2019 - 2023

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Contents Purpose ........................................................................................................................................................................... 4

Mission Statement ......................................................................................................................................................... 5

Guiding Principles ......................................................................................................................................................... 5

Executive Summary ...................................................................................................................................................... 6

New Pathogens and a Rising Incidence of Disease ............................................................................................ 7

Changing Distribution of Disease Vectors ............................................................................................................. 8

Reduced Susceptibility to Control Materials - Resistance .................................................................................. 9

Need for Continued Training, Education and Collaboration on Emerging Challenges ................................ 10

References ............................................................................................................................................................... 11

Focus areas .................................................................................................................................................................. 12

Science and Research ........................................................................................................................................... 13

Migration to FieldSeeker™ GIS/ Windows ULV ................................................................................................. 16

Training and Employee Development .................................................................................................................. 19

Communications and Outreach ............................................................................................................................. 20

Building Maintenance and Repair ......................................................................................................................... 21

Environmental Initiatives ........................................................................................................................................ 23

Five Year Budget Outlook .......................................................................................................................................... 24

Budget Outlook from 2002-2023 ........................................................................................................................... 25

Budget 2019-2023 by Category ............................................................................................................................ 26

Tax Levy and District Reserves ............................................................................................................................ 27

Conclusion ................................................................................................................................................................ 28

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Purpose

This five-year strategic plan covering the years 2019 - 2023 is intended to provide the residents that

live within the North Shore Mosquito Abatement District (NSMAD), NSMAD employees and Trustees and

other stakeholders with:

A comprehensive statement of our mission and our focus areas for the future.

A summary of the novel challenges facing the NSMAD that are likely to influence decision making

over the next five years.

A blueprint that outlines the NSMAD’s strategy for addressing each of our emerging challenges.

A fiscal plan to help guide budgetary decision-making.

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Mission Statement

The North Shore Mosquito Abatement District manages local mosquito populations to:

Reduce the risk of disease from mosquito-borne viruses.

Minimize the negative impact mosquitoes have on the quality of life in the District.

Guiding Principles

The NSMAD strives to accomplish our control efforts through the following guiding principles:

Conduct our control operations in a manner that supports the environment and biodiversity through the use of materials that minimize risks to humans and non-target organisms.

Make control decisions that are proactive, data driven and based on our surveillance.

Constantly evaluate our control methods through research and applied scientific procedures.

Be fiscally responsible and responsive to our community’s needs.

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Executive Summary

The challenges faced by vector control organizations across the United States are rapidly

intensifying. A recent publication from the Centers for Disease Control and Prevention (CDC), “Problem:

Increasing threat, limited capacity to respond” (CDC Vital Signs, 2018), sounded the alarm. Between 2004

and 2016, cases of mosquito, tick and flea borne illnesses tripled to nearly 100,000 cases per year (CDC

Vital Signs, 2018). Like the nation as a whole, the NSMAD is also facing the same multifaceted threat from

vector-borne diseases. Outlined below are the specific threats and challenges the District is facing.

New pathogens and a rising incidence of disease.

Changing distributions of disease vectors.

Reduced susceptibility to control materials.

Need for continued training and education on emerging challenges.

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New Pathogens and a Rising Incidence of Disease

As global interconnectedness increases, isolated pathogens and vectors of disease are able to

move globally and cause disease. According to the CDC, nine new pathogens have been introduced

and/or discovered in the United States since 2004, including Borrelia mayoni, a pathogen capable of

causing Lyme disease discovered in the upper Midwest in 2013. The CDC suggests that, “The pace of

emergence of new or obscure vector-borne pathogens through introduction or belated recognition

appears to be increasing” (Rosenberg et al., 2018).

The NSMAD has not been isolated from global changes in vector born disease incidence or from

the risk of emerging pathogens. In Illinois, the incidence of Lyme disease carried by the deer tick (Ixodes

scapularis) has more than doubled since 2006. The majority of reported cases in Illinois originated in

Northeastern Illinois and center on Lake and Cook counties. Every year West Nile virus makes an

appearance within the District with the last serious outbreak in 2012, when 20 human cases occurred.

Other vector-borne diseases like St. Louis encephalitis remain endemic and still possess the potential to

cause an outbreak. Exactly which pathogen will become the next public health crisis is unknown but

a variety of pathogens are poised to “go global” including: Usutu virus, Murray Valley virus, Japanese

Encephalitis virus and Rift Valley fever (Gould et al., 2017).

Figure 1: The incidence of vector borne disease has tripled since 2004 (CDC Vital Signs, 2018).

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Changing Distribution of Disease Vectors

Populations of mosquitoes and ticks are also changing in distribution. In the NSMAD, Aedes

albopictus an invasive mosquito and potential vector of Dengue, Chikungunya, Zika virus, and West Nile

virus was detected over a period of two years in 2016 and 2017. The abundance of Aedes japonicus, a

more recent mosquito introduction from Japan, has increased more than ten-fold within the NSMAD since

its initial detection in 2010. By 2017, Aedes japonicus had become the third most common mosquito

collected within the District. Although not currently implicated as a major disease vector, concern exists

about this mosquito’s potential to greatly increase the risk to humans of endemic viruses such as La

Crosse virus (Harris et al., 2015) St. Louis encephalitis (Sardelis et al., 2003) and West Nile virus (Sardelis

and Turell, 2001). The introduction of new vectors increases the risks to public health as new

patterns of infection become possible.

The distribution of ticks and the risk from tick-borne illness is also changing. According to the CDC,

the Lonestar tick (Amblyomma americanum) has been expanding its range northward (and now includes

the NSMAD) and the Deer tick (Ixodes scapularis) has been expanding southward from Wisconsin. These

two species alone can transmit at least five different diseases including: Lyme disease, Erlichiosis, and

Babesiosis. In 2018, the Asian Long horned tick (Haemaphysalis longicornis) arrived in New Jersey and

has rapidly spread to seven states across the Midwest and Eastern seaboard. The potential for this new

invader to further the spread of endemic pathogens is unknown but likely very high.

Figure 2: The distribution of the Deer tick (Ixodes scapularis) in 1996 (A) and 2016 (B) and the incidence of Lyme disease in 1996 (C) and 2016 (D) has increased dramatically in the Midwest (Eisen and Eisen, 2018).

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Reduced Susceptibility to Control Materials - Resistance

The CDC has identified the ability to monitor for susceptibility to insecticides as one of the five core

competencies required of vector control organizations (CDC Vital Signs, 2018). Mosquitoes collected from

numerous sites throughout the District have been found to be resistant to adult control materials by the

CDC, the Illinois Natural History Survey, and by testing at the NSMAD. However, the full geographical and

temporal extent of resistance remains unknown. Maintaining effective tools for controlling adult mosquitoes

is a vital component of an integrated pest management plan, and the NSMAD must continually monitor the

susceptibility of mosquito populations to ensure the capacity to respond to disease outbreaks remains.

Therefore, a resistance monitoring program is an important competency that must be developed

and maintained by the District.

Figure 3: Wild type Culex mosquitoes from the NSMAD show a reduced susceptibility to control materials like permethrin by failing to exhibit 100% mortality by 30 minutes in the CDC bottle bioassay when compared to the CDC reference colony (Data from: Chris Stone, Illinois Natural History Survey).

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Need for Continued Training, Education and Collaboration on Emerging Challenges

The global need for medical entomologists and others trained in preventing and controlling vector-

borne diseases has never been greater. However, there is currently a shortage of trained personnel

capable of addressing a rising vector-borne disease burden. As a recent story in Time magazine titled,

Fewer Scientists Are Studying Insects, Here’s Why That’s So Dangerous illustrates, the number of

students, researchers and professionals attracted to vector control and medical entomology has waned

dramatically (Sifferlin, 2018). The national capacity to respond to disease outbreaks is being diminished at

the same time new threats are emerging. The lack of exposure to vector abatement and medical

entomology is seen as the biggest impediment to recruiting and training new students.

Maintaining relationships with regional educational institutions and creating opportunities for

students to intern and train within the NSMAD are vital efforts for maintaining the regional capacity to

respond to disease outbreaks. For example, the NSMAD maintains a close collaborative relationship with

the Midwest Center for Excellence in Vector-Borne Diseases as well as researchers at the University of

Maryland, the University of Wisconsin and Loyola University Chicago. These collaborations are critical to

maintaining the regional capacity, knowledge and scientific resources to respond to vector-borne disease.

Maintaining robust training and education opportunities for current staff is similarly vital to ensuring that the

right skills and personnel exist within the district during a disease outbreak. The NSMAD must continue

to seek and maintain relationships with regional and national collaborators to ensure the latest

science and research is translated into operational mosquito and vector abatement.

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References

CDC Vital Signs (2018). Illnesses on the Rise from Mosquito, Tick and Flea Bites. CDC.gov [online] Available at: https://www.cdc.gov/vitalsigns/pdf/vs-0518-vector-borne-H.pdf.

Eisen, R.J., and L. Eisen. (2018). "The blacklegged tick, Ixodes scapularis: an increasing public

health concern." Trends in parasitology.

Gould, E., Pettersson, J., Higgs, S., Charrel, R., & de Lamballerie, X. (2017). Emerging arboviruses: Why today?. One Health, 4, 1-13.

Harris, M.C., Dotseth, E.J., Jackson, B.T., Zink, S.D., Marek, P.E., Kramer, L.D., and Hawley, D.M.

(2015). La Crosse virus in Aedes japonicus mosquitoes in the Appalachian Region, United States. Emerging Infectious Diseases, 21(4), 646.

Rosenberg R, Lindsey NP, Fischer M, et al. (2018). Vital Signs: Trends in Reported Vectorborne Disease Cases - United States and Territories, 2004–2016. MMWR Morb Mortal Wkly Rep 2018; 67:496– 501. DOI: http://dx.doi.org/10.15585/mmwr.mm6717e1.

Sardelis, M.R., Turell, M.J., Dohm, D.J., and O'Guinn, M.L. (2001). Vector competence of selected North

American Culex and Coquillettidia mosquitoes for West Nile virus. Emerging infectious diseases, 7(6), 1018. Sardelis, M.R., Turell, M.J., and Andre, R.G. (2003). Experimental transmission of St. Louis encephalitis

virus by Ochlerotatus j. japonicus. Journal of the American Mosquito Control Association, 19(2), 159-162.

Sifferlin, A. (2018). Fewer Scientists Are Studying Insects. Here’s Why That’s So Dangerous. Time Magazine. Feb. 14th 2018.

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Focus areas Science and Research

To address the rising incidence of vector-borne disease and expanding distribution of vectors, the NSMAD needs to expand the scientific capabilities of the laboratory to include: diagnostic PCR testing for WNV, SLEV and other emerging pathogens, develop the capacity for tick identification and surveillance, develop surveillance for tick pathogen detection, and most importantly, develop and maintain a program of insecticide resistance monitoring.

Migration to FieldSeeker™ GIS/ Windows ULV

The existing software the NSMAD uses, Sentinel™ GIS, will no longer be supported by Frontier Precision or ESRI. Therefore, migration to FieldSeeker™ GIS will be required. FieldSeeker™ GIS contains some advancements that will help integrate resident service requests, laboratory testing results and materials inventory into the existing data infrastructure. These advancements will provide a more integrated and comprehensive view of the district and will enable more precise and strategic targeting of control operations. FieldSeeker™ GIS will also enable a higher level of operational transparency and communication with district residents.

Training and Employee Development

To support increased testing of vectors, as well as, a program of resistance monitoring, the NSMAD

will require two seasonal employees dedicated to supporting the scientific efforts of the district. The training

these interns receive each season will help provide exposure to careers in vector control and support the

regional capacity to respond to vector-borne disease. Other goals within this focus area include renovating

the breakroom to create workspaces, supporting training and research conference participation for existing

full-time staff and developing an operational continuity plan to ensure District functioning during

emergencies, employee absence, or other unforeseen conditions.

Communications and Outreach

The adoption of FieldSeeker™ GIS also creates new opportunities for communicating with the

public. Currently, it is difficult to share timely surveillance results with the public. The real-time nature of

FieldSeeker™ GIS makes additional transparency an attainable goal. Also, service requests from residents

will similarly be routed through FieldSeeker™ GIS. Together these attributes will alter the way our current

website functions. A renovation of the website to incorporate enhanced functionality and visitor experience

will be required. Other initiatives within this focus area include the use of tablets at outreach events to sign

up residents for alerts and news from the district and obtaining “.gov” and “.org” domains to better

represent the NSMAD as a government agency.

Building and facilities repair and maintenance

The NSMAD facilities were originally constructed in 1971. Like all aging structures, maintenance

and repair remains a yearly expenditure. In addition, the demands placed on the workspaces within the

building are somewhat different than were anticipated nearly 50 years ago. For example, the need to

conduct regular resistance monitoring requires an insectary capable of rearing mosquitoes, something that

was not included in the original construction. A variety of other maintenance and repair items are due over

the next five years. While no single project is particularly large, organizing these repairs over the next five

years ensures budget stability in conjunction with the other priorities outlined in this plan.

Environmental Initiatives

The NSMAD will continue to seek ways to lighten our ecological footprint. Some of the initiatives in

this focus area include: a ride sharing incentive for employees, reducing our mercury use through migration

to LED lighting, studying the adoption of electric vehicles, and installing a pollinator garden to support

native bee and butterfly populations.

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Science and Research

X = Initiative active

1. The NSMAD currently spends $28,000 per year on detecting West Nile virus alone. Moving to a PCR-

based method for viral detection would enable detection of both St. Louis encephalitis and West Nile

virus simultaneously in the same sample for the same price per sample as the RAMP assay. In

addition, other pathogens could be detected as necessary.

2. Service plans ensure support for malfunctioning equipment during the season.

3. PCR assay costs are roughly equivalent to RAMP assays.

4. The NSMAD will begin surveillance for ticks in the late winter, spring and fall periods when ticks begin

searching for a host. The goal is to identify the tick species that exist within the NSMAD and monitor for

invasive species.

5. The NSMAD will use PCR to detect pathogens within ticks to both determine what pathogens are

present, detect new or emerging pathogens and develop risk and/or prevalence indices as appropriate.

6. PCR would enable monitoring of this viral disease and appropriate warnings to be provided using West

Nile virus as a model.

7. Monitoring the susceptibility of mosquitoes to adult control materials within the NSMAD is vital for

maintaining the capacity to respond to an outbreak of disease. The NSMAD will begin a resistance

Science and

ResearchGoal 2019 2020 2021 2022 2023

1PCR equipment

purchase$73,000.00 - - - -

2 PCR service plans $18,000.00 - - - -

3 PCR recurring costs - $30,000.00 $30,000.00 $30,000.00 $30,000.00

4Tick surveillance

programx x x x x

5Tick pathogen

surveillance PCR- - $8,000.00 $8,000.00 $8,000.00

6Develop SLEV

detection capabilityx x x x x

7Resistance monitoring

programx x x x x

8Research Buffalo

Turbine use for

Floodwater Mosquitoes

x - - - -

9Begin operational use of

turbine in floodwater

locations

- x x x x

10Research Turbine in

urban vector control x - - - -

11Begin operational use of

turbine in urban

locations

- x x x x

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monitoring program that examines resistance within mosquitoes during the season. This will require a

dedicated insectary space and a seasonal intern.

8. During the spring of 2019, the NSMAD will begin studying the operational use of the Buffalo Turbine to

control nuisance Aedes vexans mosquitoes.

9. In years 2020-2023, it is anticipated the Buffalo Turbine will find regular use as an early season

intervention to control nuisance mosquitoes.

10. During the summer of 2019, the NSMAD will study the use of the Buffalo Turbine to larvicide for vector

Culex pipiens mosquitoes.

11. In years 2020-2023, it is anticipated the Buffalo Turbine will be utilized regularly to reduce vector

mosquito abundance prior to adulticide operations.

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PCR vs. RAMP Cost/Benefit Analysis

Figure 4: The main advantages of PCR include the ability to test for any pathogen including SLEV which is currently not tested by the District.

Figure 5: The estimated costs for the equipment necessary to equip a PCR-based laboratory.

RAMP PCR

Relatively simple More involved procedure, higher level of skill

required

Few pieces of equipment required More specialized equipment required

Can only conduct one test (WNV)Can conduct tests for any pathogen in ticks or

mosquitoes

$18.00 per sample

$16.00 for one test, $16.50 to conduct two tests on

same sample concurrently. Double the amount of

testing for less money.

Can only be used for WNV surveillance

Can be used in resistance monitoring, arboviral

detection, Culex molestus hybridization monitoring

and other research projects.

RAMP vs. PCR

Item Cost

Eppendorf 5424 Centrifuge $3,361.48

Nanodrop lite $5,375.00

CFX 96 qPCR machine $37,188.00

Tissuelyzer II $12,078.00

Tissuelyzer II adapter set $1,163.00

Chill table $3,600.00

Bead Dispenser 96 well $727.00

Bead Dispenser Single $251.00

Multichannel Pipette $676.00

Repeater Pipette $472.62

Flake Ice Maker $3,500.00

Reagants/consumables $4,000.00

Total $72,392.10

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Migration to FieldSeeker™ GIS/ Windows ULV

X = Initiative active

1. Sentinel™ GIS will no longer be supported after 2020. However, Frontier Precision will provide support

and data migration to the FieldSeeker™ GIS program. FieldSeeker™ GIS has many advantages

including: real-time updating of data, the ability to customize maps and reports, as well as, service

request and inventory modules.

2. Annual costs for FieldSeeker™ GIS.

3. Windows ULV is a required software interface for adulticide operations to interface with FieldSeeker™

GIS.

4. Annual costs for Windows ULV.

5. FieldSeeker™ GIS will require tablets with 4g-LTE functionality to work. 18 tablets will be required to

support field and laboratory operations. Existing tablets are still required for truck adulticide/ULV

operations.

6. More frequent internal updates about disease risk will enable more timely and precise targeting of adult

control operations.

Migrate to

Fieldseeker

GIS

Goal 2019 2020 2021 2022 2023

1 Fieldseeker™ GIS Initial Purchase $37,575.00 - - - -

2 Fieldseeker™ Annual Licenses - $18,700.00 $18,700.00 $18,700.00 $18,700.00

3 Windows ULV Initial purchase $5,250.00 - - - -

4 Windows ULV Annual Licenses - $3,100.00 $3,100.00 $3,100.00 $3,100.00

5Tablets for Fieldseeker™ (must have

LTE data connection)$12,000.00 - $4,000.00 - $4,000.00

6

Create twice weekly vector index and

infection rate report for individual

communities

x - - - -

7

Develop maps in Fieldseeker™ to

display mosquito surveillance results

in near real-time

- x - - -

8

Develop maps in Fieldseeker™ to

display geographical insecticide

resistance results

- - x - -

9Develop maps for Fieldseeker™ that

display arboviral surveillance results- x - - -

10Continue verification of catch basin

locationsx x x x x

11

Provide monthly board report ( April

1- Sep. 30) with overview of district

operational output - - x x x

12Develop capability to display service

requests in Fieldseeker™ maps - x - - -

13Develop capability to display district

map to public - - x - -

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7. FieldSeeker™ GIS will enable the NSMAD to view mosquito surveillance numbers as they are

generated for a near real-time view of mosquito populations.

8. By creating map layers to display susceptibility data, the geographical pattern of resistance can be

displayed.

9. Mapping the results of arbovirus surveillance will enable better targeting of mosquito populations that

are a risk to human health.

10. The database of catch basins requires continuous maintenance due to errors, road construction

activities, etc.

11. FieldSeeker™ GIS will enable the creation of monthly board reports that outline the major district

operational details (i.e. materials used, acres treated, service requests answered, etc.).

12. FieldSeeker™ GIS contains a service request module that will enable the mapping of calls and service

requests. Displaying these maps will enable more precise targeting of high mosquito population areas.

13. FieldSeeker™ GIS will enable a public-facing map that will reside on the website. This public

accessible map will contain appropriate information about district activities (planned treatments,

completed treatments, surveillance results, etc.)

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Integration of District functions with FieldSeeker™ GIS and Windows ULV

Figure 6: FieldSeeker™ GIS will integrate multiple sources of data including: Adulticide treatments, laboratory surveillance, larval surveillance, and service requests into an integrated map that can be used in real-time for operational decision-making. In addition, public facing maps can be developed that will display the appropriate information back out to the web.

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Training and Employee Development

X = Initiative active

1. The NSMAD will provide an internship position for a student to conduct mosquito surveillance and

arbovirus testing.

2. The NSMAD will provide an internship position for a student to conduct resistance monitoring.

3. Staff will develop comprehensive training materials for seasonal staff that cover topics such as:

communicating with the public, applying mosquito control materials, basic mosquito and arboviral

biology, among other topics.

4. As a continuing education effort, staff will attend the yearly American Mosquito Control Association

conference.

5. Staff will have the opportunity to attend the Dodd short courses in mosquito control hosted by the

University of Florida, and/or other courses appropriate to their position.

6. The NSMAD will develop an operational continuity plan to ensure District operations during times of

emergency, employee absence or other unforeseen conditions.

Training and

employee

development

Goal 2019 2020 2021 2022 2023

1Laboratory Intern-

Surveillance and Arbo

Testing

x x x x x

2Laboratory Intern-

Resistance Monitoringx x x x x

3Develop training materials

for seasonal employeesx x x x x

4 AMCA Yearly Conference x x x x x

5Dodd Short Courses in

Mosquito Control x x x x x

6Develop an operational

continuity plan for all

major District functions

- x - - -

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Communications and Outreach

X = Initiative active

1. Integrating the website with FieldSeeker™ GIS will require considerable planning for how the website

will look and act on both mobile and desktop platforms.

2. The NSMAD will renovate the website to applicable web and mobile standards, and will incorporate

updated functionality for service requests, treatment notifications and other goals as outlined in the

website plan.

3. The NSMAD will provide tablets or other technology for the public to sign up for notifications and alerts

at public outreach events.

4. The migration to FieldSeeker™ GIS will enable the creation of reports that will describe how residents

are interacting with our website, service notifications and other functions. These reports will help

evaluate the efficacy of messaging and communications efforts.

5. The NSMAD will obtain the NSMAD.org and NSMAD.gov domains and point them to the current

NSMAD.com website.

Communications

and OutreachGoal 2019 2020 2021 2022 2023

1Create plan for website

refresh/update- x - - -

2 Renovate Website - - $20,000.00 - -

3Develop interactive outreach

tools for public eventsx - - - -

4

Develop resident

website/service request

engagement metrics/reports

- - x - -

5Obtain NSMAD.org and

NSMAD.gov domainsx - - - -

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Building Maintenance and Repair

X = Initiative active

1. Nearly all of the windows at the NSMAD have begun to fail by either A: leaking water where the

windows meet the structure or B: the insulating space between the window panes is lacking gas or has

filled with moisture. Due to FEMA flood zoning restrictions in the Village of Northfield, the architectural

opening for the windows cannot be changed. Windows must be replaced without modification to the

building.

2. The mortar joints between the concrete blocks needs extensive maintenance and repair. The exterior

stucco on the front of the building also needs repair. Garage doors and other exterior openings

requires masonry water and weather-proofing repair.

3. Older concrete block repairs were done without exterior rated blocks. The masonry in other areas is

aging and is subject to water intrusion. Waterproofing and painting the entire exterior would likely

extend the longevity of masonry repairs.

4. The HVAC system is approaching the end of its useful life will likely require replacement in the next 5

years.

5. The entrance to the building is confusing for residents who frequently mistake the NSMAD for the North

Shore Senior Center. Clearer signage on the front of the building would reduce this traffic.

6. The interior of the building and over-all workplace atmosphere could be significantly improved with

replacement of the drop ceiling with a modern no-sag tile.

7. The interior spaces of the building will need repainting.

Building

Maintenance

and Repair

Goal 2019 2020 2021 2022 2023

1 Replace windows - $50,000.00 - - -

2 Repair masonry/stucco/mortar - $50,000.00 - - -

3Paint and waterproof exterior

masonry- $30,000.00 - - -

4 Replace HVAC system - - $40,000.00 - -

5New NSMAD signage on the

front of building $4,000.00 - - - -

6Replace ceiling tiles and

ceiling frame- - $25,000.00 - -

7 Repaint interior of building - - $12,000.00 - -

8Renovate breakroom area to

create flexible

breakroom/workspace $25,000.00 - - - -

9 Repair garage center drain - - - $50,000.00 -

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8. The vector biologist currently occupies a portion of the breakroom as an office. The breakroom could be

easily repurposed to accommodate temporary office walls for the vector biologist, and a flexible

workspace for visiting scientists, interns and seasonal employees, while also remaining useable as a

breakroom for all employees after asbestos removal.

9. The garage center drain has been damaged and repaired multiple times and no longer properly drains.

The metal grates no longer sit properly in their recesses. The drain should be removed, replaced and

new grates constructed.

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Environmental Initiatives

X = Initiative active

1. Fluorescent lights contain small amounts of mercury which generally ends up in both landfills and the

ocean. Replacing or retrofitting the lighting for LED would reduce the output of mercury that ends up in

landfills. At 8 hours a day of usage, 50,000 hour LED retrofit bulbs would last 15- 20 years similarly

reducing replacement costs.

2. The decline in abundance of pollinators such as native bees and butterflies have become a pressing

issue. Supporting populations of pollinating insects by planting native sources of pollen and nectar is

recognized as one method of supporting these populations. The NSMAD will develop a garden that

contains native flowering plants sufficient to support pollinator populations.

3. The NSMAD will develop a ride sharing incentive for employees to reduce vehicle emissions.

4. Nature preserves are important for the quality of life for residents within the district. However, they can

also produce nuisance and vector mosquitoes. Developing a long-term plan that protects nature

preserves as well as public health in conjunction with the Illinois Natural Preserve will be important for

managing future disease outbreaks while protecting natural areas.

5. The NSMAD will renew the NPDES permit and will update all standard operating procedure protocols.

6. The NSMAD will engage in an ECOCAT consultation to review recent additions to the endangered

species act (ESA).

7. The NSMAD will conduct a study to determine the costs and benefits of adopting electric vehicles in

place of gasoline powered vehicles within our fleet.

Environmental

InitiativesGoal 2019 2020 2021 2022 2023

1

Replace fluorescent

lighting with LED retrofit

lighting

- - $5,000.00 - -

2 Pollinator Garden $2,000.00 - - - -

3Develop a ride sharing

incentive for employees- x x x x

4

Develop a long term

plan/strategy for managing

mosquitoes around

INPC/FPCC preserves

x - - - -

5 Renew NPDES permit - - x - -

6Conduct Ecocat review for

changes to ESA in Illinoisx - x - -

7Conduct study to determine

cost/benefit of electric

vehicles in fleet

- - x - -

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Five Year Budget Outlook

The goals and focus areas laid out in this plan can be accomplished with the five-year budget as

seen in the table below. The 2019-2023 budget incorporates the average rate of inflation (average 2.05%

from 2002-2018), an annual 10% increase in healthcare cost for planning purposes and an annual 3%

increase in mosquito control materials. Finally, the five-year budget outlook is able to expand arboviral

surveillance (PCR lab), add a tick monitoring program, add a resistance monitoring program and

accomplish all building repair and renovation goals.

Figure 7: Budget outlook from 2019-2023.

2019 2020 2021 2022 2023

Purchase of Equipment & Supplies 120,100.00$ 122,562.05$ 125,074.57$ 127,638.60$ 130,255.19$

Mosquito Control Products 195,485.00$ 204,057.47$ 214,583.57$ 214,352.70$ 218,796.68$

Building Maintenance & Repairs 20,000.00$ 80,000.00$ 52,000.00$ 25,000.00$ 25,000.00$

Capital Improvements Fund 196,825.00$ 106,650.00$ 120,000.00$ 110,000.00$ 100,000.00$

Utilities 27,900.00$ 27,760.50$ 27,621.70$ 27,483.59$ 27,346.17$

Legal & Audit 28,982.20$ 29,576.34$ 30,182.65$ 30,801.39$ 31,432.82$

Salaries & Wages 725,743.95$ 754,852.10$ 785,197.35$ 816,833.85$ 849,818.21$

Social Security 55,515.20$ 56,653.26$ 57,814.65$ 58,999.85$ 60,209.35$

IMRF 42,000.00$ 42,000.00$ 43,890.00$ 45,865.05$ 47,928.98$

Liability Insurance & Surety Bonds 65,962.06$ 67,314.28$ 68,694.22$ 70,102.46$ 71,539.56$

Health Insurance 126,500.00$ 139,150.00$ 153,065.00$ 168,371.50$ 185,208.65$

Contingency 15,554.46$ 15,873.33$ 16,198.73$ 16,530.80$ 16,869.69$

Total Expenditures 1,620,567.86$ 1,646,449.33$ 1,694,322.44$ 1,711,979.80$ 1,764,405.29$

25 | P a g e

Budget Outlook from 2002-2023

Placed in context with historical total expenditures, the NSMAD 2019-2023 projected budget

maintains a predictable level of expenditures over the next five years, which will translate into a stable levy

for taxpayers. After a small increase in 2020, the projected expenditures to accomplish the goals of this

plan remain consistent with the historical rate of inflation.

Figure 8: Expenditures remain parallel with the historical rate of inflation (2.05%) projected forward until 2023.

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Budget 2019-2023 by Category

The projected expenditure level of the District in 2023 remains below expenditures in 2012, 2013,

2014, and 2017, while simultaneously ensuring that building repair and maintenance needs are met, the

scientific capabilities of the District are increased and sustained multi-year increases in healthcare costs

due to uncertainties in healthcare legislation are considered.

Figure 9: Breakdown of projected expenditures from 2019-2023. The total projected level of expenditures in 2023 remains below 2012, 2013, 2014 and 2017 expenditure levels.

27 | P a g e

Tax Levy and District Reserves

Fiscal responsibility to the District’s taxpayer is just as important to the District’s mission as protection from mosquito

borne illness. In order to achieve both of these objectives, it is important to maintain prudent levels of reserves at the

District while at the same time being mindful of the tax levy we ask from our residents.

In 2010, the NSMAD Board took action in order for NSMAD reserves not to exceed recommended levels.

These steps included:

1. Removing levy loss in order for tax revenues to be closer to the District’s requested levy

2. Narrowing the gap between the District’s budget and actual expenditures

3. Allowing the yearly appropriation to be set to allow for spending over the yearly budget amount

4. Setting the budget slightly over the levy rate in order to prevent reserves from reaching over one

and a half years budget

5. Creation of a Capital Improvement Fund in order to fiscally plan for large projects, maintenance and

replacement of current items

In order to accomplish the goals of this five year plan and maintain the reserves that keep the District

fiscally solvent, the following levy request and resulting end of the year reserves are projected. These

projections include a full allocation of budget expenditures and the full percentage increases of District

expenditures; both of which our historical data tells us are unlikely.

Figure 10: Projected levy, expenditures and end of year reserves 2019-2023. Projections include a 1% levy increase each year after 2019 (2020-2023).

Year Levy Expenditures End of Year Reserves

2019 $1,520,127.00 $1,620,567.86 $1,819,889.27

2020 $1,535,328.27 $1,646,449.33 $1,758,768.21

2021 $1,550,681.55 $1,694,322.44 $1,665,127.32

2022 $1,566,188.37 $1,711,979.80 $1,569,335.89

2023 $1,581,850.25 $1,764,405.29 $1,436,780.85

28 | P a g e

Conclusion

The plan presented here illustrates a path forward for the NSMAD that is fiscally prudent and

mindful of the tax levy we ask for from residents, attentive to the gathering threat from vector-borne

diseases and accomplishes initiatives the board of Trustees have indicated are important priorities for the

district. In addition, this plan will substantially increase the scientific and operational capabilities of the

District while also increasing transparency and the ability to share information with our residents through

the website. Finally, the NSMAD five year plan incorporates initiatives to train and retain the skilled staff

necessary to respond to a disease outbreak while providing unique training opportunities to those

interested in vector control and epidemiology.

Taken together, the elements of this plan will ensure that the NSMAD is prepared for future public

health challenges and also prepare us to fulfill our stated mission, “…of reducing the risk of disease from

mosquito-borne viruses and minimizing the negative impact mosquitoes have on the quality of life in the

District.”