitfes are limited in the community. However, recently approved
developments are under constructfon, which will offer both ownership and rental multf-family housing optfons
to current residents looking for a new home to match their current life style, those interested in moving back to
the community and to newcomers who want to be part of this special community.
The residentfal character of the community is defined by the tree -lined streets, high quality architecture, tfme-
less design, durable constructfon and well landscaped and well cared for propertfes. As noted above, variatfon
in housing products, unit sizes, price points and neighborhoods together offer something for everyone. Retain-
ing the distfnct character, sense of place and quality of life will assure the long term viability of the community.
Those who live in Lake Forest, work, shop, or visit here, know they are somewhere special.
Outcomes, Opportunities, Obstacles: Some of the aspects that make Lake Forest unique also present chal-
lenges. Successful adaptfve reuse of historic structures and propertfes is part of the City’s history. Contfnued
openness to adaptfve reuses will be essentfal to provide economically viable opportunitfes that will preserve
and protect unique propertfes long into the future. There is a long traditfon in the community of single family
homes co-existfng with instftutfonal uses, multf-family developments and commercial uses. The community’s
willingness to embrace new, and sometfmes, unconventfonal ideas has often set Lake Forest a part as a leader
in many areas.
Home sale actfvity and the price points of sales in comparison with actfvity in other communitfes are often cited
as an indicatfon of the vitality of the community. In some ways, Lake Forest cannot compete with other
communitfes; Lake Forest is farther away from Chicago than communitfes to the south. Focusing on and
promotfng the unique living environment that Lake Forest offers will assure that the community will weather
changing economic climates as it has many tfmes in the past.
114
23
HOUSING DIVERSITY AND RESIDENTIAL
DEVELOPMENT
(CONTINUED)
1
Maintain a diverse housing stock and encourage responsible community growth.
Inventory existfng housing types and lot sizes for the purpose of identffying gaps in available products or
alternatfvely, an overabundance of partfcular housing products or lot sizes.
Review and update the Comprehensive Plan as it relates to housing to provide a framework for future develop-
ment decisions.
2
Contfnue the traditfon of thoughtiul long term planning; preserve the character of the communi-
ty and quality of life.
Consider opportunitfes to streamline review processes while at the same tfme assuring quality development.
Avoid following “trends of the day”. Consider the impact of decisions carefully weighing short term benefits
and long term impacts.
Once the Laurel and Western Avenues, and the McKinley Road Redevelopment projects are completed, take
tfme to evaluate the absorptfon of the new rental and for sale products and the alignment, or lack thereof, of
the unit sizes and price points with the market interests. Care should be taken to not overbuild any
partfcular product type.
3
Contfnue to build partnerships to provide accessible housing.
Raise awareness about successes to date resultfng from the City’s partnership with Community Partners for
Affordable Housing.
The Housing Trust Fund Board should explore partnerships with the College, the hospital, public and private
schools and corporatfons in an effort to together, pursue initfatfves that will make housing accessible to em-
ployees who work in the community.
Consider the development of campus-related housing that could offer a unique housing type mixing young and
old.
Contfnue to pursue initfatfves that disperse housing types throughout the community rather than concentratfng
a partfcular type of housing at a single locatfon. 115
24
HOUSING DIVERSITY AND RESIDENTIAL
DEVELOPMENT
(CONTINUED)
4
Encourage adaptfve reuse of historically significant single family residences, out buildings
and estate propertfes.
Consider Code amendments to provide a streamlined process for review of proposed adaptfve reuses of
historic homes, buildings and large propertfes under certain conditfons or limitatfons including, but not
limited to: condominiums, inns, bed and breakfasts, office use, spas and rental units.
116
25
THANK YOU
STRATEGIC PLANNING PARTICIPANTS
Michael Adelman
Susan Banks
Paul Best
Biddy Boyer
Ray Buschmann
Paula Clair
Cathy Czerniak
Megan Dahlinger
Phil Doetsch
Chris Ellertson
Deb Fischer
Phil Gaytor
Bruce Grieve
Paul Hamann
Octavius Hayes
Elizabeth Holleb
Barry Hollingsworth
Dan Jasica
DeSha Kalmar
Susan Kelsey
Marcy Kerr
Robert Kiely
Aiden Kinsella
Charles Kohlmeyer
Catherine Lemmer
Patrick Looby
Reese Marcusson
Pat McDonaugh
Michelle Moreno
James "Jed" Morris
Todd Nahigian
Tim Newman
Ted Notz
Jim Opsitnik
George Pandaleon
Louis Pickus
Melanie Rummel
Caitlin Saville-Collins
Don Schoenheider
John Sentell
Pete Siebert
Mike Simeck
Mike Strong
John Strudwick
Sally Swarthout
Stanford Tack
Mike Thomas
Allison Waggoner
Catherine Waldeck
Karl Walldorf
Richard Walther
Bob Whelan
Anne Whipple
Catherine Yehle
117