C IMPROVEMENTS PROGRAM 2011 2016...2. A CIP can assist in avoiding inefficiencies or costly mistakes...

VILLAGE OF WARREN

CAPITAL IMPROVEMENTS PROGRAM

2011 - 2016

VILLAGE OF WARREN CAPITAL IMPROVEMENTS PROGRAM

2011 - 2016

August 2011

Prepared By:

Village of Warren Board Members Village Staff

Community Funding & Planning Services Municipal Design & Environmental Services

Five Year Capital Improvements Program 2011-2016 Village of Warren

CAPITAL IMPROVEMENTS PROGRAM ACKNOWLEDGMENTS

VILLAGE OF WARREN BOARD MEMBERS Wayne Raisbeck, President

Jack “Wally” Ditsworth, Trustee Tom Fernstaedt, Trustee

Steve Loomis, Trustee Kirk Raab, Trustee

Jimmy Vance, Trustee Wayne Wubbena, Trustee

Staff

Cindy Brinker, Village Clerk Donna Breed, Village Treasurer

Carl Andrews, Village Zoning Officer Bryan Bohnsack, Village Police Chief John McCool, Sewer Superintendent Todd Stone, Water Superintendent Jeff Bartell, Street Superintendent

Community Funding & Planning Services Sharon Pepin Randy Pepin

Municipal Design & Environmental Services

Gene Stoll Jason Smith


© Community Funding & Planning Services 2 Warren CIP Final August 2011

TABLE OF CONTENTS Page I INTRODUCTION

What is Capital Improvement Programming? .............................................................. 3 What are Capital Improvements? ................................................................................ 3 What are the Benefits of Capital Improvements? ....................................................... 4 The Capital Improvement Programming Process ........................................................ 5 Community Description ....................................................................................... 5

II INVENTORY OF CAPITAL IMPROVEMENT PROJECTS

Public Facilities A. Streets, Sidewalks ................................................................................ 7 B. Sanitary Sewer and WWTP Improvements ........................................ 10 C. Water System Improvements ............................................................. 15 D. Other Related Public Facilities ............................................................ 21

Community Facilities E. Planning and Economic Development ................................................ 25 F. Public Safety ..................................................................................... 29

III IMPROVEMENT RANKING AND FUNDING SOURCES

Capital Improvements Priorities ................................................................................. 30 Priority Ranking Criteria Definitions ........................................................................... 32 Funding Sources - Methods of Financing ................................................................... 33

IV PROJECT SUMMARY Capital Improvements Summary ................................................................................ 36 Capital Improvements by Year ................................................................................... 37 APPENDICES

A. Capital Improvements Map B. Detailed costs for specific projects outlined in Chapter II C. Tree City USA, Trees Forever D. Safe Routes to School Program E. LOIS – Location One Information System F. User Rate Analysis – Village of Warren G. User Rate Analysis – Five County Comparison



I. INTRODUCTION

Communities today are faced with the difficult task of allocating limited resources among a seemingly unlimited number of demands and needs for public services. Every year during budgeting time, communities must decide on what they can afford to do for the upcoming year. Political officials rely on staff to present relevant information on the status of the Village’s community and public facilities, financial investments and projected income. Community leaders must then find the balance between addressing what is urgently necessary, politically necessary and statutorily necessary, all the while trying to find the financial resources to pay for what will be done. As has been the case the past few years, federal and state revenues are down, which ultimately means reduced revenues for each community. New fees are being mandated by state agencies for yearly renewal of various permits. Other state funding programs have been reduced or completely cut, thereby making the decision as to which project to do gets even harder. What is Capital Improvement Programming? To adjust to this loss of funding and save their communities facilities from further deterioration, communities have begun to see the connection between community development planning and community facility planning, a process that integrates most of the community’s public components into a development strategy. This process is called “Capital Improvement Programming (CIP)”. One of the main purposes of a CIP is to plan for facility construction, replacement and improvement over the course of some specified time interval, rather than construct, replace and improve some public facility during a time of crisis. Proactive rather than Reactive! When trying to rationally make funding decisions regarding community facilities, it is recommended that a comparing of costs and benefits be made in light of current and projected available financial resources. Therefore, the goal of a CIP is to provide local decision-makers, private developers and citizens with detailed information on the capital improvement projects that will be needed over a specified time interval. A typical CIP will include an inventory of identified public and community facilities projects; their estimated costs; a timetable for their implementation; and, the potential sources of project funding. The CIP sets forth a schedule of capital improvements that can be implemented within the limits of the community’s financial resources. What are Capital Improvements? In general, capital improvements are relatively expensive, nonrecurring municipal expenditures that add to the infrastructure of basic community facilities. Once developed, capital improvements tend to be semi-permanent and require annual expenditures to cover maintenance and operation costs. Public and community facilities like roads, bridges, water and sewer lines, treatment plants, parks, and community buildings are all capital improvements. Many communities establish a capital improvements definition of any expenditure over $3,000, which results in a capital asset with a useful life of more than five years. Under this classification, major pieces of equipment utilized by



the Department of Public Works would be classified as capital improvements, while small purchases, like office equipment would not. When estimating the cost of a capital improvement, it is customary to include all costs, when possible, to bring a new facility into operation. Land purchase, site design and engineering fees, construction costs and legal fees are all part of the total cost of a new capital improvement. Special projects, mapping, studies and community surveys are also vital costs to be included in capital improvement programming, but can be treated as separate expenses as well. The CIP is intended to function as a five-year strategic budget plan, and should be reviewed yearly and updated periodically. What are the Benefits of Capital Improvements Programming? A municipality may expect to receive a number of benefits from a commitment to continuing the process of capital improvements programming. The formulation of sound capital improvement programs, however, requires strong leadership by the elected governing body, a strong commitment by local officials and residents to the program, and a high level of intergovernmental cooperation when the capital projects involve more than one unit of government. The benefits of a CIP include the following:

1. A CIP can help achieve community development and redevelopment objectives, and meet needs associated with anticipated community growth and urban development and redevelopment by assuring that those projects that are desired or needed most will be constructed on a priority basis.

2. A CIP can assist in avoiding inefficiencies or costly mistakes associated with the provision of major public improvements, such as opening of a newly paved street to install a utility line.

3. A CIP can facilitate the timely reservation and acquisition of needed lands in advance of actual construction, and potentially reduce land acquisition costs.

4. A CIP can help keep elected officials and citizens informed of future capital improvement projects within the community, and thereby reduce pressures on the governing body for projects that have a relatively low priority for implementation. This is particularly important when there are relatively high turnover levels in local elected officials.

5. A CIP can reduce public improvement scheduling problems, can sequentially list time related projects, and can eliminate conflicting projects. Major improvements can be more effectively scheduled, and available personnel and equipment better used when it is known in advance what projects are to be undertaken, where and when. A CIP offers the public officials of a community an opportunity to plan the timing and financing of needed major improvements in the interest of the community as a whole. Also, since major improvements may extend beyond the corporate limits of a municipality, the capital improvements program can help to achieve inter-municipal coordination and reduce duplication of efforts associated with project implementation.

6. A CIP can help the community maintain sound financial management over the long-term. By scheduling and planning for capital projects, the Village can avoid inordinate increases in the tax rate or bonded indebtedness. The CIP process typically provides enough time for officials in a municipality to select the best means of financing major projects.



Also, by scheduling capital projects that are within the financial capacity of the community, the CIP helps to preserve the community’s credit rating and makes the community more attractive to business and industrial interests.

7. A CIP enhances a municipality’s potential for obtaining federal or state aids for major improvements. Many programs actually require current CIPs on file for eligibility.

8. A CIP assists in the implementation of the community comprehensive development plan, since the program can schedule major improvements in such a way as to encourage developments in a time and place in accordance with such a plan.

The Capital Improvement Programming Process for the Village of Warren In order to develop this CIP plan, the Village requested assistance from Sharon Pepin of Community Funding & Planning Services, and the following procedure was utilized:

1. A goal-setting meeting was held with members of the Village Board, each of the Department Heads, and Village Staff. Individual department meetings were held to gather information on future public facilities and community facilities projects, as well as economic development projects. A list of projects that are ‘needed’ and/or ‘wanted’ over the next five years was prepared.

2. There were follow-up meetings with local staff to gather information on existing infrastructure systems and to gain more specific details for future projects.

3. A detailed description was created for each project. A list of the identified projects was provided to Municipal Design & Environmental Services, the engineer used to prepare construction cost estimates for each of the projects. All possible funding sources for each project were identified.

4. Identified capital projects were reviewed and prioritized and scheduled for implementation over the next five years.

5. The Capital Improvements Program was adopted by the Village Board to guide future financial decision-making.

Community Description The Village of Warren is located in the northeast corner of Jo Daviess County, in the northwest portion of the State. Illinois Route 78 runs north and south through the Village, connecting it to the State of Wisconsin, which is less than 10 miles to the north of Warren. The population for Warren has decreased over the last 20 years. The 1990 population was 1,550, and the 2000 census documented the population to be 1,496. Exact 2010 numbers are not available, but 2009 showed a population of 1,356. This represents a 13% decrease over the last 20 years. Jo Daviess County’s population numbers show a different picture. From 1990 to 2000, the County experienced a slight increase – 1990 was 21,821, and the 2000 census number was 22,289. However, the 2009 number shows a slight decrease of 299 persons, bringing the population to 21,990.



The State’s population is expected to increase by 16% by 2020. According to the US Census Bureau, Illinois counties will experience varying growth rates because of different issues like location, economic opportunities and attraction to foreign immigrants. The fastest growing counties will be those surrounding Cook and DuPage Counties in northeastern Illinois, DeKalb, Ogle, and Winnebago Counties, those adjacent to the St. Louis area and a few other counties downstate. It is estimated that many of the more rural counties in the northwestern and southeastern parts of the state are projected to decline in population. Warren was founded in 1843 along the Stagecoach Trail, which was the route used by early explorers and traders for almost 200 years. The Village has several historic buildings including the Warren Community building shown below, which was built in 1853 and originally served the community as the Old Stone Hotel.

Over the last few years, the Village Board has completed major improvements to its water and wastewater systems. Such improvements will provide improved overall service and provide room for future growth. Additionally, the Village has conducted community roundtables the last few years in an attempt to better communicate the projects the Village is working on, and to also hear from its residents and area businesses. The Village of Warren has taken many positive steps towards improving economic development and growth within its community. The Village has an economic development loan program that is available to local businesses. Some vacant buildings have been renovated, and a number of new businesses have opened up shop in the downtown district. Warren has also identified that financial incentive tools are necessary to entice and attract new businesses. Such incentive tools can also benefit existing business owners as well. In 2011, the Village created a Tax Increment Financing (TIF) District which encompasses areas of potential growth and the downtown district. Other incentive tools have also been identified through the planning process when the capital improvement plan was created. The quality of life in Warren is very good for raising a family. The Warren School District provides a good education and the facilities on Water Street are centrally located within the community providing for Pre-K through 12th grade. The economic climate for Warren is also very good, as new development is already in the works, which will create jobs and provide increased property and sales tax revenue, and provide new services to its residents.



II. INVENTORY OF CAPITAL IMPROVEMENT PROJECTS

This chapter presents an inventory of Warren’s public facilities and community projects. The inventory includes a description of the project, cost estimates, scheduling and funding sources. Projects are listed in this section by project type, and are in no way ordered or prioritized.

PUBLIC FACILITIES A. Streets, Sidewalks 1. Road Maintenance Program

Village lays asphalt and does around $30,000 in seal coat work / slurry seal work a year. The Village does not do entire streets and they do not have a maintenance plan identifying the condition of roads or alleys throughout the Village. They do have a map that identifies past street projects—what’s been done and when; this helps to plan for future street projects. Asphalt patching and seal coating help to lengthen the life of a roadway and provides needed maintenance to some roads while other roads are being redone. Seal coating typically lasts between 5 to 7 years, depending on the traffic volume. One additional source of revenue for road maintenance is Motor Fuel Tax (MFT) funds from the Illinois Department of Transportation. The Village of Warren receives approximately $3,150 a month, or $37,800 a year, in MFT funds. As of April 30, 2011, the Village’s MFT account had a balance of $56,044. MFT funds can be used for a multitude of projects such as seal coating, roadway improvements, storm water improvements or general maintenance. If possible, roadwork projects should be coordinated with water/sewer improvement projects. Other funding sources may be available for a roadway project if water and sewer are needed. The Village should continue with the patching work to maintain the existing roads. The Village should also create a spreadsheet that lists all of the roads and alleys in the community and note the condition of each. The roads in the worst condition should be addressed first; and those needing maintenance should also be identified to increase their life span.



The following roadways were identified for maintenance in 2011:

Jefferson Street – from Tisdel Avenue to Fiedler

Clinton Street – from Galena Avenue to Fifth Street

Mill Street – from railroad tracks to Cole Street The following roadways have been identified for future projects:

Galena Street – from Water to Bellevue Streets

Long Street – from Galena Avenue to Anson Street

Cole Street – from Burnett Avenue to Mill Street

Summer Street - from Main to Washington

Dearborn Street - from Main to Anson Streets

Wall Street - from Main to Anson Streets

Nora Street - from Main to Anson Streets

Center Street - from Main to Anson Streets

Warren Street - from Main to Anson Streets

John Street - from Tisdel Avenue to railroad tracks

York Street – from Tisdel Avenue to Ford Street

Platt Street – from Tisdel Avenue to Ford Street Project Road Maintenance Program Cost Schedule 1a 2011 roadway projects $55,000 2011 1b Road Maintenance Program $30,000 Annual Possible Funding Sources: Motor Fuel Tax Fund, TIF Fund, General Fund.

2. Tree Maintenance Program

The Village budgets roughly $200 a year for tree maintenance. The Village has requested information regarding membership for the Tree City USA Program. The Tree City USA® program, sponsored by the Arbor Day Foundation in cooperation with the USDA Forest Service and the National Association of State Foresters, provides direction, technical assistance, public attention, and national recognition for urban and community forestry programs. There are many benefits of being a Tree City include creating a framework for action, education, a positive public image, and citizen pride. There are four standards as part of the application to become

a member. They are: 1) development of a Tree Board or Department; 2) develop a Tree Care Ordinance (if the Village has a current Tree Ordinance, the program rules can be incorporated into the existing ordinance); 3) develop a community forestry program with an annual budget of $2 per capita; and 4) create an Arbor Day Observance and Proclamation.



The new Illinois Green Streets Initiative is part of the Replanting the Prairie State Initiative to further reduce greenhouse emissions in the state. Funds for this program can only be used for planting of trees or prairie grasses. Although funded through the Illinois Transportation Enhancement Program, applications for the Illinois Green Streets Initiative will utilize a separate application unique to that program. Project sponsors may receive up to 80 percent reimbursement for project costs. The remaining 20 percent is the responsibility of the project sponsor. The IDOT website can be checked in March each year for application date (http://www.dot.state.il.us/opp/itep.html). As the potential for the Emerald Ash Borer to spread in our area, there is a program being offered to communities to prepare for this invasion. The Trees Forever is a non-profit organization that is focusing on the Emerald Ash Borer and whose mission is to plant and care for trees and the environment for empowering people, building community and promoting stewardship. The organization provides grant funds up to $3,000 that must be matched with a dollar-for-dollar contribution or an in-kind donation.

If the Village is to participate in the Tree City USA Program, it will need to budget at least $2,800 a year for tree maintenance. Program information for the Tree City USA, the Green Streets Initiative and the Trees Forever organization are included in the Appendices.

Project Tree Maintenance Program Cost Schedule 2 Tree Maintenance Program $2,800 Annual Possible Funding Sources: Tree Fund; General Fund; Illinois Department of Transportation’s Green Streets Initiative Program; Trees Forever.

3. Sidewalk Replacement Program

Currently the Village budgets $6,000 for sidewalk supplies. There is no plan for sidewalk repair/replacement; work is done on an as-requested basis. If a sidewalk is in need of repair or replacement, the property owner contacts the Village. The Village will pay for the concrete for the sidewalk, and the resident / property owner is responsible for all other costs. There may be areas throughout the Village where sidewalks could be replaced. And, as new residential developments occur, the Village’s subdivision ordinance should include sidewalks as a part of the development requirements.

Over the past few years, there have been accidents and people have been hurt walking on the sidewalks in the downtown district. In order to address the deteriorated sidewalks in the downtown district, the Village identified two potential sources of funding to replace the downtown sidewalk.

http://www.dot.state.il.us/opp/itep.html



In 2010, the Village was awarded a Transportation Enhancement Program grant (TEP) from the Illinois Department of Transportation (IDOT). The transportation project was the replacement of the sidewalk in the downtown district – from Pearl Street to Water Street on the west side and from Water Street to Burnett Avenue on the east side of Route 78. The total project was estimated to cost $327,903, and the Village was awarded a grant of $262,320, which is 80% of the estimated total. The Village also submitted an application to the US Department of Agriculture Rural Development Division for a Rural Business Enterprise grant. The grant amount requested was $99,000; this amount can be applied towards the Village’s 20% match for the IDOT grant for the downtown sidewalk project. While the TEP will provide financial assistance to address deteriorating sidewalk in the downtown district, it does not provide financial assistance to other sidewalks within the Village. For this, the Village should work with the Warren School District and look to make application to the Safe Routes To School Program (SRTS). The SRTS program is

offered from the Illinois Department of Transportation and provides financial assistance to fund the construction of new or the repair of existing sidewalks. The Safe Routes to School (SRTS) program is directly tied to Kindergarten and Middle Schools. The program is a 100% reimbursement type grant and applications are normally due in August. An application to the Safe Routes to School Program should be coordinated with the School District, as a Travel Plan will need to be created that identifies specific goals. A preliminary review of the

criteria associated with the SRTS program and the projected population benefited by this project should be conducted prior to creating a Travel Plan or submitting a SRTS application. Project Sidewalk Replacement Program Cost Schedule 3a Sidewalk Replacement (done as requested) $6,000 Annual 3b Downtown Sidewalk (TEP)* $328,000 2012 3c Safe Routes to School Application $5,000 2013 *includes engineering costs

Possible Funding Sources: Sidewalk Fund; General Fund; Special Assessment; TIF; IDOT Transportation Enhancement Program; IDOT Safe Routes to School Program; USDA Rural Development – Rural Business Enterprise Program.

B. Sanitary Sewer and Wastewater Treatment Facility Improvements 4. Sanitary Sewer Televising / Cleaning Program

The Village’s sanitary sewer collection system consists of approximately 2,400 lf of force main and 67,000 feet of gravity main, ranging in size from 8” to 24”, with a majority of the sewer main being 8”.



The Village completed a sanitary sewer analysis in 1975, which included smoke testing and televising of the collection system. A map was created as part of the sewer analysis that was completed and identifies future areas that need work. Most of the collection system has been televised over the years and stored on VHS tapes. Televising of the collection system will aid in identifying where work needs to be done and what type of repair work can be done to correct the problem (construction vs. lining). The Village has implemented a number of the recommendations identified in the sewer analysis. Most of the private connections have been fixed. However, there are still infiltration/inflow (I/I) problems. In order to address I/I, the Village should look at 1) additional televising in specific problem areas, 2) dye testing of residential sump pumps and foundation drains to identify illegal connections, and 3) smoke testing to identify areas where the mains are broken and also areas where the main and laterals have come apart and where illegal connections are located. Any of the above options will provide the Village with additional information needed to identify I/I issues. The Village currently budgets $5,000 a year for annual maintenance of the sewer collection system. For 2011, the Village will be cleaning and televising all of Route 78 and Railroad Street within the Village. Project Sanitary Sewer Maintenance Cost Schedule 4a Smoke testing and dye testing $1,000 Annual (2 sites @ $500 per site) 4b Cleaning and televising $4,500 Annual (3,000 lf @ $1.50 per linear foot) Possible Funding Sources: Sewer Fund and General Fund. Illinois Rural Water Association may provide this service for free or for a minimal charge.

5. Manhole Maintenance / Cover Replacement Program

As the Village makes improvements to its sewer system, one component that may require maintenance and/or replacement are the manholes and manhole covers within the collection system. This is one potential inflow source for clear water to enter the sanitary sewer system. Open pick-hole type covers can allow a substantial amount of clear water to enter the sanitary sewer collection system and eventually treated at the wastewater treatment facility. This excess inflow/infiltration weakens the mains in the collection system and puts additional wear and tear on the treatment facility and increases operational expenses. There are approximately 227 manholes in the Village’s sewer collection system and most are in pretty good condition. Additionally, the Village has been replacing the open pick-hole cover manholes with concealed manhole covers. This prevents clear water from entering the sanitary sewer system.



The Village should maintain a list of manholes that need to be repaired/replaced; such replacement should be coordinated with a larger sanitary sewer project to secure other funding. Roughly 2 manholes a year should be replaced a year. Project Manhole Maintenance/Cover Program Cost Schedule 5 Manhole Replacement $9,000* Annual

(2 manholes @ $4,500 each) *cost may be more depending upon location of manhole

Possible Funding Sources: Sewer Fund; General Fund; Illinois Department of Transportation – Community Development Assistance Program grants; or USDA Rural Development Programs (when combined with a larger sewer project).

6. Sanitary Sewer Extensions

Extensions of the sanitary sewer collection system may be necessary to develop new commercial and residential areas, or it may be necessary to provide collection services to users that are on private systems. There’s one proposed residential area within the Village that will require the extension of both sewer and water services. The proposed subdivision is located at the southwest corner of the Village and located adjacent to the wastewater treatment plant. If the Village were to install the infrastructure, the estimated cost would be roughly $16,000 for the extension of sewer services. Currently, there are 710 water users, of which 700 are also connected to the Village’s sewer system. This means that 10 users within the Village are on private septic systems, all of which are located at the south side of the Village. However, in order to provide service to these users a lift station would need to be constructed. At this point in time, such a project is cost prohibitive. As development occurs, the cost associated with extending sanitary sewer service should be discussed with potential developers, with possible incentives provided to the developer. If sanitary sewer extensions are required due to failing septic systems and residents are impacted, there are other potential funding sources that can provide financial assistance to the Village.

Project Sanitary Sewer Extensions Cost Schedule 6 Kipp’s Subdivision $16,000* 2016

*cost based upon Village employees doing the work

Possible Funding Sources: Sewer Fund; General Fund; TIF; Illinois Environmental Protection Agency; DCEO – Community Development Assistance Program; USDA Rural Development Community Facility Programs.



7. Sanitary Sewer Lift Stations

Warren’s sewer system has two lift stations. One is located at Winslow Road; it’s a one-pump station that services mainly commercial users. The Village is looking to make improvements to this lift station to accommodate pumping the facility. The second is located at Tisdel Avenue on the south edge of town that is a 2-pump station that services residential and commercial users. Project Sanitary Sewer Lift Station Improvements Cost Schedule 7a Winslow Lift Station Improvements* $3,800 2011 *Cost estimate provided by Village and based upon Village employees doing the work

Possible Funding Sources: Sewer Fund; General Fund; TIF; Illinois Environmental Protection Agency; DCEO – Community Development Assistance Program; USDA Rural Development Community Facility Programs.

8. Wastewater Treatment Facility

Warren owns and operates an activated sludge wastewater treatment facility that is located on the southwest side of the Village. The facility includes an aerated grit chamber, two primary clarifiers, two secondary clarifiers, a two-cell oxidation ditch, two aerobic digesters and sludge drying beds. The facility was originally constructed in 1937. Upgrades were made in 1965, 1976 and 2005. The most recent improvements made were in 2009 that included a new 24” sewer overflow and the replacement of deteriorated sewer mains. The facility is not at capacity, and has room for growth to a population of roughly 3,300. The present flow is 150,000 gallons per day. The daily average design capacity of the facility is 330,000 gallons per day, with the maximum daily average design capacity being that of 660,000 gallons per day. On-going improvements are made to the plant as necessitated. The current operator has a list of all the pumps/motors at the plant, with serial numbers and when they were last installed. There are no anticipated improvements that are needed over the next five years.



Project Wastewater Treatment Plant Improvements Cost Schedule 8 Follow up with Operator for future work $ -0- 2012 Possible Funding Sources: Sewer Fund; General Fund; TIF; Illinois Environmental Protection Agency; DCEO – Community Development Assistance Program; USDA Rural Development Community Facility Programs.

9. Wastewater Operator Replacement

The Village’s current wastewater treatment facility operator will be retiring in May 2013. The Village needs to start the selection process in 2012, which would provide ample time to hire and train a replacement. The new operator will need to have a Class 2 license in order to operate the facility. The class level is determined by the amount of flow at a facility. A new operator will have to secure a Class 3 and a Class 4 license before securing a Class 2 license. Classed are held at the Environmental Resources Training Center in Southern Illinois University in Edwardsville. Time spent in the classroom as well as hands-on training count towards hours needed as part of the license. Project Wastewater Operator Replacement Cost Schedule 9 Operator Training $145* 2013 *cost is for registration fee for only one class; at least 3 classes will be needed

Possible Funding Sources: Sewer Fund; General Fund.

10. Review Village’s Sanitary Sewer User Revenues and Expenses

The Village’s sewer system should be run as a business, and people should pay for the services used. An annual review should be conducted to determine the expenses incurred for the operation and maintenance of the sewer system, and to ensure that revenues are being taken in to cover those expenses. Additionally, the Village should set up a sanitary sewer surplus fund, to be used for future projects and/or emergency repairs. The Village is in the process of reviewing the sewer revenues and expenses for the last three years. Although the Village had a slight positive balance in the sewer fund for the fiscal year ended April 30, 2011, revenues decreased by $3,200. Upon review of the analysis, recommendations are being provided to increase the sewer user rate; a copy of the analysis is included in the Appendices. Additionally, a monthly billing cycle is being considered and the proposed recommendation takes this into consideration.



Currently, the Village has a quarterly billing cycle and the sewer rates are as follows: 1st 8,000 gallons - $74.00 > 8,001 gallons - $5.00 per 1,000 gallons The average consumption for a standard household is roughly 5000 gallons a month. This equates to $74.00 a quarter or $24.66 a month for sewer users in Warren. This consumption amount is also used for comparison purposes when the Village submits a grant application to USDA Rural Development or the Illinois Department of Commerce and Economic Opportunity. A user fee of $40.00 a month for sewer service is what funding agencies use as the average. Once the new user rates are set, the Village should conduct a yearly review to ensure that enough revenues are being generated to cover all of the expenses associated with the sanitary sewer system. Project Sanitary Sewer User Rate Review Cost Schedule 10 Revenue/Expense Review* $ -0- Annual *no cost if review is done by Village

Possible Funding Sources: Sewer Fund; General Fund.

C. Water System Improvements Village’s Water System –

The Village’s water storage system includes two elevated water reservoirs. One was constructed in 1928 and has a storage capacity of 60,000 gallons. The other is a 200,000 gallon elevated sphere that was built in 2003. The water source component consists of three wells. The water distribution system entails approximately 68,178 linear feet of 2” to 12” diameter water mains. The majority of the water mains in the Village are 6” in diameter.

11. Water Tower Maintenance

The Village’s water system includes two elevated water reservoirs. One was constructed in 1928 and has a storage capacity of 60,000 gallons. The other is a 200,000 gallon elevated sphere that was built in 2003. Both reservoirs are currently being used, with the older tank serving mainly as a backup. The older water tower needs to be repaired and painted; it was last painted prior to 1999. Towers typically need to be repainted every 10 to 12 years. The newer tower needs to be cleaned. Water towers should be visually inspected both inside and out, every 3 to 5 years.



Maintenance of the water towers is an on-going project, both internally and externally. There are firms that provide an annual maintenance contract to communities to oversee care of the tower which can include day-to-day operations. There are also firms that provide a long-term contract to address inspecting, cleaning and painting of the tower. The cost associated with rehabbing the old tower, versus abandoning it will be a determining factor if the old tower is to be kept in use. Recently, the old tower was inspected, and based upon the inspection, the exterior needs to be cleaned and sand blasted before applying the coating system, and then painted. The Village has been allocated a grant from the Illinois Capital Bill for renovation of the old water tower. The newest water tower has access on the top of the tower for the placement of electronic equipment. The Village has contracted with a cell phone provider who has expressed interest in installing an antenna on the tower. Attention should be given to liability issues when preparing a contract for tower space. Project Water Tower Maintenance Cost Schedule 11a Old Tower – inspection $2,500* 2011 11b Old Tower – repairs/painting $200,000* 2012 (cost is dependent on amount of work done – interior/exterior)

OR 11b Old Tower – demolition $26,000 2012 11c New Tower – inspection/exterior cleaning $36,000 2012 *based upon estimate provided by Village engineer

Possible Funding Sources: Water Fund; General Fund; Illinois Capital Bill grant.

12. Well Pump Maintenance Program

The Village has three municipal wells that provide the Village’s water source. Well #11772 is located near the Museum. The well was drilled in 1901 and has a depth of 700 feet. It was last serviced in 2005 at which time the following improvements were made: submersible motor was pulled and replaced; 462’ of new 4” galvanized pipe was installed; a new 50 hp Franklin Motor was installed, along with a new pressure release valve. This well was down when the CIP was being created. There are electrical issues and pump problems.

Well #11773 was drilled in 1952 and has a depth of 1000 feet. The well is located on West Main Street (near the park). It was last serviced in 1999, with improvements including 400’ of new 6” column piping, pulled and lubed shaft turbine, replace shafts and installed new 10-stage peerless bowl assemble. The Village would like to purchase a permanent generator for this well and possibly look to change the motor to a ‘soft-start’.



The third is Well #11774. This well was drilled in 1978 and is located on Anson Street near the American Legion building. The well has a depth of 1030 feet. Improvements were made in 2010 that included all new shaft and spiders, pump and column piping, along with a new efficient motor. It is recommended that municipal pumping equipment be pulled every 7 - 10 years for preventative maintenance. A rotated maintenance schedule should be set between the three wells. An inspection of the wells should entail the inspection of the column piping, check the motors and inspection of the pumps. Costs associated with improvements can only be estimated until an actual inspection report is provided; at which time actual costs for improvements will be identified. Project Well Maintenance Cost Schedule 12a Well #11772 inspection & improvements $23,000 2011 OR abandon well $15,000 2011 12b Well #11773 (inspection & improvements) $30,000 2012 12c Well #11773 - Generator and soft-start $45,000 2012 12d Well #11774 (inspection) $10,000 2018

Possible Funding Sources: General Fund; Water Fund. If incorporated with a larger water project or is considered an emergency or is a threat to the public health of the residents, other funding sources like the Illinois Environmental Protection Agency, DCEO Community Development Assistance Program and/or USDA Rural Development Water Program.

13. Water Main Looping / Replacement / Extension

Looping of dead-end water mains is necessary to provide improved water service, increased water pressure and improved fire flow. Water mains that are small in size – smaller than the 6” minimum required by IEPA – should be replaced, to provide improved water service. Water mains within the Village’s distribution system range in size from 2” to 12”. The extension of the water distribution system may be necessary to develop new commercial and residential areas, or it may be necessary to provide water service to users that are on private wells. As noted in the Sanitary Sewer Section, there’s one proposed residential area within the Village that will require the extension of both sewer and water services. The proposed subdivision is located at the southwest corner of the Village. If the Village were to install the infrastructure, the estimated cost would be roughly $27,000 to provide water services.



As the Village is aware, grants and loans for water improvement projects are another possible funding source besides the General Fund or the Water Fund. If the Village has an area where they know water pressure and service is a problem, and the problem can be documented, the Village could apply for a Community Development Assistance Program (CDAP) grant for financial assistance. More information on the criteria necessary to apply for grants and the timeframe is indicated in #21 below. Special water main replacement / looping projects have been identified: 13a. Pearl Street – Hyde to James Streets (4” ductile iron main) 13b. Nebula Drive - Sunset Heights Subdivision (main relayed and looped) 13c. Washington Street – from Clark to Clay (proposed looping) 13d. Clinton Street – Fifth to Galena (proposed looping) Project Water Main Replacement/Looping Cost Schedule 13a Pearl Street $55,000 2014 13b Nebula Drive $67,000 2013 13c Washington Street $65,000 2016 13d Clinton Street $60,000 2015 13e Kipp’s Subdivision $27,000* 2016

*cost based upon Village employees doing the work

Possible Funding Sources: General Fund; Water Fund; DCEO Community Development Assistance Program; USDA Rural Development Water Program; Illinois Environmental Protection Agency Public Water Supply Program.

14. Fire Hydrant Replacement Program

The public works department maintains a list of fire hydrants and has identified the existing hydrants that need to be repaired and/or replaced. The Village has a variety of fire hydrants types that are used throughout its distribution system, such as Mueller, Kennedy, Eddy, RIN and MBW. It may be cost effective to use one particular type, so spare parts for each of the different hydrant type is not required. There are 120 fire hydrants located within the Village. The public works department flushes the hydrants twice a year (in the spring and fall). Fire hydrants are replaced on an ‘as-needed’ basis. Depending upon the age and condition of the meters, the Village may want to consider starting a fire hydrant replacement plan which will entail the replacement of two hydrants a year. The Water Department is doing preventive maintenance on its fire hydrants. In 2010, roughly 57 hydrants were pressure washed and painted.



The Village currently has five Mueller hydrants in stock and will be replacing older ones in the near future. Project Fire Hydrant Replacement Program Cost Schedule 14 Fire Hydrant Replacement $5,000 Annual 2 complete hydrants a year @ $2,500 each

Possible Funding Sources: General Fund, Water Fund. If incorporated into a large water project, funds may be secured from the DCEO Community Development Assistance Program, the USDA Rural Development, or the Illinois Environmental Protection Agency.

15. Water Meter Replacement

In 2010, the Village secured a DCEO Community Development Assistance Program grant for well improvements and for the purchase of new water meters. The Village purchased 750 new Neptune radio-read water meters, which are being installed by the Village’s Water Department. The Village also purchased new utility software for the computer for downloading data and generating water bills. Roughly 155 meters have since been installed, and the Village anticipates the installation to be completed by August 2011. The new meters have a life expectancy of 20 years. The Village may want to start collecting a small amount of funds now for future meter replacement. The meters current price was $200.00 per meter; spread out over 15 years, the cost to each resident could be roughly $.82 a month. It was noted that an account called Meter Savings has been created – this account collects a $25.00 deposit. Project Water Meter Replacement Program Cost Schedule 15 Water Meter Replacement $ -0- Annual

Possible Funding Sources: General Fund, Water Fund.

16. Valve Replacement Program

The Village has a total of roughly 140 gate valves in its water distribution system. Water valves need to be exercised occasionally, and replaced if necessary, to ensure that shutoffs can be completed. Exercising the valves will extend the life cycle of the valve, which should last about 25 to 30 years. Valve replacement should be coordinated with water main projects.

Valves within the Village’s water system are not exercised and are replaced on

an “as-needed” basis. The Village may want to consider a valve replacement program and replace two valves per year.



The Village may also want to consider installing ‘easy-valves’, which is a more efficient process that involves in-field installation and does not warrant a boil order. The Village has expressed interest for the installation of easy-valves on certain fire hydrants within the water system. Easy-valves costs more than typical valves, and cost estimates for both are provided. Project Water Valve Replacement Program Cost Schedule 16a Replace/install new valves $6,000 Annual (2 6” valves @ $3,000 each)

16b Install 1 easy-valve each year $4,000 Annual (one 4” line easy-valve installed)

Possible Funding Sources: General Fund; Water Fund.

17. Review Village’s Water User Revenues and Expenses

The Village’s water system should be run as a business, and people should pay for the service used. An annual review should be conducted to determine the expenses incurred for the operation and maintenance of the water system, and to ensure that revenues are being taken in to cover those expenses. The Village is in the process of reviewing the water revenues and expenses for the last three years and has found the Village ended the 4/30/11 fiscal year with a surplus of funds. However, water collections decreased over the last three years. The overall increase in the water fund was due to the increased water surcharge and new water tower rental revenue. In 2010, the Village increased its quarterly water surcharge from $6.50 to $9.00 to cover the costs associated with the loan repayment for the new water tower project. The last time the water user rates were increased was in 2006. Upon review of the analysis, recommendations are being provided to increase the water user rate; a copy of the analysis is included in the Appendices. Additionally, a monthly billing cycle is being considered and the proposed recommendation takes this into consideration. The Village is on a quarterly billing cycle for utility fees. The water rates are as follows:

1st 8000 gallons - $29.00 8001 to 20,000 gallons - $1.10 / 1000 gallons 20,001 to 50,000 gals - $1.00 / 1000 gallons 50,001 to 100,000 gals - $.90/1000 gallons Water Surcharge - $9.00 (flat fee)

The average consumption for a standard household is roughly 5000 gallons a month. This equates to $18.13 for water usage, plus $3 for water surcharge, for a total monthly fee of $21.13.



The consumption amount of 5,000 gallons is used for comparison purposes when the Village submits a grant application to USDA Rural Development or the Illinois Department of Commerce and Economic Opportunity. A user fee of $35.00 to $40.00 a month for water fees is what the agencies use as the average or the norm.

Once the new user rates are set, the Village should conduct a yearly review to ensure that enough revenues are being generated to cover all of the expenses associated with the water system. Project Water User Rate Review Cost Schedule 17 Water User Rate Review $ -0- Annual *no cost if review is done by Village

Possible Funding Sources: Water Fund; General Fund.

D. Other Related Public Facilities 18. GPS Database for Utilities

The Jo Daviess County Geographic Information System (GIS) Department completed an aerial flyover of the County in 2006 and most recently in early 2011. The Village is invited to participate and share in the cost of the flyover and is provided more detailed contour data of property within the Village’s corporate limits. Additionally, prior to the flyover, the Village’s public works department can paint symbols on the pavement, indicating various utilities such as fire hydrants, valves, manholes. These markings show up on the aerial maps and can provide more accurate locations for these utilities. The County has created a database of all the parcels in the county from this aerial data and has made it available to each of the communities. The Village now has the capability to create its own database of its infrastructure utilities and incorporate it into the County’s database. A hand-held GPS unit can be rented out to determine the exact location of utilities. The location information along with other specific information, such as to the size, depth and condition of water and sewer mains can be entered into a spreadsheet. The data can then be downloaded and transferred to the County GIS database. Each community will have access to its own database via the internet. Jo Daviess County’s GIS Department had a Trimble GPS unit that they would rent out to local communities; however, the County is looking at possible replacement of the unit. The County also provided the service of collecting the data – an hourly labor rate along with a per day rental fee of the GPS unit would be charged.



Additionally, the Illinois Rural Water Association can also provide assistance in identifying and collecting data of a community’s infrastructure. Services can include field data to collect GPS information to providing an electronic map of the collected information. A part-time summer employee could be hired to locate the utilities and use the GPS unit. However, in both of the options mentioned above, a Village staff person will be needed to assist in the field work. Project GPS Database Cost Schedule 18 Summer Intern $2,000 2014 (3 months / 20 hours a week @ $8.00/hr)

Possible Funding Sources: Water Fund; Sewer Fund; General Fund; Illinois Rural Water Association.

19. Update Village Maps

As infrastructure improvements or additions are made, or as the Village expands its corporate boundaries, the appropriate maps need to be updated for use by Village officials and public works staff. The infrastructure maps are not completely accurate, nor up-to-date. The existing water and sewer map should be reviewed and updated by the public works department. Updated maps should be printed, and copies provided to the Village Board Members and the public works staff for their daily use. As water and sewer projects are completed, updated maps should be requested and included as part of the overall engineer’s cost. Project Infrastructure Maps Cost Schedule 19 Update Water & Sewer Maps $ -0-* 2015 *cost estimate provided by Village engineer

Possible Funding Sources: Water Fund; Sewer Fund; General Fund; Incorporated with a future water and/or sewer project.

20. Green Energy Efficiency Programs for Public Buildings

The Illinois Department of Commerce & Economic Opportunity (DCEO) has created a program and is working with Commonwealth Edison (ComEd) and also with Nicor Gas to provide funds to municipalities for making energy efficient improvements to its municipal buildings. Such improvements can include the following:



electrical upgrades, windows, lighting, heating, air conditioning and refrigeration. The program also works with the Smart Energy Design Assistance Center (SEDAC) that provides free advice and analyses enabling private and public facilities to increase their economic viability through the efficient use of energy resources. Information on the DCEO Public Incentive Programs, ComEd and Nicor programs and on the SEDAC program can all be found on the following websites:

DCEO www.commerce.state.il.us/dceo/Bureaus/Energy_Recycling/Energy/Energy+Efficiency/ ComEd Smart Ideas Programs www.comed.com

Nicor Gas http://www.nicorgasrebates.com/bus-customer/bus-cust-overview

SEDAC http://www.ileeps.org/ The Village has also expressed interest in replacing the air conditioning unit at the Village Hall. Prior to purchasing the unit, the Village should contact DCEO and ComEd to identify the amount of assistance that may be available. One other area the Village should consider is the replacement of all T12 lighting fixtures; T12 fixtures will become obsolete in 2012 and light bulbs for these fixtures will no longer be available. As the Village considers other improvements to its municipal buildings, it should explore and take advantage of incentive programs that are available to make its public buildings more energy efficient. Project Energy Efficiency Improvements Cost Schedule 20 New Air Conditioning Unit for Village Hall $2,700 2012 Possible Funding Sources: Water Fund; Sewer Fund; General Fund; TIF.

21. Community Development Assistance Program – Grant Write

As the Village is very well aware of, the Illinois Department of Commerce & Economic Opportunity (DCEO) has a Community Development Assistance Program (CDAP) that provides grant funds to municipalities for improvements to water, sanitary sewer or storm sewer improvement projects. The most popular CDAP grant program is the public infrastructure component, with the main emphasis being the elimination of conditions that are detrimental to the public health, safety and welfare of low-to-moderate income households. In addition to the threat to public health, project readiness is another emphasis. This requires that design engineering of the proposed project be started before a grant application is submitted. The maximum grant amount is $350,000 for the CDAP public infrastructure component, and there is a 25% local match. Grant applications are due in February of each year, with announcements made the following fall.

http://www.commerce.state.il.us/dceo/Bureaus/Energy_Recycling/Energy/Energy+Efficiency/

http://www.comed.com/

http://www.nicorgasrebates.com/bus-customer/bus-cust-overview

http://www.ileeps.org/



The Community Development Assistance Program has a number of other different funding components the Village may utilize for other projects. A summary of some of the other popular CDAP grant programs are listed below. - Set-Aside Public Infrastructure – eligible activities are identical to those in the

Public Infrastructure component but which are of an urgent and unforeseen nature and have occurred outside the normal funding cycle. Maximum grant amount is $100,000 and there is a 25% local match. Grant applications are accepted year-round while funds are available.

- Design Engineering – grant funds are provided to assist communities with design engineering activities for new or expanding water or sewer systems. Maximum grant amount is $100,000; no match is required. Grant applications are typically due each May.

- Economic Development – grant funds may be available for use by local governments to provide financial assistance to businesses locating or expanding in the community. Funds may be used for machinery and equipment, working capital, building construction and renovation. Grant funding may also be available for improvements to public infrastructure in direct support of a business that would create and/or retain jobs in the community. Maximum grant amount is $750,000 and is based upon job creation/retention benefits. Applications may be submitted anytime.

- Flexible Opportunity – grant funds are provided to assist communities in addressing community development needs. Eligible activities include acquisition of property for public purposes; construction or reconstruction of streets; neighborhood centers, recreation facilities and other public works; demolition, rehabilitation of public and private buildings; public services; planning activities; assistance to nonprofit entities for community development activities; and assistance to private, for-profit entities to carry out economic development activities. Average grant amount is $200,000 and there is a 25% local match. Applications are accepted year-round while funds are available.

As the Village considers future water and sewer projects and potential economic development projects, it may want to consider apply for a CDAP grant to offset the financial impact to the users of the system. Project CDAP Programs Cost Schedule 21 CDAP Grant Write $3,000/$6,000 as needed (a range is provided as the fee may vary for each CDAP component)

Possible Funding Sources: Water Fund; Sewer Fund; General Fund.



22. Community Wide Income Survey

In order to be eligible to apply for Community Development Assistance Program (CDAP) grants from the Illinois Department of Commerce & Economic Opportunity, a community needs to meet certain income requirements. This information can be determined by the latest census data or by conducting a community-wide income survey. The Village conducted a community-wide income survey in 2008, which documented the Village’s low-to-moderate income benefit being 63%. The required low-to-moderate income benefit must be at least 51%. Survey information is typically good for five years, or until the next census data is available. The Village’s 2008 survey results may be good through 2013. After that, a new community-wide income survey will need to be conducted in order for the Village to be eligible for future CDAP grants. A community-wide survey can be completed in one of two ways. The Village staff can complete the task or it can be contracted out. Since confidentiality of the data is an important factor to the residents, most communities contract the work out. The income survey form is provided by DCEO and is personalized with Village information. All residential households within the Village must be surveyed and a 75% survey response rate is needed. The estimate provided below is for the community-wide survey to be contracted out. Project Income Survey Cost Schedule 22 Community-Wide Income Survey $3,500 2013 Possible Funding Sources: Water Fund; Sewer Fund; General Fund.

COMMUNITY FACILITIES E. Planning and Economic Development –

Over the last few years, the Warren Village Board has taken on the challenge of becoming proactive with respect to planning and economic development. The creation of this Capital Improvements Plan was one of the Village’s first planning documents, which will provide the Village to plan for needed public infrastructure projects. The next step the Village is considering is the creation of a long-term comprehensive plan, which will identify and guide future growth of the Village.

23. Village Comprehensive Plan The Village has expressed interest in creating a comprehensive plan. A Comprehensive Plan is a policy to guide the future growth and development of the community for the long-term, typically 20-years.



The plan assesses existing conditions and trends, and provides recommendations for the use and development of land, the extension and improvement of transportation services and infrastructure, the development of community facilities, the expansion of the community’s economic base, the provision of housing and the protection of natural resources. The plan focuses on specific elements that include land use, natural resources, economic development, community facilities, telecommunications, transportation and housing. The Comprehensive Plan has a long‐range perspective, and is a policy document that provides a coordinated approach to making many decisions regarding land use and the location of development, the extension of services and the placement of community facilities. A Comprehensive Plan is one of the primary tools used by the community leaders in making decisions that affect the future of the community. The focus of the Comprehensive Plan is primarily to establish relatively broad, long‐term goals, objectives, policies and implementation recommendations that will provide the framework for ongoing community planning activities, and for the wide array of other adopted community planning documents whose detailed recommendations will expand upon and supplement the more general recommendations in a Comprehensive Plan.

Project Comprehensive Plan Cost Schedule 23 Create a Comprehensive Plan $30,000 to $40,000 2012 Possible Funding Sources: General Fund; TIF; ComEd Planning Assistance Grant; Blackhawk Hills RC&D.

Throughout the planning process, other programs and incentives may be identified that will need to be implemented in order to carry out the plans goals and objectives. Some of these programs and incentives have already been identified and/or implemented. Such programs include the Village of Warren’s Economic Development Loan Program, which has been in existence for a number of years and has been utilized by many local businesses. The Economic Development Loan Program provides low interest loan funds to local businesses for building improvements. Other incentive programs may also be needed to attract and ‘entice’ new businesses to come to Warren. The Village has been approached on different occasions by potential new business owners and has contacted companies directly in the hopes of attracting them to Warren. These financial incentives may also be used to assist existing businesses stay and expand within the Village. Some additional incentive tools that the Village may want to have in its ‘toolbox’ might include: tax increment financing (TIF), enterprise zone (EZ), sales tax and/or property tax abatement, waiver of municipal fees, assistance to businesses in securing grants/loans/tax credits, etc.



24. Creation of a Tax Increment Finance District (TIF)

The Village of Warren has started the process for the creation of a Tax Increment Financing (TIF) District. The main area and focus of the TIF district is along Route 78 south, along E. Winslow Road and along Railroad Avenue, the downtown district, and the new residential subdivision located on the west side of the Village. A TIF Eligibility Study and Redevelopment Plan are being completed, with the proposed strategy to address blight factors, deter future deterioration and stimulate private investment. Redevelopment of the proposed project area will strengthen the economic base and enhance the quality of life for the Village as a whole. The Village’s TIF creation will be completed in 2011. As other areas are identified for future growth, or if development is expected to occur in a different part of the Village or surrounding area, it may want to consider creating a second TIF district. Project TIF District Cost Schedule 24 Create a TIF District $34,000 2011 Possible Funding Sources: General Fund; TIF; Developers.

25. Village Website

The Village of Warren has a community website – the site address is: http://www.villageofwarren.com/index.htm. The website was created in 2004 and needs to be refreshed and more user friendly, with new/updated information and links. In today’s electronic age, a website is the front line for Village exposure to people and businesses that aren’t from the region. It’s an informational tool that can provide useful information about the Village to potential businesses that are looking to locate in Warren. It can also provide general information to local residents about news and events going on in Warren, and can provide listings and links to area businesses, surrounding communities and local agencies. In addition to providing general information, the Village may want to consider adding a “Relocation” page that provides specific information on relocating/moving to Warren. This may be beneficial if and when the Thomson Prison opens or if the Mega Dairy Project moves forward.

http://www.villageofwarren.com/index.htm



Once the Village’s TIF district is established, this document, along with other documents should be published on the Village’s website and made available to the general public. The cost associated with creating a website can vary and will be dependent upon the projects needs and specifications – such as a full redesign, updating content or a partial ‘face-lift’ of the current site. There are a number of local consultants and private individuals who can provide website design assistance to the Village. Project Village Website Cost Schedule 25. Update Village Website $3,000 - $6,000 2012 Possible Funding Sources: General Fund; TIF Fund; Jo Daviess County Tourism, DCEO Tourism Program, and Blackhawk Hills RC&D.

26. LOIS – Location One Information System

The Illinois Department of Commerce & Economic Opportunity (DCEO) has a database that lists and identifies all properties and buildings that are available for sale in the State. It is very beneficial to have properties identified on this site, as companies from across the nation look at this site when considering relocation or expansion efforts in Illinois. Specific information is needed for each site or building. The Village can work with its local realtors and its economic development group to gather the data and list parcels / properties on the site. TCEDA, the Tri-County Economic Development Agency, is currently administering the LOIS database for the region. An economic development page should be added to the Village’s website and kept up-to-date. The Village’s website should have a link to the State’s website for LOIS and to the County’s economic development website. Specific information on LOIS is included in the Appendices, and below is the link to the State’s (DCEO) LOIS website - www.illinoisbiz.biz/dceo/Bureaus/Business_Development/Resources+and+Support/Location+One.htm

Project LOIS Cost Schedule 26. Input building data $ -0- As-needed Input of data can be provided by TCEDA at no charge

Possible Funding Sources: General Fund.

http://www.illinoisbiz.biz/dceo/Bureaus/Business_Development/Resources+and+Support/Location+One.htm



F. Public Safety –

Warren Police Department The Village of Warren owns and operates the local Police Department. The Police Department is located at 516 Anson Street in the northwest corner of the Village. This facility also serves as the eastern satellite office for the Jo Daviess County Sheriff’s Department. Warren’s police force consists of 3 full-time officers, including the Police Chief, and 6 active part-time officers. During the Village’s annual goal-setting meeting, the department identified the following goals:

Issue Ordinance citations

Become a paperless department; secure new computer program

Make entry to the building ADA accessible

Start a Crime Watch Program

Prepare for the narrowband radio updates by 2012

The department would like the Village to continue to maintain the current funding level committed to the department. This enables the department to make improvements where needed, and provide the level of service to adequately address the community’s needs.

Warren Fire Department

Warren owns and operates the local Fire Department, which is located at 110 S. Warren Street. There are 36 volunteer firemen actively providing fire services. The Fire Department is taxed separately on the property tax bills, and generates between $9,500 and $9,800 a year in taxes. The Village’s General Fund covers the day-to-day operating expenses of the fire department. The Fire Department has identified the following capital improvement items:

New Fire Truck Pumper – estimated cost $300,000

New Pagers (10 to 12) – estimated cost $5,000



III. IMPROVEMENT RANKING AND FUNDING SOURCES

Capital Improvement Priorities

The following is a composite list of identified capital improvements for the Village of Warren. Each project is given a ranking, based on a high, medium or low priority ranking. Ranking definitions are included on the following page.

PROJECT PROJECT IMPLEMENTATION

NO. DESCRIPTION YEAR

Street, Sidewalk, Curb and Gutter Improvements

1 Road Maintenance Program

a. 2011 Roadway Program .................................................................................2011

b. Future Roadway Program ..............................................................................Annual

2 Tree Maintenance Program .......................................................................................Annual

3 Sidewalk Replacement Program

a. Sidewalk Replacement Program ....................................................................Annual

b. Downtown Sidewalk Project ..........................................................................2012

c. Safe Routes to School Grant .........................................................................2013

Sanitary Sewer and Wastewater Treatment Facility Improvements

4 Sanitary Sewer Televising / Cleaning Program ..........................................................2011

5 Manhole Maintenance/Cover Program ....................................................................Annual

6 Sanitary Sewer Extensions

a. Kipp’s Subdivision ..........................................................................................2016

7 Sanitary Sewer Lift Station Improvements

a. Winslow Road ................................................................................................2011

8 Wastewater Treatment Plant Improvements ...........................................................2012

9 Wastewater Operator Replacement .........................................................................2014

10 Review Sanitary Sewer User Revenues and Expenses ..............................................Annual

Water System Improvements

11 Water Tower Maintenance

a. Old Water Tower – inspection .......................................................................2011

b. Old Water Tower - repairs/painting ..............................................................2012

OR

c. Old Water Tower – demolition ......................................................................2012

d. New Water Tower – inspection/cleaning ......................................................2012



12 Well Pump Maintenance Program

a. Well #11772 ................................................................................................2011

b. Well #11773 ................................................................................................2012

c. Well #11773 Generator and Soft Start Improvements .................................2012

d. Well #11774 ................................................................................................2018

13 Water Main Looping / Replacement

a. Pearl Street ....................................................................................................2014

b. Nebula Drive ..................................................................................................2013

c. Washington Street .........................................................................................2016

d. Clinton Street .................................................................................................2015

e. Kipp’s Subdivision ..........................................................................................2016

14 Fire Hydrant Replacement Program ..........................................................................Annual

15 Water Meter Replacement Program .........................................................................Annual

16 Water Valve Replacement/Maintenance Program ...................................................Annual

17 Review Water User Revenues and Expenses ............................................................Annual

Other Related Public Facilities

18 GPS Database for Village Utilities ..............................................................................2014

19 Update Village Infrastructure Maps ..........................................................................2015

20 Green Energy Efficiency Program

a. New Air Conditioner for Village Hall ..............................................................2012

21 Community Development Assistance Programs .......................................................As-Needed

22 Community-wide Income Survey...............................................................................2013

Planning and Economic Development

23 Village Comprehensive Plan ......................................................................................2012

24 Creation of a Tax Increment Financing District .........................................................2011

25 Update Village Website .............................................................................................2012

26 Location One Information System .............................................................................As-Needed

NOTE: projects with more than one ‘implementation year’ are annual improvement programs with no specific site or project attached to it.



Priority Ranking Criteria Definitions

PRIORITY YEAR PRIORITY RANKING CRITERIA/DESCRIPTION

2011 - 2012 High Projects which will eliminate conditions that imperil safety, health or property values. Projects that will eliminate gross deficiencies in essential services. Development Projects that are vital/important to community and/or economic development. Such projects are essential and cannot be postponed.

2013 - 2014 Medium Projects that are needed to replace unsatisfactory conditions or to provide minimum essential services. Development projects which are planned (1-2 years from implementation) and necessary for desired community and/or economic development. Such projects should be carried out within a specific period of time.

2015 Low Projects that are needed for a proper expansion or improvement of a public facility, but can be delayed until funds are available. Projects that are low-priority development projects. Such projects should be carried out when resources are available and higher priority projects have been implemented.



Funding Sources - Methods of Financing

There are a number of methods by which capital improvement projects may be financed. Each method has its own particular advantages and disadvantages. It is important that the selected method of financing for a given capital improvement project be consistent with the current municipal fiscal policies, as well as with current financing capability of the municipality.

General Obligation Bonds

General Obligation Bonds are payable from all general municipal revenues and are considered an obligation on the total assessed valuation of the municipality. The issuance of such bonds must be authorized by the elected governing body of the municipality concerned, and the amount of outstanding bonded indebtedness is limited by Illinois state statue. General Obligation Bonds are generally issued for street improvements, sanitary sewerage, and storm water drainage system improvements, and public building and related facility improvements. An advantage of the general obligation bond is that the improvements are constructed and then used during the time they are being paid for. The principal disadvantage of the general obligation bond is the interest cost which is added to the amount to be paid back to the bond purchasers.

Revenue Bonds

Revenue Bonds are generally issued for the financing of self-supported public services, such as water supply, sewage treatment and disposal, and off-street parking facilities. Funds for principal and interest payments on Revenue Bonds are derived from the income produced by the utility or facility concerned. The use of Revenue Bonds offers at least two advantages. These bonds are not subject to the limitation on general bonded indebtedness imposed upon municipalities by state statute. Also, the monies used to retire the bonds are derived from the fees charged to individuals who use the improvement. There are, however, disadvantages associated with revenue bond financing. A higher rate of interest must usually be paid by the issuing municipality on Revenue bonds than on General Obligation Bonds. Also, it may be difficult to accurately forecast long-term income from a proposed utility or facility.

Tax Incremental Financing

Illinois’ Tax Incremental Financing (TIF) law provides a funding arrangement whereby cities and villages share redevelopment costs with overlying tax jurisdictions, including the county and the state. What a Tax Incremental District is created, a “tax incremental base” is set by the Illinois Department of Revenue. Any subsequent growth in the Tax Incremental District base is then “captured” so that as property value increases, levies on this growth represent positive dollar increments used for financing redevelopment. The TIF law has been formulated to encourage development by allowing the municipality to recover capital project costs before overlaying general and special purpose governments benefit from the additional value created. When the project costs are paid off, the added value is then utilized in the apportionment process so that all units and levels of government share in the increment. The effect of the tax incremental law, then, is to put off reflecting to general government the increase in values due to the Tax Incremental District until the costs of generating the development are paid for.



Bank Loans

Bank loans may be made directly to a municipality by a local bank. The major advantage of this financing method is that a municipality may be able to receive a more favorable interest rate from a local banker.

General/Current Revenues

Municipal utility and facility improvements may be paid for with current revenues. Typically, this ‘pay-as-you-go’ method of financing consists of levying sufficient taxes to pay for public utility and facility improvements, as well as to operate and maintain community facilities and municipal services. The principal difficulty inherent in this method of financing is that it is sometime impractical for a municipality to raise enough money through property taxes, fees, and other revenues, or to establish annual operating revenue surpluses sufficient to pay for the needed capital improvement projects. Also, the use of current revenues as a method of financing capital improvements usually requires a long period of ‘saving up’ before a capital improvement can be constructed. During this time, there is always a possibility that surplus funds may be prematurely diverted to provide for other needs, rather than for previously scheduled projects.

The principal advantage inherent in the use of current revenues to pay for capital improvements is that an improvement that is paid for at the time of construction is less expensive than if financed by a bond issue. Also, when current revenues are used to pay for capital improvements, revenues of future years are not obligated to pay for debt service on bond issues. Accordingly, revenues which would have been used to pay debt service costs can be used to meet operating fund or other capital investment needs.

Reserve Funds

Municipal utilities and facilities may be paid for with reserve funds. Under this variation of the ‘pay-as-you-go’ approach, payments are made into a reserve fund by the municipality on a regular basis until enough money is available in the fund to pay for the improvement. The same advantages and disadvantages associated with the user of current revenues in paying for capital improvements would apply to reserve funds. This method of financing offers, however, an additional advantage, in that the interest earned on monies held in the fund provide additional money for capital improvements.

Special Levies

Special levies are also a form of ‘pay-as-you-go’ method of financing capital improvement projects. Special levies are typically used to secure monies for seldom capital improvement expenditures. Special levies tend to be used in financing the purchase of major pieces of public works department equipment and fire fighting equipment.

Special Assessments

Special assessments provide another method by which public improvements may be financed. The special assessments method of financing can be particularly appropriate in instances where public



improvements will benefit a limited area of the community. When improvements are financed by the special assessment method, the owner of the benefited property pays the “private benefit” portion attendant to the improvement. The municipality pays the “public benefit” portion attendant to the improvement.

Federal and State Aids

Federal and state governments make substantial expenditures for urban public improvements. In particular, federal and state highway programs help produce a number of major improvements to the street and highway system in the study area. Federal aids for highway construction are derived from federal highway user excise taxes and the federal fuel tax, and are administered by the U.S. Department of Transportation, Federal Highway Administration. Federal aids are provided as reimbursements for previously expended funds on authorized projects on the interstate system; federal aid primary, secondary and urban aid system; and for bridge replacement; off-street off-system improvements; safety improvements; and road beautification. Federal aid may be used for preliminary engineering studies, design, right-of-way acquisition and construction, but may not be used for maintenance or administration. State highway aids for construction, operation, and maintenance of street and highway facilities are derived from the state motor fuel taxes, motor vehicle registration fees, drivers licensing fees, and motor carrier fees. These funds are administered by the Illinois Department of Transportation.

Community Development Block Grants are also available from the federal government for financing capital improvements. The Village would only be eligible, however, for the competitive Community Development Assistance Program grants, which is administered by the Illinois Department of Commerce and Economic Opportunity. Under this program, communities in the State compete annually for available funds based on a formula which measures need in a community in relation to the need of other Illinois communities. The communities with the greatest needs, project readiness, and complimentary local financial resources are the communities which tend to receive the available funds.

Gifts and Grants

Although gifts and grants are a relatively rare source of funds for capital improvement projects, an outright gift provided through a bequest, for example, can be used to finance projects.

State and Federal Loan Programs

The Illinois Environmental Protection Agency has a low interest loan program available to communities for both water and wastewater projects. Their current interest rate is 2.5% amortized over 20 years.

The U.S. Department of Agriculture’s Rural Development department also has a low interest loan program for both water and wastewater projects. Their current interest rate is about 4.75% amortized over 40 years.



IV. PROJECT SUMMARY

This chapter contains the CIP budget summary. Projects are listed by project number, title, cost and year of expenditure, along with the source of funds by year. Projects are grouped by each section -- public facilities and community facilities.

Estimated total capital improvements by year are as follows, along with the total number of projects identified for each year:

Scheduled Total Capital No. of Projects

Year Improvements Each Year*

2011 $152,600 5

2012 $752,000 8

2013 $139,945 4

2014 $121,300 2

2015/2016 $242,300 5

The five-year estimated total capital improvements from 2011 to 2016 are $1,408,145.

*The number of projects does not include annual improvement programs.

Five Year Capital Improvements Program 2011 - 2016 Village of Warren


Capital Improvements by Year PRIORITY RANKING ==========>

High Priority

Medium Priority

Low Priority

PROJECT NUMBER AND NAME

2011

2012

2013

2014

2015/2016

TOTAL

Public Facilities

1a 2011 Roadway Projects 55,000 -- -- -- -- 55,000

1b Road Maintenance Program -- 30,000 30,000 30,000 30,000 120,000

2a Tree Maintenance Program 2,800 2,800 2,800 2,800 2,800 14,000

3a Sidewalk Replacement Program 6,000 6,000 6,000 6,000 6,000 30,000

3b Downtown Sidewalk Project -- 328,000 -- -- -- 328,000

3c Safe Routes to School Application -- -- 5,000 -- -- 5,000

4a Smoke Testing and Dye Testing 1,000 1,000 1,000 1,000 1,000 5,000

4b Cleaning and Televising Sewer Mains 4,500 4,500 4,500 4,500 4,500 22,500

5a Manhole Replacement 9,000 9,000 9,000 9,000 9,000 45,000

6a Kipp’s Subdivision -- -- -- -- 16,000 16,000

7a Winslow Lift Station Improvements 3,800 -- -- -- -- 3,800

8a Wastewater Treatment Plant Improvements -- -- -- -- -- --

9a WWTF Operator Training -- -- 145 -- -- 145

10a Sewer User Rate Review -- -- -- -- -- --

11a Old Water Tower – Inspection 2,500 -- -- -- -- 2,500

11b Old Water Tower – Repairs/Painting -- 200,000 -- -- -- 200,000

11c New Water Tower – Inspection/Cleaning -- 36,000 -- -- -- 36,000

12a Well #11772 – inspection / improvements 23,000 -- -- -- -- 23,000

12b Well #11773 – inspection / improvements -- 30,000 -- -- -- 30,000

12c Well #11773 – generator / soft start -- 45,000 -- -- -- 45,000

12d Well #11774 – inspection -- -- -- -- 10,000 10,000



PRIORITY RANKING ==========>

High Priority

Medium Priority

Low Priority

PROJECT NUMBER AND NAME

2011

2012

2013

2014

2015/2016

TOTAL

13a Pearl Street (water main replacement) -- -- -- 55,000 -- 55,000

13b Nebula Drive (water main replacement) -- -- 67,000 -- -- 67,000

13c Washington Street (water main replacement) -- -- -- -- 65,000 65,000

13d Clinton Street (water main replacement) -- -- -- -- 60,000 60,000

13e Kipp’s Subdivision (new water main) -- -- -- -- 27,000 27,000

14a Fire Hydrant Replacement 5,000 5,000 5,000 5,000 5,000 25,000

15a Water Meter Replacement -- -- -- -- -- --

16a Water Valve Replacement 6,000 6,000 6,000 6,000 6,000 30,000

17a Water User Rate Review -- -- -- -- -- --

18a GPS Public Facilities / Summer Intern -- -- -- 2,000 -- 2,000

19a Update Water/Sewer Maps -- -- -- -- -- --

20a Air Conditioner for Village Hall -- 2,700 -- -- -- 2,700

21a CDAP Grant Write -- -- -- -- -- --

22a Community Wide Income Survey -- -- 3,500 -- -- 3,500

Subtotal - Public Facilities 118,600 706,000 139,945 121,300 242,300 1,328,145

Community Facilities

23a Village Comprehensive Plan -- 40,000 -- -- -- 40,000

24a Creation of Tax Increment Finance District 34,000 -- -- -- -- 34,000

25a Update Village Website -- 6,000 -- -- -- 6,000

26a LOIS – building/property database -- -- -- -- -- --

Subtotal – Community Facilities 34,000 46,000 -- -- -- 80,000

TOTAL PROJECTS $152,600 $752,000 $139,945 $121,300 $242,300 $1,408,145



APPENDICES

A. Capital Improvements Map B. Detailed costs for specific projects outlined in Chapter II C. Tree City USA, Trees Forever D. Safe Routes to School Program E. LOIS – Location One Information System F. Water and Sewer User Rate Analysis – Village of Warren G. Water and Sewer User Rate Analysis – Five County Comparison

Village of Warren, IL

Map Scale - 1" = 300'

Map produced by the Jo Daviess County GIS Department on 5/25/11. This is not a substitute for an actual field survey.

7/11

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Roadway Improvements Downtown Sidewalk Project Sewer Improvements Water Main Replacement/Looping Water Improvements

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Capital Improvements Plan Map

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Wastewater Treatment Facility

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September 2011

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C IMPROVEMENTS PROGRAM 2011 2016...2. A CIP can assist in avoiding inefficiencies or costly mistakes...

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Transcript of C IMPROVEMENTS PROGRAM 2011 2016...2. A CIP can assist in avoiding inefficiencies or costly mistakes...