City Council Planning Sessions

1. City Council Planning Agenda Documents: 2017-07-24 CITY COUNCIL PLANNING AGENDA.PDF 2. City Council Planning Strategic Priorities Update Ps04 Documents: 2017-07-24 CITY COUNCIL PLANNING STRATEGIC PRIORITIES UPDATE PS04.PDF 3. City Council Planning Minutes Documents: 2017-07-24 CITY COUNCIL PLANNING MINUTES.PDF 4. City Council Planning Draft 2017-06-16 Minutes Ps02 Documents: 2017-07-24 CITY COUNCIL PLANNING DRAFT 2017-06-16 MINUTES PS02.PDF  WHEATON CITY COUNCIL PLANNING SESSION WHEATON CITY HALL – COUNCIL CHAMBERS 303 W. WESLEY STREET, WHEATON, ILLINOIS MONDAY, JULY 24, 2017 - 7:00 P.M. * AGENDA I. Call to Order II. Approval of Minutes – June 26, 2017 III. Public Comment IV. Strategic Priorities Update V. City Council/Staff Comments VI. Adjournment During the Public Comment portion of the agenda, the presiding officer shall recognize any person requesting to be heard on any of the planning session agenda items only. Persons speaking during Public Comment shall not speak longer than three (3) minutes and shall be permitted to speak only once. Visitors must remain quiet and not engage in behavior that interferes with the Planning Session. The presiding officer may, or upon a majority vote of the council, request any visitor who violates any provision of this paragraph to leave the council chambers, and such visitor shall thereupon leave. Any person providing public comment shall address the presiding officer only and shall not proceed with remarks until recognized. When recognized, the person shall state his or her name and address. Cross floor discussions are prohibited. If a member of the City Council has questions of any person who has provided public comment, that person may address the specific question. * The Planning Session will commence immediately following the City Council Public Hearing scheduled for 7:00 p.m.  John M.Duguay Assistant City Manager To: The Honorable Mayor and City Council Date: July 18, 2017 Subject: Strategic Priorities — Goal Update Background In the summer of 2015, a strategic planning process was initiated by the City Council to establish new strategic goals that would replace the Strategic Goals and Key Performance Indicators adopted by the City Council in 2011. In September 2015, the City Council engaged Mr. Craig Rapp (Center for Governmental Studies NIU) to lead the Council through a strategic — planning process. Specifically, the City Council met twice with Mr. Rapp, the City Manager and Assistant City Manager to develop Strategic Priorities, Desired Outcomes, Key Outcome Indicators and Targets via a facilitated discussion. Mr. Rapp also facilitated a discussion with the City Manager, Assistant City Manager and Department Heads to review the Council’s draft language for the September workshops and develop strategic initiatives to carry out the Council’s plan. On January 5, 2017, Staff presented the initial plan to the City Council, including the milestones and major activities in support of achieving the Council’s three Strategic Priorities: Financial Stability, Quality Infrastructure and Efficient & Effective Services. Strategic Priority Update The format for the update is consistent with past presentations and attached as Exhibit A. The plan identifies each Strategic Priority and associated Desired Outcomes, Key Outcome Indicators and Targets. A summary of the plan to achieve the goals is provided, as is greater detail regarding the milestones and action plan to meet the objectives. Financial Stability. Staff is in various stages of executing the plan. For instance, under Strategic Priority #1 Financial Stability, some of the goals have been met for the past fiscal year, but are — in progress for the current fiscal year. Therefore, that goal is 33% met from an overall view of things since we are one-third through the strategic priority time frame (3 years). The Finance Department was also a key player in developing the City’s first CIP. Quality Infrastructure. Status sheets for Strategic Priority 4*2 Quality Infrastructure report — varying degrees of completion. This priority deals with varied areas including the Downtown Streetscape, Sanitary and Storm Sewer programs and the CIP. For instance, our first CIP was produced this winter, the Downtown Streetscape plan progresses as planned and Goal 2C, which relates to stormwater, reports significant progress in identifying structures impacted by • overland flooding in flood prone areas. On the other hand, for this reporting period, there has been no progress documenting stormwater storage areas in GIS. Efficient & Effective Services. Continual progress is being made in Strategic Priority #3— Efficient & Effective Services. In general, staff has done well incorporating the various targets into everyday operations. While there is still much work to be done in the area of identifying core services in all departments a long and detailed process staff has produced several - - services to change which allow operations to be more efficient and cost effective. Some suggested changes will produce limited savings or efficiencies; however, ingraining the idea of challenging the status quo is an important take-away. Some processes have changed, such as the Council-approved zoning amendment permitting front porches to encroach upon the front yard set-back. This streamlined process benefits the resident/applicant without the expense and time delay of a variation, and frees up Planning Department staff to perform other tasks. Recently, the Communications Department changed the way they presented the July t4 h parade. Instead of live streaming, staff videoed the event along with other shots/film of participants and those watching the parade. In production, the department was able to eliminate “breaks in the action” and insert other shots where appropriate. The final product was placed on our website 3 days later. Importantly, this saved approximately 20-25 hours of staff time moving equipment and cameras required for a live broadcast. Strategic Priority Document The milestones and major activities included in Exhibit A are the same/similar to those provided at the January update. Changes in “Percent of Milestone Completed” are shown in red font. The last item for each goal identifies Completed Activities since January Update” and “Upcoming Activities”. These bullet points were consolidated from the staff member(s) responsible for those particular goals. At the Planning Session, I will review activities completed and future activities expected to be completed. Staff will also present a few case studies of changes made previously, and the efficiencies or cost savings resulting from those changes.  EXHIBITA 1A Strategic Priority: FINANCIAL STABILITY Maintain a positive financial position, being mindful of revenue constraints and the potential reduction of intergovernmental revenues. Ensure that operating revenues and expenditures are in balance by focusing on prioritization of expenditures. Desired Outcome: Have a buffer against cessation of State-shared revenues. Key Outcome Indicator (KOl): Reserves. Target: 40% of General Fund operating expenditures in reserve. Plan to Achieve Target: Prepare Annual Budgets with projected revenues Lead Dept: Finance and expenditures achieving and maintaining a General Fund operating expenditure reserve target of 40%. Monitor budget on a monthly basis to Support Dept: All ensure reserve target is met and maintained. Departments Milestone: Annual Budget prepared and presented to the City Council. Time Frame: NOV through APR Major Activity: Percent of Plan: 40% A) Department Heads prepare Request Budgets. B) City Manager and Budget Staff meet with Department Heads to review Request Budgets. C) Staff presents Draft Budget to the City Council. Percent of Milestone D) City Council approves Final Budget. Completed: 33% Milestone: Expenditures and revenues are monitored monthly to ensure Time Frame: MAY through 40% General Fund reserve target is achieved at year-end. APR P Major Activity: Percent of Plan : 20% L A) Monthly Financial Reports prepared and provided to the City Council A and staff. N B) Staff reviews reports for trends Percent of Milestone Completed: 50% Milestone: Report on the City’s reserve balances for major operating Time Frame: Annually and as funds is prepared and provided to the City Council. needed Major Activity: Percent of Plan : 10% A) Reserve Balances Report prepared and provided to the City Council after completion of the Annual Audit. B) Reserve Balances Report included as part of the City Council review Percent of Milestone of the Annual Budget. Completed: 0%  Completed Activities since January Update: -Monthly Financial Reports prepared and distributed to City Council and staff. -Completed the presentation of the Fiscal Year 2017/18 Budget. A C T Upcoming Activities: -Prepare Reserve Balances Report for City Council. 0 -Finalize 5-Year Financial Forecast and present to City Council. N -Prepare Monthly Financial Reports and monitoring of revenues and expenditures to ensure 40% -Prepare Fiscal Year 201 8/1 9 Draft Budget and present to City Council. 5 Percent Plan Completed: T A T U I ,__H_H_H__H__ S 0% 100%  lB Strategic Priority: FINANCIAL STABILITY Maintain a positive financial position, being mindful of revenue constraints and the potential reduction of intergovernmental revenues. Ensure that operating revenues and expenditures are in balance by focusing on prioritization of expenditures. Desired Outcome: Effective cost control. Key Outcome Indicator (KOl): Operating expenses. Target: Operating expenses increase by 2% or less. Plan to Achieve Target: Present Annual Budget to the City Council that Lead Dept: Finance incorporates a 2% or less increase in annual operating expenses for major Operating Funds, and monitor approved budget on monthly basis to ensure Support Dept: Admin, All orating expenses are meeting target. Departments Milestone: Annual Budget prepared and presented to the City Council. Time Frame: NOV through APR Major Activity: Percent of Plan: 40% A) Department Heads prepare Request Budgets. B) City Manager and Budget Staff meet with Department Heads to review Request Budgets. C) Staff presents Draft Budget to the City Council. Percent of Milestone D) City Council approves Final Budget. Completed: 33% E) Major Operating Funds for operating expense target are: General, Water, Sanitary Sewer, Storm Sewer, Parking, Municipal Garage, Liability Insurance, Health Insurance and Library. Milestone: Expenditures are monitored monthly to ensure operating Time Frame: MAY through expense target is met at year-end. APR Major Activity: Percent of Plan: 20% A) Monthly Financial Reports prepared and provided to the City Council and staff. p B) Department alerted if expenditures are estimated to exceed target through establishment of dashboards. A Percent of Milestone N Completed: 50% Milestone: 5-year Financial Forecast prepared and presented to the City Time Frame: AUG through Council. OCT Major Activity: Percent of Plan: 30% A) Revenue assumptions detailed and agreed to by City Manager’s Office. B) Prepare 5-Year Financial Forecast. Percent of Milestone Completed: 75%  Milestone: Report on the City’s operating expenses for major operating Time Frame: Annually funds is prepared and provided to the City Council. Major Activity: Percent of Plan: 10% A) Operating Expense Report is prepared and provided to the City Council after completion of the Annual Audit. Percent of Milestone I Completed: 0% Completed Activities since January Update -Began preparation of the 5-Year Financial Forecast. I -Monthly Financial Report prepared and distributed to City Council and staff. -Completed the Fiscal Year 2017/18 Budget. Upcoming Activities: - Prepare Operating Expense Report for City Council. - Finalize 5-Year Financial Forecast and present to City Council. - Prepare Monthly Financial Reports and monitoring of expenditures to ensure 2% operating expense target is achieved at year-end. - Prepare Fiscal Year 2018/1 9 Draft Budget and present to City Council. - Develop dashboard type reporting for Department expense monitoring; identify key expense drivers such as Or and Bids over Budget. S Percent Plan Completed: T A T U I I S 0% 100%  ic Strategic Priority: FINANCIAL STABILITY Maintain a positive financial position, being mindful of revenue constraints and the potential reduction of intergovernmental revenues. Ensure that operating revenues and expenditures are in balance by focusing on prioritization of expenditures. Desired Outcome: Capital needs are funded adequately. Key Outcome Indicator (KOl): Capital Improvement Plan. Target: 5-year Capital Improvement Plan is adopted and funded. Plan to Achieve Target: Determine a funding strategy for the Capital Lead Dept: Engineering Improvement Plan (CIP). Identify capital projects for next 5 years, prioritize projects given certain criteria, and include in annual budget preparation. Support Dept: Administration & Finance estone: Capital Improvement Plan is prepared and presented to the Time Frame: JUL through Council. APR lajor Activity: Percent of Plan: 50% A) The City Manager’s Office, Engineering Department and Finance Department meet to coordinate the development of the CIP. B) City staff from all operational departments identify and provide projects for inclusion in the CIP. C) City Manager and CIP staff meet with Department Heads to review Percent of Milestone P project requests. Projects are prioritized and selected based on available Completed: 33% I funding A D) Staff prepares and presents Draft CIP to the City Council. N E)_Staff_prepares_Final_CIP_document. Milestone: Annual Budget is prepared with CIP projects and presented to Time Frame: JAN through the City Council. APR Major Activity: Percent of Plan: 20% A) Staff presents Draft Budget, with CIP projects, to the City Council B) City Council approves Final Budget Percent of Milestone Completed: 33% Completed Activities since January Update: - Capital Improvement Plan (2018-2022) finalized and presented to City Council. -Fiscal Year 201 7/18 Budget, with CIP projects, approved by City Council Upcoming Activities: -Update and present Capital Improvement Plan (2019-2023) to City Council. -Include CIP as part of Fiscal Year 2018/1 9 Draft Budget and present to City Council. A • Perform/provide project analysis and funding strategies to City Councilfor Capital Improvement C Plan projects. T Downtown Streetscape Plan. Prepare and present funding strategy to City Council - Storm Sewer Fund. Perform analysis of operational and capital needs, research other communities - 0 on their funding methods, and prepare report for City Council N Water Fund. Perform analysis of operational and capital needs, and prepare report for City Council - -Sanitary Sewer Fund. Perform analysis of operational and capital needs, and prepare report for City Council - Roads and other capital projects. Evaluate current funding strategy (General Fund operating revenues/expenses) for roads and other capital projects, and prepare report for City Council. Percent Plan Completed: T A T U I H H_H__H_H_ S 0% 100%  2A Strategic Priority: QUALITY INFRASTRUCTURE Maintain reliable infrastructure systems that support the high level of community expectations. Systems are delivered equitable and appropriately. Desired Outcome: Clear path forward for downtown streetscape plan Key Outcome Indicator (KOl): Comprehensive CBD streetscape and infrastructure plan identifying costs and project phases along with a funding strategy. Target: Timing, costs, prioritization in place and completed Plan to Achieve Target: Complete a comprehensive CBD streetscape and Lead Dept: Planning/Admin infrastructure plan detailing a list of prioritized projects and costs while including a funding plan. Support Dept: Admin, Engineering, Finance, PW Milestone: Staff presents the phase timing, cost and priority of work for Time Frame: Summer 2016 the comprehensive CBD streetscape and infrastructure plan Major Activity: Percent of Plan: 10% A) Hire consultant to study the work needed to be completed. B) Consultant provides general overview C) Engineering staff reviews and confirms anticipated time to complete Percent of Milestone each segment/scope of the plan Completed: 100% D) Staff presents Milestone: Hire consultant (CCS International, Inc) to provide professional Time Frame: Fall 2016 services related to Phase I of the Downtown Streetscape Project. Major Activity: Percent of Plan: 5% A) Develop Request for Proposals for selection of Civil Engineering B) Develop process for value engineering and risk analysis C) Provide cost estimates services Percent of Milestone P Completed: 100% I Milestone: Select and hire civil engineering firm to complete design Time Frame: Winter 2016 A drawings, specifications, and construction oversight for Downtown N Streetscape Phase I. Major Activity: Percent of Plan: 5% A) Develop RFP B) Complete analysis of Bids C) Interview candidate vendors Percent of Milestone D) Present recommendation to Council Completed: 100% E) Execute of design services agreement with selected firm Milestone: Completion of bid documents and construction contract for Time Frame: AUG 2017 Phase I (Front Street). Major Activity: Percent of Plan: 15% A) Initial meeting and field work begins  B) Schematic Design, Design development and construction drawing C) Develop contract docs and RFP Percent of Milestone D) Funding options presented Completed: 85% E) Bid Award Milestone: Construction Completed for Downtown Streetscape Phase I Time Frame: NOV 2018 Major Activity: Percent of Plan: 25% A) Establish and maintain a communication effort of construction with DWA, affected property owners and residents via social media B) Underground utility and electrical work C) Construction of Front Street Streetscape Percent of Milestone Completed: 5% Milestone: Completion of bid documents and construction contract for Time Frame: AUG 2018 Phase II (Wesley and Hale) Major Activity: Percent of Plan: 15% A) Initial meeting and field work begins B) Schematic Design, Design development and construction drawing C) Develop contract docs and RFP Percent of Milestone D) Funding options presented Completed: 15% E)_Bid_awarded Milestone: Construction Completed for Downtown Streetscape Phase II Time Frame: NOV 2019 Major Activity: Percent of Plan: 25% A) Establish and maintain a communication effort of construction with DWA, affected property owners and residents via social media B) Underground utility and electrical work C) Construction of Wesley and Hale Street Streetscape Percent of Milestone Completed: 0% Completed Activities since January Update: A -Schematic Design with cost estimates C -Design Development with cost estimates T -Communication with DWA; Press Releases upcoming Utility work - -City Manager presentation-funding options 0 Upcoming Activities: N -RFP produced and Contractor selected -Utility work along 3 segments of Front street begins/completed -Initial work on RFPfor Phase 1 Streetscape construction -Initiate Phase 2 Utilities and Streetscape-reiated work Percent Plan Completed: H H_H_H_H_H_ S 0% 100%  I 2B Strategic Priority: QUALITY lNFRASTRUCTRE Maintain reliable infrastructure systems that support the high level of community expectations. Systems are delivered equitable and appropriately. Desired Outcome: Reliable sanitary sewer system Key Outcome Indicator (KOl): Back-ups and Overflows Target: Establish a program to eliminate back-ups and overflows in a 10-year rain event in Basin 3 and Basin 4 areas. Plan to Achieve Target: Develop and deploy a rehabilitation plan for excess flow Lead Dept: Engineering and capacity improvement. Support Dept: Public Works Milestone: Compare excess service lateral rehab flow reduction scopes from Time Frame: DEC 2016 Pilot I and Pilot II projects and select private property flow reduction scope going forward. Major Activity: Percent of Plan: 15% A) Complete flow reduction analysis on Pilot II B) Compare the results of Pilot I and Pilot II C) Determine optimum excess flow reduction scope to implement in Percent of Milestone other priority sub-basins. Completed: 100% D) Present results and comparison of Pilot II with Pilot Ito City Council and obtain future guidance.__________________________________ Milestone: Complete private property excess flow reduction in Basin 4 utilizing Time Frame: DEC 2019 service lateral rehab project results. Major Activity: Percent of Plan: 40% A) Determine level of future funding for service lateral rehabilitation. B) Review sewer system characteristics to determine scope for service lateral rehabilitation. C) Develop construction plans and specifications Percent of Milestone Completed: 30% D) Bid and select contractor to perform service lateral rehabilitation. E) Construct service lateral rehabilitation project. F)_Project_result_analysis. Milestone: Present the results from the Southside Interceptor (SSI) capacity Time Frame: FEB 2017 analysis detailing the capacity improvement and options for conveyance or storage to the City Council. Major Activity: Percent of Plan: 15% A N A) Complete flow analysis of Southside Interceptor with Consultant B) Review report and recommendations from Consultant  Percent of Milestone C) Present recommendations to City Council and obtain future guidance Completed: 100% Milestone: Perform feasibility study based on the City Council Time Frame: APR 2018 recommendations for conveyance or storage option. Major Activity: Percent of Plan: 20% A) Select consultant to perform feasibility study based on City Council recommendations. B) Contract with selected consultant C) Review report recommendations from consultant Percent of Milestone D) Present recommendations to City Council and obtain future Completed: 20% guidance Milestone: Review current grant programs to reduce risk of residential Time Frame: DEC 2019 basement backups. Major Activity: Percent of Plan: 10% A) Review Overhead Sewer Grant Program B) Review Service Lateral Rehab Reimbursement Program C) Review point-of-sale building inspection program for excess flow Percent of Milestone violations. Completed: 0% D) Present to City Council any recommended changes to policy and r obtain guidance Completed Activities since January Update: - Selected consultant to perform feasibility study based on City Council recommendations A - Contracted with selected consultant C - In lieu of service lateral work, work was postponed subject to completion of RJN study T Upcoming Activities: -Hold feasibility study kick-off meeting with consultant and develop strict schedule for RJN to follow 0 N -Meet with Wheaton Sanitary District to discuss feasibility study -Assist consultant with refining the cost/benefit relationship of excess flow reduction vs capacity construction specificiations S Percent Plan Completed: T A T U _H_H_H_H_H_H_ S 0% 100%  2C Strategic Priority: QUALITY INFRASTRUCTURE Maintain reliable infrastructure systems that support the high level of community expectations. Systems are delivered equitably and appropriately. Desired Outcome: Policy statement addressing levels of flood protection sought for structures Key Outcome Indicator (KOl): The number of flood protected structures after a rain event Target: 100% of structures are flood protected after an established rain event Plan to Achieve Target: Continue to progress through the studies on flood Lead Dept: Engineering prone areas and complete a Benefit Cost Analysis (BCA) on affected areas. Provide recommendation/options to the City Council for determining degree Support Dept: All of flood protection desired. Departments Milestone: Identify structures (inventory) impacted by overland flooding Time Frame: 2019 in flood prone areas Major Activity: Percent of Plan: 30% A) Complete the first 4 studies in the flood prone areas B) Review and revise flood prone area list C) Prioritize future flood prone areas of study Percent of Milestone D) Hire Consultants to complete flood prone area studies Completed: 40% E)_Complete_Benefit_Cost_Analysis_for_each_flood_prone_area Milestone: Identify structure (inventory) impacted by overland flooding Time Frame: DEC 2019 in flood plains Major Activity: Percent of Plan: 25% A) Determine which structures to assess in the flood plain B) Select consultant and have elevation certificates performed on the structures in the flood plain C) Review and compile the results of the elevation certificates Percent of Milestone D) Complete Benefit Cost Analysis for flood plain structures Completed: 2% Milestone: City Council review establishment of a target rain event based Time Frame: MAY 2020 on flood inventory and data Major Activity: Percent of Plan: 10% A) Assemble results from the flood plain and flood prone Benefit Cost N Analysis B) Generate a storm frequency damage assessment establishing a baseline cost per rain event C) Present to City Council Percent of Milestone Completed: 0%  Milestone: Develop flood protection funding options Time Frame: DEC 2020 Major Activity: Percent of Plan: 10% A) Investigate storm water utility for funding B) Identify grant opportunities C) Investigate special service area funding Percent of Milestone Completed: 0% Milestone: Prepare presentation for Council to develop a policy Time Frame: MAY 2021 addressing levels of flood protection sought for structures Major Activity: Percent of Plan: 5% A) Present storm frequency damage assessment B) Receive feedback and direction from Council Percent of Milestone Completed: 0% Milestone: Identify and document 25% of designed stormwater storage Time Frame: 2019 areas Major Activity: Percent of Plan: 20% A) Review existing documentation for stormwater facilities B) Establish uniform data collection and electronic file storage Percent of Milestone Completed: 10% Completed Activities since January Update: -4th/Sth/Sth flood prone area studies are in for primary review by City -7th/8th (Pershing East and West) flood prone area studies have been bid and started -9th flood prone area study is in procurment and has been released for bid -loth/lith flood prone study RFP is in final review in Engineering to be sent to Procurement A -i2th/i3th/14 flood prone study RFP is being drafted by Engineering 7 Additional Stormwater Storage Areas Discovered/Created - T Uniform Data Collection and Electronic File Storage Created - I -24 Storm water Storage Area Plans Collected/Scanned 0 -0 Storm water Storage Areas Documented in GIS N Upcoming Activities: Review/revise flood prone area list, complete 4th/5th/6th flood prone area studies - 7th/8th flood prone area study in for primary review by City - 9th/i Oth/lith flood prone area study started - i2th/i3th/i4th flood prone studies to procurement and bid - -24 storm water storage areas Documented in GIS -5 Additional Stormwater Storage Area Plans Collected/Scanned Percent Plan Completed: T A T U I 5 0% 100%  2D Strategic Priority: QUALITY INFRASTRUCTURE Maintain reliable infrastructure systems that support the high level of community expectations. Systems are delivered equitably and appropriately. Desired Outcome: Maintaining infrastructure systems meeting community expectations Key Outcome Indicator (KOl): Stakeholder feedback on proposed annual Capital Improvement Plan Target: Complete projects in Capital Improvement Plan (CIP) Plan to Achieve Target: Annually review and update infrastructure capital Lead Dept: Engineering, and maintenance plans. Allocate appropriate resources to support the Admin, Finance execution of the plans. Support Dept: All Departments Milestone: Determine infrastructure projects in the CIP that are capital Time Frame: January 2017, and those that are maintenance (operational). ongoing Major Activity: Percent of Plan: 15% A) Public Works provides regular and on-going maintenance to infrastructure. B) PW divisions determine additional infrastructure maintenance projects to augment the infrastructure capital projects. C) Engineering and PW staff meets to determine maintenance vs capital Percent of Milestone project scope. Completed: 85% D) Maintenance Plans and Capital Projects are prioritized and selected based on available funding. E) Maintenance funding is limited to an annual increase not to exceed 2%. F) Projects selected in the CIP are managed by other City departments. Milestone: Present CIP to Department Heads in order to provide the Time Frame: August through format, structure and expectations for the project November 2016 Major Activity: Percent of Plan: 30% A) Review CIP formats from other communities and select the format for Wheaton B) Introduce the CIP format, expectations and deadline to department heads C) Collect Project Description Worksheets from Department Heads. D) CIP staff meet with Department Heads to review project requests. Projects are prioritized and selected based on available funding. Percent of Milestone Completed: 100%  2D Strategic Priority: QUAUTY INFRASTRUCTURE Maintain reliable infrastructure systems that support the high level of community expectations. Systems are delivered equitably and appropriately. Milestone: Present the updated CIP to the City Manager Time Frame: September 2017, 2018, 2019 Major Activity: Percent of Plan: 5% A) Review the CIP and meet with Dept Heads/responsible staff B) Priortize work; make revisions as appropriate C) Present draft to the City Manager D) Make revisions as appropriate Percent of Milestone Completed: 100% Milestone: Maintain Roadway Infrastructure to meet the target average Time Frame: Summer 2018 pavement rating condition (PCI) Major Activity: Percent of Plan: 10% A) Perform a pavement rating analysis (PCI) city-wide on a three year cycle B) Based on the analysis results, develop the pavement management plan C) Determine annual funding required to meet the target average Percent of Milestone pavement rating condition Completed: 85% D) Develop a five year pavement capital and maintenance program. A Milestone: Maintain sanitary sewer infrastructure to meet expected and Time Frame: Summer 2017, N appropriate level of service and comply with State and Federal EPA 2018, 2019 regulations. Major Activity: Percent of Plan: 10% A) Perform inspections, modeling, and analysis of existing sewer system to determine scope of maintenance and level of services required. B) Based on the analysis results, develop the sanitary sewer management plan and collaborate with the Engineering Department with the development of a comprehensive sanitary sewer capital improvement plan. C) Determine annual funding required to meet the expected level of Percent of Milestone service and to support the comprehensive sanitary sewer capital Completed: 20% improvement plan. D) Develop a five year sanitary sewer capital and maintenance program Milestone: Maintain storm sewer infrastructure to meet expected and Time Frame: ongoing appropriate level of service and comply with State and Federal EPA regulations.  2D Strategic Priority: QUALITY INFRASTRUCTURE Maintain reliable infrastructure systems that support the high level of community expectations. Systems are delivered equitably and appropriately. Major Activity: Percent of Plan: 10% A) Perform inspections and analysis of existing sewer system to determine scope of maintenance required C) Based on the analysis results, develop the storm sewer management plan B) Determine annual funding required to meet the expected level of Percent of Milestone service Completed: 5% D) Develop a five year storm sewer capital and maintenance program Milestone: Maintain water system infrastructure to meet or exceed Time Frame: ongoing State and Federal regulatory requirements and to provide sustainable and appropriate level of services to customers Major Activity: Percent of Plan: 10% A) Perform inspections and analysis of existing water system to determine scope of maintenance required B) Establish a policy concerning City actionswhen lead service lines (public and private) are found during work/excavation C) Based on the analysis results, develop the water system Percent of Milestone management plan Completed: 80% D) Determine annual funding required to meet the expected level of service E) Develop a five year water system capital and maintenance program Milestone: Determine community satisfaction with maintenance of Time Frame: 2018 infrastructure Major Activity: Percent of Plan: 10% A) Monitor/track City social media, phone and emailed comments B) Work with Communications Department to develop a survey to determine satisfaction C) Send out survey to stakeholders D) Receive survey results and determine level of satisfaction Percent of Milestone E) Adiust infrastructure &ans. as aøirorriate Comoleted: 0%  2D Strategic Priority: QUAUTY INFRASTRUCTURE Maintain reliable infrastructure systems that support the high level of community expectations. Systems are delivered equitably and appropriately. Completed Activities since January Update: - Completed CIP plan and presented to City Council - Determined classification of projects as Capital or Operationalfor the Annual Road Program A - Developed and Implented policy for treatment of lead water services C - Initiated work on FY2018-19 CIP T I Upcoming Activities: 0 - Continue to update/prioritize CIP Plan to allocate appropriate resources to support projects N - Update the 5-year capital and maintenance plan for roadway resurfacing and reconstruction - Continue inspections, modeling and analysis of the existing sanitary and storm sewer systems - Develop a 5-year Water System Capital and Maintenance Program 5 Percent Plan Completed: T A T ......_._......__.._.._._._I U I S 0% 100%  3A Strategic Priority: EFFICIENT AND EFFECTIVE SERVICES Services are delivered at a level that meets community expectations, and they are continually optimized and streamlined to meet community needs. Desired Outcome: Core service delivery meets community expectations Key Outcome Indicator (KOl): Stakeholder feedback Target: Each Department identifies their core services and the majority of stakeholders agree that service levels meet expectations. Plan to Achieve Target: Staff will be trained on how to conduct a core service Lead Dept: Administration review, then complete a comprehensive core services analysis establishing appropriate service levels to meet stakeholder expectations. Support Dept: All Departments Milestone: Initiate the process of reviewing services provided Time Frame: ongoing Major Activity: Percent of Plan: 30% A) Identify core service criteria B) Train staff on identifying core services C) Identify and review all provided services Percent of Milestone D) Identify mandated services Completed: 30% E) Survey other communities to determine possible gaps/services not identified Milestone: Collect information regarding service outcomes through best Time Frame: June 2018 practices/industry standard evaluations Major Activity: Percent of Plan: 15% A) Determine service’s direct and indirect impact on residents B) Review comparable community benchmarks C) Evaluate industry standards, if applicable Percent of Milestone D) Research and evaluate best practices Completed: 5% E) Collect and evaluate resident feedback after implementation Milestone: Define core services Time Frame: February 2019 P Major Activity: Percent of Plan: 20% I A) Identify and establish core services A B) Ensure that core services are aligned with Strategic Goals N C) Ensure that core services meet stated criteria Percent of Milestone Completed: 15%  Milestone: Define core service levels Time Frame: September 2019 Major Activity: Percent of Plan: 25% A) Determine current core service level B) Compare level of service against best practices/standards C) Determine gaps in levels of service Percent of Milestone Completed: 5% Milestone: City Council approval of core service levels Time Frame: December 2019 Major Activity: Percent of Plan: 5% A) Recommend core services and service levels B) Determine costs associated with core service levels C) Identify availability of funds Percent of Milestone D) Prioritize services Completed: 0% E) Council approval of service levels Completed Activities since January Update: -Dept Heads working to identify all services (ACM & DHR meetings w/majority of Depts) A -PW reviewing Lucity (work order system) to assist working thru process C -Meetings with PD Admin to review services T Upcoming Activities: -Dept Heads continue to work on identifying all services and determining core services 0 -ACM & DHR meet w/ remaining Depts N -Develop template or format to define Core Services and Core Service Levels; provide to Dept Heads 5 Percent Plan Completed: 5 ‘I J* LLL LLH[*iL 0% 100%  3B Strategic Priority: EFFICIENT AND EFFECTIVE SERVICES Services are delivered at a level that meets community expectations, and they are continually optimized and streamlined to meet community needs. Desired Outcome: Service delivery is efficient, effective and sustainable Key Outcome Indicator (KOl): Core Service Metrics Target: A 10% cost or efficiency improvement is achieved in four (4) areas identified as core services. Plan to Achieve Target: Departments will complete a comprehensive review of Lead Dept: Administration core service delivery methods and will identify inefficiencies in four (4) core service deliveries which provide a 10% cost savings or a 10% efficiency improvement. Support Dept: All Departments Milestone: Initiate the process of reviewing delivery of core services Time Frame: November 2017 Major Activity: Percent of Plan: 35% A) Encourage development of new ideas for service delivery with employees B) Survey other communities for alternate ways of providing services C) Identify other ways/options for delivering the service in order to Percent of Milestone provide efficiencies or cost savings Completed: 70% Milestone: Target the core service(s) and enact the efficiencies Time Frame: 2017 2018 - P Major Activity: Percent of Plan: 50% A) Identify 2 service delivery methods of a core service where staff can N be more efficient B) Change the process/procedures/delivery method to increase efficiency or provide cost savings C) Determine the cost baseline data of that level of service Percent of Milestone D) Measure the cost savings of change in service delivery Completed: 50% Milestone: Present the service delivery changes to the City Council Time Frame: 2019 Major Activity: Percent of Plan: 15% A) Show cost savings in selected service areas B) Show service delivery efficiencies Percent of Milestone Completed: 60%  Completed Activities since January Update: Fleet Mgmt Committee recommended elimination of 3 vehicles (dump truck, end loader and - backhoe) via improved internal coordination, saving $370K in replacement costs LED replacement project (April ‘17) saved $11 6K (51%) and maint time for electrician - A Active PD participation in DuPage Major Crimes Task Force (MCTF); TF provided 300 hrs of - c assistance over 2 days following FEB ‘17 murder (Woodcutter Ln) vs. PD providing most of staff T PD - SWAT through DuPage County; expect to save > $85,000 in OT/call-back and equipment PW/Sewer refurbish / reuse covers; 50%. savings (annually “$3,000) - Upcoming Activities: Public Works will continue to evaluate cul-de-sac clearing operations during snow events - N Fire Dept/ Fleet will continue to track maintenance costs, fuel efficiency, repairs with smaller - ambulance chassis (currently each vehicle: $114K savings purchase cost; $2,500 maint/annually Communications Dept implements new website; mobile users will be able to access 3-4X the - information vs current. Much better searchability. Enhanced use of SharePoint by PD for general info, material previously shared at roll call, etc - Percent Plan Completed: T A T U I _H_____ 5 0% 100%  3C Strategic Priority: EFFICIENT AND EFFECTIVE SERVICES Services are delivered at a level that meets community expectations, and they are continually optimized and streamlined to meet community needs. Desired Outcome: Less critical services are reduced, minimized or eliminated Key Outcome Indicator (KOI): Services and programs Target: Each Department identifies at least one service or program to be reduced, or minimized or eliminated. Plan to Achieve Target: While in the process of identifying core services, Lead Dept: Administration each department will identify a service or program that is minimally used, not essential or mandated, would have minimal direct or indirect negative Support Dept: All effect on residents and/or is not cost effective. Departments Milestone: Identify service to be reduced or eliminated Time Frame: 2016 2018 - Major Activity: Percent of Plan: 20% A) Review list of departmental services provided and target a particular service to reduce or eliminate B) Determine the effect of reducing/eliminating the service on residents C) Compare the service level considered against industry best practices, Percent of Milestone benchmarks or standards Completed: 25% D) Is there a negative (or unacceptable) effect of eliminating the service? E) Determine cost savings; develop metric to measure Milestone: Inform City Council of intended service reduction or elimination. Time Frame: 2016 2019 - Major Activity: Percent of Plan: 20% A) Provide City Council a summary/review describing a service to be reduced or eliminated B) Show how the new service compares with industry standards C) Receive City Council feedback regarding the service to be eliminated Percent of Milestone or reduced Completed: 15% D)_Reduce or eliminate the service as_appropriate Milestone: Following City Council approval to reduce or eliminate a specific Time Frame: 2017 2019 - A service, communicate as appropriate to other departments N Major Activity: Percent of Plan: 20% A) Determine the departments that may be affected by a change in a particular service B) Communicate to the department head/employees what change will occur and when the change takes effect  Percent of Milestone C) Advise Communications Department for their use and dissemination Completed: 20% (Facebook, Twitter, etc.), to communicate to residents Milestone: Evaluate the effect of service level change or elimination Time Frame: 2017 2019 - Major Activity: Percent of Plan: 20% A) Monitor and collect information from City “feedback” email, incoming phone calls B) Monitor and track social media comments (Facebook, Twitter, etc.) Percent of Milestone C) Evaluate feasibility of making the service level change permanent Completed: 25% Completed Activities since January Update: Zoning Ordinance amended for front porches encroaching front yard set-backs; no longer necessary - A to apply for variation saving resident/staff time - C Comm Dept eliminated live production of July 4th parade; Stafffilmed parade/edited a version - T without large breaks and added shots; produced 4 days later 0 Upcoming Activities: N Ongoing departmental review of services and opportunities for reduction and elimination - HR moves to ESS; eliminate printing off pay stubs; will lead to greater familiarization w/HRIS - S Percent Plan Completed: T A T U I H H_H_H_H_H_H_ I S 0% 100% 4,  MEMORANDUM TO: Record FROM: Susan Bishel, Public Relations Coordinator SUBJECT: July 24, 2017 City Council Planning Session Minutes DATE: July 25, 2017 CC: Mayor and City Council, City Manager, City Clerk, Department Heads The Planning Session took place in the Council Chambers, Wheaton City Hall, 303 W. Wesley St., Wheaton, Illinois. Those attending the Planning Session included: Mayor Gresk, Councilman Barbier, Councilwoman Fitch, Councilman Prendiville, Councilman Rutledge, Councilman Scalzo and Councilman Suess. Also in attendance were City Manager Dzugan, Assistant City Manager Duguay, Director of Planning & Economic Development Kozik, Director of Finance Lehnhardt, Director of Engineering Redman, Police Chief Volpe, and Public Relations Coordinator Bishel. The session began at 7:18 p.m. following the conclusion of a public hearing and concluded at 8:10 p.m. The following items were discussed: I. Call to Order The Wheaton City Council Planning Session was called to order at 7:18 p.m. by Mayor Gresk. II. Approval of Minutes – June 26, 2017 Councilwoman Fitch requested that the June 26, 2017 Planning Session minutes be amended to add more details about the discussion of proposals for Martin Memorial Plaza, especially the Council members’ input on the options they preferred and that the consultant recommended the plaza be located on the north side of Front Street. III. Public Comment There were no public comments. IV. Strategic Priorities Update Assistant City Manager Duguay provided the Council with an update on the goals and actions that have taken place in the past 6 months related to the strategic goals of financial stability, quality infrastructure, and efficient and effective services. Regarding the target of having 40% of General Fund operating expenses in reserve, Assistant City Manager Duguay stated staff completed the 2017/18 annual budget and has been providing the Council with monthly financial reports. Staff is finalizing the 5-year financial forecast and is working on the Fiscal Year 2018/19 budget. To meet the target of operating expenses increasing by 2% or less, Assistant City Manager Duguay reviewed the budgetary planning the City staff has done over the past 6 months. He stated staff is preparing an annual report on the City’s operating expenses for major operating funds and will be developing dashboard-type reporting for monitoring departments’ expenses. Assistant City Manager Duguay reviewed the work City staff has completed with the Capital Improvement Plan, including presenting it to the Council and incorporating it into the current budget. Staff is working to prepare the next 5-year plan, which will include project analysis for the funding of the downtown streetscape plan. For the first target in attaining quality infrastructure – completing a downtown streetscape and infrastructure plan identifying costs and project phases along with a funding strategy – Assistant City Manager Duguay stated the consultants for this project and City staff presented on the schematic designs and funding options. The next step will be putting out a Request for Proposals for utility work on Front Street. In response to a Council question about how the City will keep people updated on the project’s progress, Assistant City Manager Duguay stated City staff is working with the Downtown Wheaton Association to create an interactive web page displaying updates and will be producing short-format update videos on Facebook and Twitter. To meet the goal of establishing a program to eliminate backups and overflows in a 10-year rain event in Basins 3 and 4, Assistant City Manager Duguay stated the City selected RJN to prepare a feasibility study, and staff will be meeting with the Wheaton Sanitary District regarding the Southside Interceptor and its capacity related to Wheaton’s sewer system. In response to Council questions, Director of Engineering Redman stated the City performed work in two pilot areas replacing service laterals, but the City needs the results of the RJN feasibility study to determine the most cost-effective approach to further eliminating backups and overflows. Assistant City Manager Duguay stated for the target of having 100% of structures flood- protected after an established rain event, the Engineering Department is making good progress with the studies of the flood prone areas. Staff has also documented 24 designed stormwater storage areas. In response to a Council question, Director of Engineering Redman stated the City is performing studies on 20 different flood-prone areas. 7/24/17 Planning Session 2 Assistant City Manager Duguay stated the progress the City has made in terms of capital improvements includes completing the Capital Improvement Plan in February, prioritizing road work projects, and developing a policy for the treatment of lead water service lines. He stated the City will continue to prioritize projects, and will be doing modeling and analysis of storm and sanitary sewer systems. In response to a question about the City’s policy for the treatment of lead service lines, Assistant City Manager Duguay stated the Water Division has been investigating records to determine where service lines could contain lead. If the City comes across private service lines that contain lead, the City established a policy that includes notifying the homeowner, water testing and providing the homeowner with a water filter. City Manager Dzugan stated in a previous presentation to the Council regarding this issue, the Council directed staff to continue creating a comprehensive inventory of water service line materials throughout the City before deciding on whether the Council would like to establish a replacement program. City Manager Dzugan stated staff will be placing a map with the database of service line materials on the City’s website. Assistant City Manager Duguay reviewed the work City staff has completed toward the target of identifying core services. Assistant City Manager Duguay and Human Resources staff have met with most City departments to determine core services. Council members requested staff provide the criteria they are using to determine what makes a core service. In response to a Council question, City Manager Dzugan stated the library is not included in this exercise. To achieve the goal of a 10% cost or efficiency improvement for four areas identified as core services, Assistant City Manager Duguay reviewed examples of how staff is creating efficiencies. The Sewer Division is saving approximately $3,000 annually by refurbishing sewer manhole covers rather than replacing them, and fleet management recommended saving $370,000 by eliminating 3 large vehicles in the Public Works fleet. In response to Council questions, Assistant City Manager Duguay stated the City currently does not have a system in place to reward employees who come up with ideas that result in efficiencies, but the City could consider implementing a program. In terms of meeting the goal of each department identifying at least one service to reduce or eliminate, Assistant City Manager Duguay stated the City amended the Zoning Ordinance to make the process of requesting a variance to add a front porch less cumbersome and require less staff time. Also, the Communications Department saved more than 20 hours of staff time by filming the Fourth of July Parade and posting the video later the same week, rather than 7/24/17 Planning Session 3 broadcasting it live, which requires a significant amount of time for the disassembly/reassembly of equipment from the City’s television studio. Human Resources will be eliminating the printing of pay stubs for employees and instead providing them online. To answer a Council question about the City’s implementation of the ERP, City Manager Dzugan stated Purchasing has yet to be incorporated. Chief of Police Volpe outlined ways the Police Department is implementing efficiencies, including the elimination of the 11 p.m.-7 a.m. shift for Police Support Services. The department often faced staffing challenges and would incur overtime charges when staff took vacations. By using DU-COMM’s dispatching during this shift, the Police Department can provide the same service to residents and can redistribute staffing to better cover the department’s needs. As a result, the department could create a property control officer position. Chief of Police Volpe also reviewed how consolidating with DuPage County’s SWAT team is another efficiency the department recently implemented. By joining with a larger network of SWAT personnel, the City now has a greater availability of equipment, resources and training and is saving approximately $88,000 per year. Finally, the Police Department became a member of the DuPage County Major Crimes Task Force (MCTF), a joint organization including approximately 30 DuPage County communities and DuPage County. This organization gives Wheaton access to the top investigators in the County and immediate assistance of a network of police personnel who can assist during significant incidents. The City received the MCTF’s assistance in Wheaton’s homicide investigation earlier in 2017, and the combined forces resulted in one of the quickest solving times for a homicide in the County’s history. In response to a Council question, Chief of Police Volpe stated the individuals who are part of the MCTF work together very well because the organization provides its own training, and the members train together. V. City Council/Staff Comments Mayor Gresk thanked City staff for the examples they provided of how they are working to achieve the Council’s strategic goals and thanked staff for their dedication. VI. Adjournment The meeting was adjourned at 8:10 p.m. 7/24/17 Planning Session 4  MEMORANDUM TO: Record FROM: Susan Bishel, Public Relations Coordinator SUBJECT: June 26, 2017 City Council Planning Session Minutes DATE: June 27, 2017 CC: Mayor and City Council, City Manager, City Clerk, Department Heads The Planning Session took place in the Council Chambers, Wheaton City Hall, 303 W. Wesley St., Wheaton, Illinois. Those attending the Planning Session included: Mayor Gresk, Councilman Barbier, Councilwoman Fitch, Councilman Prendiville, Councilman Rutledge, Councilman Scalzo and Councilman Suess. Also in attendance were City Manager Dzugan, Assistant City Manager Duguay, Director of Engineering Redman, and Public Information Officer hrower. The session began at 7:00 p.m. and concluded at 9:12 p.m. The following items were di ssed: I. Call to Order S The Wheaton City Council Planning Session was called to order at 7:00 p.m. by Mayor Gresk. II. Approval of May 22, 2017 Planning Session Minutes The Council approved the May 22, 2017 Planning Session Minutes. III. Public Comment Paula Barrington, Executive Director of the Downtown Wheaton Association, stated the association’s board voted in favor of keeping Martin Memorial Plaza on the south side of Front Street, rather than moving it to the north side of the street. The board also asked that the City consider adding a water feature to the plaza design. Kay Walgren, president of the DuPage Art League expressed concern about how the construction on Front Street would affect local businesses. IV. Downtown Streetscape Check Point 2 and Funding Assistant City Manager Duguay provided some background on how the City has arrived at Check Point 2. He reviewed some of the changes from the 2016 master plan, including the need to relocate curbs, address grade changes for accessibility and replace traffic signals. He also reviewed the steps the City has taken to reduce the overall cost of the project, including savings on Liberty Drive from West to Hale by not relocating the curb and eliminating structural soil, and limiting curb relocation and structural soil on Main Street from Liberty to Illinois. Also, the project will reduce the cost for the park site improvements along Liberty, reduce the budget for the French Market site, and change designs from festival street to pedestrian streets. Rob Deming of Primera discussed some of the changes to the engineering of the project’s first phase, including increasing traffic lane widths from 10.5-foot lanes to 11-foot lanes to meet PACE Bus Route requirements, revising parking angles and signal modernization. Jon Brooke of Design Workshop reviewed examples of directional signage, banners and wayfinding and signage that they are working on. Mr. Brooke presented three design concepts for Martin Plaza on the south side of Front Street. The first concept is based around movement, incorporating bicycling and the Illinois Prairie Path. The second concept centered around the idea of creating a quiet room in Martin Plaza by surrounding it with trees and creating seating. The third concept highlights the importance of the railroad’s history in the downtown by creating a station-like feel with tall columns and spaces to view passing trains. The team also presented two concepts for moving Martin Plaza to the north side of Front Street. Both concepts would create a plaza approximately 100 feet long on the north side of the street where there is currently parking, and maintaining a small plaza on the south side of Front Street that would accommodate a tent. The first desig’could include moveable seating, art features, lighting features, and a connection between both sides of the street. The second concept featured an outdoor bar and café concept that focuses on outdoor dining, moveable seating, and creating a gateway tIrest ofdowntown. All of the concepts would include lighting strung overhead as rative feature. Mr. Brooke stated the design team recommends moving the plaza to the north side of Front Street because they feel it would add to the existing streetscape, increase safety by moving the plaza further from the train tracks, create more square footage for the plaza and act as an extension of the current retail areas. However, the designers stated some benefits keeping it on the south side of the tracks would include having a central gathering place and better connecting the north and south sides of downtown. He stated many of the features presented in the various plans could be incorporated into different designs. In terms of including a water feature in the design, Mr. Brooke stated the design budget does not include a large-scale water feature. The original Downtown Plan included a water feature on the south side of the train tracks in the gathering area along Liberty Drive rather than in Martin 6/26/17 Planning Session 2 Plaza. He stated they could include a smaller-scale water feature in Martin Plaza. However, even a small pop-jet style fountain could cost $200,000 or more. Some Council members expressed support for the designs locating the plaza on the north side of Front Street. A majority of the Council supported keeping the plaza on the south side of the street. In response to Council questions about outdoor dining space availability if the plaza were on the north side of the street, Mr. Brooke stated the wider sidewalks proposed in this project would allow more businesses to have outdoor dining options, notjust those located adjacent to the proposed plaza. The proposed design would provide seating as a common space, not for exclusive use by the adjacent businesses. —— In response to Mr. Brooke’s request for feedback, some Council members stated they would like to see a hybrid concept on the south side of Front Street incorporating elements from the north side concept, such as a gateway element, water feature and café seating. Assistant City Manager Duguay stated Primera will be taking the Council’s feedback and developing more detailed plans based on the Council’s direction. In response to Council questions and feedback about the proposed signage, Mr. Brooke stated they could look at incorporating blue in the design, and the designers would work with City staff to develop branding concepts. Council members expressed a desire to maintain a traditional- looking feel for the design. 4 Council members requested drawings on the types of materials that will be used. Mr. Brooke stated the team will present and discuss this with the Council the next time Design Workshop meets with the Council. Assistant City Manager Duguay reviewed upcoming work, including utility work starting in the fall on three segments of Front Street, and then construction on Front Street from spring 2018 through early fall 2018. Work would continue with the next phase completing utilities in the fall, then construction in the spring and summer of 2019. The fall/summer of 2019-20 would be Main Street and Wheaton Avenue improvements, finishing south of the tracks on Liberty Street with the park and French Market improvements in the fall/summer of 2020-21. 6/26/17 Planning Session 3 In response to Council questions, Mr. Deming stated one lane of Front Street would remain open during construction, though there may be some parking restrictions during this time. Access to businesses will remain open throughout the process. City Manager Dzugan reviewed options for financing this project and how the City can maximize the use of TIF 2 funds for the project. The TIF 2 funds must be used by December 2022. This project is estimated to cost approximately $35 million, with $22.5 million being funded from TIF 2 revenue and $12.5 million being funded from non-TIF funds. City Manager Dzugan stated staff estimates the City will need to borrow $10-15 million to fund this project, and the City can allocate $2-$4 million from the Capital Projects Fund reserve toward this project. City Manager Dzugan reviewed previous discussions regarding funding this project. He reviewed some revenue options, including a 0.25% local sales tax increase, a food and beverage tax, Capital Projects Fund reserves, property tax rate increase, a French Market lease, a tax on local downtown businesses or business district sales tax. Another option would be to loan money for the General Fund for this project. The loan would be paid back over time through an increase in the local sales tax. City staff will continue to look at financial options for this project. The Council desired further review of the staff’s option to implement a 0.25% local sales tax to cover debt/loan obligations, borrow $8 million to $10 million from the General Fund, and have the Capital Projects Fund reserve balance fund $2 million to $4 million toward the project. The Council also asked the staff research options for the local property owners benefiting from the improvements to finically participate through either a Special Service Area and/or Special Assessment. 4 V. City Council/Staff Comments The Council encouraged the community to attend the Wheaton Park District’s Fourth of July Parade at 10 a.m. July 4. VI. Adjournment The meeting was adjourned at 9:12 p.m. 6/26/17 Planning Session 4