Village Board

Agenda Village of Glen Ellyn Special Village Board Workshop Meeting Monday, June 22, 2026 6:00 PM Glen Ellyn Civic Center, Room 301 Meeting Procedures Statement Visitors are most welcome to attend all meetings of the Village Board and can find copies of the Agenda at the meeting or online at www.glenellyn.org prior to the meeting. Any individual with a disability requiring a reasonable accommodation in order to participate in a meeting should contact The Village of Glen Ellyn ADA Coordinator, 630-469-5000, at least five (5) business days in advance of the next scheduled meeting. All matters on the Agenda may be discussed, amended, and acted upon. A. Call to Order B. Pledge of Allegiance C. Roll Call D. Audience Participation 1) Open: Members of the public are welcome to speak to any item not specifically listed on tonight's agenda for up to (3) three minutes during the Audience Participation portion of the agenda. For those items which are on tonight's agenda, you will have the opportunity to comment when the item is discussed. Please complete the Audience Participation form and submit it to the Village Clerk and if you have materials you wish to share with the Board, provide those also to the Village Clerk. When recognized, please step to the podium to my left and state your name for the record. Individuals wishing to address the Board shall exercise proper decorum and respect for the proceedings and the business of the Village Board and shall refrain from abusive demeanor and language. Public officials are not obligated to respond to questions. E. Discussion 1) Presentation and Discussion of the 2026-30 Strategic Plan F. Adjourn Civility Pledge - In the interest of civility, I pledge to promote civility by listening, being respectful of others, acknowledging that we are striving to support and improve our community, and understanding that we each may have different ideas for achieving that objective. Page 1 of 27  Glen Ellyn Village Board Meeting 6/22/2026 6:00 PM 535 Duane Street Department: Administration Glen Ellyn, IL 60137 Department Head: Mark Franz Category: Other Prepared By: Mark Franz AGENDA ITEM (ID DOC ID: 2026-495 # 2026-495) Presentation and Discussion of the 2026-30 Strategic Plan Statement of the Issue: Presentation and discussion of the 2026-30 Strategic Plan Analysis: Beginning late last year, the Village Board and staff undertook a strategic planning initiative, facilitated by Cory Plasch of CP2 Consulting who guided the process and provided the attached draft Strategic Plan Summary Report ("Plan"). The process included several public meetings and incorporated an Environmental Scan, SWOT analysis, and an internal stakeholder survey. Public meetings were held on January 5, January 20, and February 17, 2026, at the College of DuPage. Senior staff members and the Village Board participated in strategic visioning sessions and discussed current challenges. Additionally, references to the current Strategic Plan, Comprehensive Plan, and Community Survey were used to inform the overall approach. The objective was to develop a strategic plan for the next five years, extending through 2030. The Plan identifies five strategic priorities that are most significant for the Village in the coming years: 1. Financial Resiliency 2. Workforce Excellence 3. Thriving Community 4. Community and Economic Development 5. Proactive Infrastructure Management Additionally, we reviewed our current Vision and Mission Statements. The group agreed to update our public statements as follows: Current: Our Vision Statement: Glen Ellyn is a place where people seek to live! A welcoming, engaged community with a vibrant downtown, cultural and recreational opportunities--in a safe, attractive environment for residents, businesses, and visitors. Our Mission Statement: Our mission is to support a high quality of life in Glen Ellyn. We do this through the equitable delivery of reliable, cost-effective services and promoting a community of trust, respect and citizen involvement. Page 2 of 27 Proposed: Our Vision Statement: Glen Ellyn is a community rich in tradition, civic pride, and opportunity, where historic character, a thriving Downtown, and engaged residents create an exceptional quality of life for every generation. Our Mission Statement: We preserve what makes Glen Ellyn special, provide outstanding public services, and invest thoughtfully in the future to ensure the Village remains safe, sustainable, and prosperous. Subject All successful organizations must establish clear priorities and an action plan that is formalized within a strategic plan. The Village has consistently implemented such a plan over the years. A fundamental aspect of strategic planning is understanding past performance. Identifying future community needs (through surveys), aligning long-term development objectives (via the Comprehensive Plan), and evaluating financial challenges—including benchmarking against peer communities with a Financial Scorecard—are essential to formulating a new strategic plan. The Environmental Scan led to the following conclusion: The Village of Glen Ellyn enters its 2026- 2030 strategic planning process from a position of strength, demonstrated by exceptionally high resident satisfaction, robust quality of life, and a well-maintained community. Residents consistently express high satisfaction regarding safety, parks and recreation, education, the natural environment, and local businesses. Glen Ellyn benefits from a solid economic foundation, a highly educated population, and a favorable location with excellent transportation access. Nevertheless, the Village faces significant long-term considerations, including infrastructure investment requirements, housing affordability and diversity, workforce recruitment challenges, sustainability initiatives, and growing demands on municipal services. Looking forward, maintaining core services while proactively addressing evolving community needs will be vital for the Village’s continued success. The strategic priorities, key measures of success, performance targets and strategic initiatives are summarized in the attached draft Plan. Budget Impact: N/A Contribution to Strategic Plan New Plan Action Requested: Staff anticipates that the Village's consultant will present the draft Plan and facilitate a discussion with the Village Board to refine and enhance the final version of the strategic plan. After receiving Page 3 of 27 feedback from the Village Board, staff will be able to make further adjustments and prepare a final document to submit as the 2026-30 Village of Glen Ellyn Strategic Plan. Attachments: 1. Glen-Ellyn-2026-2030-R2 Page 4 of 27 STR ATEGIC PLAN SUMMARY REPORT Page 5 of 27 June 2026 Dear Village President Jim Burket and Village Manager Mark Franz, It is my pleasure to present the 2026-2030 Strategic Plan and Summary Report for the Village of Glen Ellyn. This plan reflects the Village’s shared vision for the future, its commitment to achieving meaningful results, and its ongoing dedication to providing exceptional services to residents and stakeholders. While continuing to support the delivery of essential public services, the Strategic Plan establishes a clear framework for organizational priorities, strategic decision-making, and long-term success. The development of this plan was the result of a thoughtful and collaborative process spanning several months. Through community data, leadership discussions, and careful analysis of the information gathered, the Village has refined its Vision, Mission, and strategic priorities to guide its work in the years ahead. It has been a privilege to partner with the Village throughout this process. I would like to extend my sincere appreciation to the Village Board, leadership team, staff, and community participants who contributed their time, perspectives, and expertise. Their engagement and commitment have been instrumental in shaping this plan and positioning the Village for continued success. Yours Truly, Cory Poris Plasch President/CEO CP2 Consulting Page 6 of127 Contents Submission Letter 01 Executive Summary 03 Vision, Mission 04 The Strategic Planning Process 05 Assessing the Current Environment 06 Stakeholder Engagement 07 Environmental Scan 08 Internal Stakeholder Survey Results 09 Understanding the Environment 10 SWOT Analysis 11 Targets by Strategic Goal 13 Strategic Plan Implementation 19 Strategic Plan Participants 22 Page 7 of 27 Executive Summary In December 2025, the Village of Glen Ellyn initiated a comprehensive strategic planning process to establish organizational priorities and direction for the years 2026-2030. The resulting Strategic Plan is centered around five key goals that were identified as the Village’s highest priorities for the planning period. Each goal is supported by desired outcomes, measurable key outcome indicators, and corresponding performance targets. These elements were developed through a collaborative process involving Village leadership, staff, and valuable input from stakeholders. Throughout the planning process, the Village also undertook a review of its foundational statements. As a result, the Vision and Mission were updated to better reflect the organization’s aspirations, purpose, and guiding principles. To support implementation of the Strategic Plan, a cross-departmental staff team was assembled to identify initiatives and action steps aligned with each strategic goal. This team will continue to play a central role in advancing the plan, developing project- level implementation strategies, and fostering organizational alignment. In addition, communication efforts will help ensure that employees throughout the organization understand the Strategic Plan and can connect their daily responsibilities to the achievement of the Village’s long-term objectives. Page 8 of327 Vision, Mission Vision Glen Ellyn is a community rich in tradition, civic pride, and opportunity, where historic character, a thriving Downtown, and engaged residents create an exceptional quality of life for every generation. Mission We preserve what makes Glen Ellyn special, provide outstanding public services, and invest thoughtfully in the future to ensure the Village remains safe, sustainable, and prosperous. Page 9 of427 The Strategic Planning Process The Strategic Planning Process seeks to answer five questions: 1. Where are we right now? (Plan Development) 2. Where do we want to be? (Plan Development) 3. How do we get there from here? (Plan Implementation) 4. How will we know when we get there? (Plan Implementation) 5. Are there changes in the future external environment that we need to consider? DEVELOPMENT IMPLEMENTATION Where are we now? How will we get there? Scan the Environment Develop Initiatives Conduct Internal and External Analysis Define Performance Measures (SWOT) Set Targets and Thresholds Develop a Strategic Profile Spread Throughout Organization Identify Strategic Challenges Where are we going? How will we know? Define Our Mission Create Detailed Action Plans Articulate Core Values Establish Accountability: Set a Vision Who, What, When Identify Key Intended Outcomes Identify Success Indicators Page 10 of527 Assessing the Current Environment The Strategic Planning Process began with a meeting with the consultant and the Village of Glen Ellyn staff. The meeting included a review of strategic planning principles, a discussion of organizational value proposition, the status of vision and mission statements, and a tutorial on preparing an Environmental Scan. The session concluded with a timeline for the planning process, assignments for preparation of the Environmental Scan, and a process for conducting the stakeholder outreach. Page 11 of627 Stakeholder Engagement To answer the question “Where are we now?”, the Strategic Planning Process began with gaining an understanding of the operating environment. This is the first activity in developing a Strategic Plan as internal and external forces, dynamics, and constraints must be considered to arrive at the most effective strategy. Assessing the environment included: • An internal stakeholder survey of employees • A landscape analysis survey of Board members and key staff • An environmental scan As environmental factors change over time, they need to be evaluated and incorporated into the strategic thinking and planning process using current data. Page 12 of727 Environmental Scan The Village of Glen Ellyn enters its 2026-2030 strategic planning process from a position of strength, characterized by exceptionally high resident satisfaction, a strong quality of life, and a well-maintained community. Residents report high levels of satisfaction with safety, parks and recreation, education, the natural environment, and local businesses. Glen Ellyn benefits from a strong economic base, a highly educated population, and a desirable location with excellent transportation access. At the same time, the Village faces important long-term considerations, including infrastructure investment needs, housing affordability and diversity, workforce recruitment challenges, sustainability planning, and increasing demands on municipal services. As the Village looks ahead, maintaining core services while addressing emerging community needs will be central to its continued success. Statistics to Consider • Population of approximately 28,000 residents, with a highly engaged and satisfied community. • Quality of Life: 97% of residents rated Glen Ellyn as an excellent or good place to live, and 95% rated the overall quality of life positively. • Safety: 94% of residents expressed satisfaction with safety in the community, exceeding national benchmarks. • Community Engagement: 79% of residents reported feeling connected and engaged with the community. • Economic Vitality: 86% rated local businesses and service establishments as excellent or good, representing a 21% increase since 2017. • Parks, Recreation, and Environment: Resident satisfaction reached 92% for parks and recreation and 92% for the natural environment. • Education and Culture: 90% of residents rated educational and cultural opportunities positively, while 89% rated health and wellness opportunities positively. • Housing: Single-family detached homes comprise approximately 64% of housing units and account for more than 50% of overall land use within the Village. Housing diversity remains limited, with multi-family housing representing a relatively small share of the housing stock. • Median Household Income: $118,208, significantly higher than the DuPage County median household income of $94,930. • Transit: The Glen Ellyn Metra Station averages approximately 1,930 weekday boardings, reinforcing the Village’s role as a regional commuter destination. • Infrastructure: Public Works maintains approximately 115 miles of water main, 85 miles of sanitary sewer lines, 70 miles of storm sewer pipe, 89 miles of roadway, and 147 miles of sidewalk (VGE owned). • Housing Needs: Identified priorities include expanding housing options for residents with disabilities, increasing affordable housing opportunities, and supporting wage growth that better aligns with the local cost of living. • Sustainability Planning: Key focus areas identified in the Sustainability Baseline Assessment include transportation and land use, buildings and energy, greenspace, waste management, water and flooding, and health and safety. Page 13 of827 Internal Stakeholder Survey Results A survey of internal stakeholders was conducted between December 29, 2025 and February 16, 2026 as part of the strategic planning process. Internal stakeholders are individuals or groups who are within the organization by virtue of being elected to or employed/appointed by the organization. They are essential to the successful implementation of the strategic plan, so their input is ideally incorporated into the process. Additionally, they often have key information based upon their interaction with the community and can identify emerging community themes. Key Takeaways • A total of 78 responses were received. • When asked about the Village’s greatest strengths, respondents most frequently identified dedicated and professional staff (68%), quality public services (60%), financial stability (44%), and strong community engagement (38%). • When asked about the most significant challenges facing the Village, staffing and recruitment (71%), aging infrastructure (56%), and communication (47%) were noted most often. • Respondents cited improving internal processes (83%), employee development and training (70%), and enhancing the use of technology (40%) as the greatest opportunities for improvement or innovation. • When asked what they would change about how the Village operates, respondents most frequently mentioned streamlined decision-making (29%), better communication (25%), more cross-department collaboration (16%), and more training and development opportunities (16%). • 71% of respondents somewhat or strongly agreed with the statement “The Village operates with openness and transparency”. • 63% of respondents somewhat or strongly agreed with the statement “The Village is open to new ideas and ways of doing things”. • 77% of respondents strongly or somewhat agreed they would apply for their position again. • 81% of respondents strongly or somewhat agreed they plan to remain with Glen Ellyn for at least another year. Page 14 of927 Understanding the Environment An integral part of the Strategic Planning Process is a SWOT Analysis, which stands for strengths, weaknesses, opportunities, and threats. It provides a situational overview of the environment in which strategic planning takes place and allows a systematic examination of factors impacting the community. Strengths and Weaknesses examine the internal operating environment, while Opportunities and Threats evaluate the external operating environment. To provide ample opportunity for reflection, a SWOT survey was distributed to the Board Members and staff prior to the Strategic Planning session. During the Strategic Planning Retreat, the SWOT data was reviewed to determine key themes and strategic issues. Page 15 10 of 27 SWOT Analysis STRENGTHS • Staff S W O WEAKNESSES • Code OPPORTUNITIES • Technology T THREATS • Staffing • Community • Mobility (parking, • Partnerships • Unfunded / freight train traffic) underfunded • Finances • Housing mandates • Aging facilities and • Infrastructure existing infrastructure • Economic • Economic uncertainty development • Safety • Growth and economic • Political divisiveness development • Staff retention / • Elected officials attraction • Managing resident • Budget and expectations • Business • Alternate funding financial planning sources • Aging infrastructure • Conflicting vision for the future • Infrastructure The Strengths and Opportunities groups combined to discuss how internal strengths coupled with external opportunities could be enablers of success. The Weaknesses and Threats groups combined to discuss how internal weaknesses coupled with external threats could be challenges to success. Then, the groups combined, and all participants reviewed the key themes. A list of strategic issues was determined, and included: • Aging infrastructure • Operational efficiency / • Roosevelt Rd corridor – • Economic / redevelopment / governmental efficiency infrastructure, economic business growth • Leadership (staff and development, divides elected): unify, maintain, community • Financial sustainability develop, decision-making • Coordinating with other • Staffing including attraction • Communication government entities and retention • Technology • Partnerships • Alternate funding / partnerships • Housing • Public safety Page 16 11 of 27 SWOT Analysis (cont.) Finally, the most important organizational priorities were finalized, taking into account information gathered throughout the process, including the Environmental Scan. Through this analysis, five Strategic Goals were identified: Workforce Excellence, Financial Resilience, Thriving Community, Community and Economic Development, and Proactive Infrastructure Management. Participants were then divided into cross-functional groups. They determined desired Outcomes (what success looks like), Key Outcome Indicators (how to measure progress towards success), and Performance Targets (a measurable goal achieved by a defined date) for each Strategic Goal. Page 17 12 of 27 Targets by Strategic Goal STR ATEGIC GOAL Workforce Excellence KEY OUTCOME OUTCOME TARGET INITIATIVE INDICATOR • Employee training • 80% participation by 12/2028 • Establish a formal leadership participation rate development curriculum Workforce • 80% supervisor participation by 12/2028 and training ladder development • Supervisor leadership participation rate • Increase employee retention rate by • Implement onboarding & an ___(date). *Baseline available ___(date) employee orientation program • Employee retention rate • Execute compensation • Employee compensation planned plan recommendation • # of departmental talent management plan annually through departmental talent • Complete personnel manual update meetings completed management meetings to ensure compliance with federal Forward-thinking • 95% of temporary benefit initiatives and and state laws and best practices • % of personnel organization manual updated all state / federal laws and best practices • Distribute comprehensive incorporated into personnel manual personnel manual and train • % participation in • Increase Wellness Program participation supervisors with implementation Wellness Program for all employees by 10% • Implement wellness committee initiatives including a creation of a calendar of events • Create more clarity of purpose • # of departments with • Complete assessment of core services in for all departments Increased key services identified each department by July 2027 and tie to • Utilize department assessments to operational subsequent budget discussions prepare budget for 2027 and beyond • # of core efficiency processes improved • Improve at least one core process annually • Strengthen cross-department • Project milestones • Update ERP system by 12/2030 workflow alignment • ERP system update plan • % of positive • Positive employee IT survey scores • Conduct internal IT survey Enhanced survey scores of at least 90% annually • Develop and execute a 5-year IT capital plan technology • IT system uptime • Maintain 99% uptime on • Identify and evaluate AI tools and baseline major IT systems annually • Project milestones use cases and implement one new • AI policy evaluated and adopted by 12/2030 police and fire technology by 2028 • Police and fire (EMS) • Retain 85% of police and • Identify strategies to retain retention rate fire (EMS) staff annually public safety personnel and Future-ready • Project milestones • Complete the assessment of implement by 01/2027 public safety fire/EMS by 12/2026 workforce • Assess accreditation • Fire/EMS assessment for police, fire, and • Complete an assessment and costs public works of accreditation by 12/2028 • Accreditation assessment Page 18 13 of 27 Targets by Strategic Goal (cont.) STR ATEGIC GOAL Financial Resilience KEY OUTCOME OUTCOME TARGET INITIATIVE INDICATOR Self-sustaining • $ operating • Increase cash reserves by • Implement operational and capital Village Links/R22 income coverage $300K–$500K annually strategies to maintain self-sufficiency Maintain • Bond rating • AAA rating affirmed during any issuance • Maintain AAA bond rating strategy financial stability • % funds in reserve • All funds meet reserve policy annually • 5-year forecast • Scorecard project • Simplified Financial • Develop and maintain milestones Scorecard in 12/2026 simplified financial scorecard Financial • Meet or exceed GFOA transparency • Exceed GFOA scoring • Produce PAFR, ACFR, and scoring thresholds thresholds annually for PAFR, budget documents that meet annually for PAFR, ACFR, ACFR, and budget awards or exceed GFOA standards and budget awards Financial • $ in grants applied for • Receive at least an average • Update grant tracking process and stewardship • $ in grants received of $100k in grants annually prioritize grant searches Page 19 14 of 27 Targets by Strategic Goal (cont.) STR ATEGIC GOAL Thriving Community KEY OUTCOME OUTCOME TARGET INITIATIVE INDICATOR Professional • Positive survey scores above • % of positive • Conduct Community Survey customer average of national comparable survey results every 5 years service communities by 12/2029 • Determine clear sustainability • Establish a special events Actively support • # of special parameters for 100% of special matrix to evaluate sustainability special events events supported events supported by ___(date) of each special event • Distribute the “Rules of • Attendance rate • Increased consistency of attendance Engagement Handbook” to the Model Village Board / Commission members • % of reports from • Annual reports from Board and advisory commissions advisory commissions • Annual report strategy Commissions • % compliance • 100% compliance with new • Governance ordinance and protocols with ordinance governance ordinance annually for Village Board and Board and Commissions implemented • Program • Fill 80% of programming Golf recreation utilization rate opportunities annually • Expand golf programs for all ages for all demographics • # of rounds • 80,000 rounds of golf annually Reliable • 100% ADA-compliant • Modernize website to • % of website updated ensure ADA compliance communication website by 01/2028 Collaborative • Project milestones • Identify and update existing • Develop inventory of IGAs and MOUs partnerships IGAs and MOUs by 12/2027 Page 20 15 of 27 Targets by Strategic Goal (cont.) STR ATEGIC GOAL Community and Economic Development KEY OUTCOME OUTCOME TARGET INITIATIVE INDICATOR • Update zoning code by 03/2027 Business • Adopt Roosevelt Rd • Update zoning code district • Project milestones master plan by 12/2030 • Adopt Roosevelt Rd master plan revitalization • Roosevelt Rd beautification • Implement Roosevelt Rd begins by ___(date) beautification plan • # of zoning • Expand zoning permissions to allow Greater housing districts that allow multi-family zoning in at least ___# • Implement Comprehensive Plan diversity multi-family zoning additional districts by 12/2027 & Housing Assessment • $ of preservation • Fully utilize preservation recommendations grants awarded grant funds annually • Permits complete upon submission Efficient building • % of permits complete improved by ___% by ___(date) • Conduct quarterly check-ins permit review at submission • First review of permits and reporting for building and approval • % of permits processed permit processing time process completed within 15 days, within 15 days 95% of the time, quarterly • Complete economic development Desirable action plan with external • Assessed value • EAV + sales / amusement tax growth consultants as needed location for and tax yield equal to or greater than 2% annually investment • Evaluate and promote business incentives • Evaluate, on average, at least one • Approve at least one annexation or annexation agreement annually annexation agreement annually • # of annexations • Approve at least one commercial, • Approve at least one commercial, • # of new developments multi-family, or attached single-family multi-family, or attached single-family Context-sensitive development annually • % of new buildings development annually growth and additions requiring • Demonstrate a year-over-year • Demonstrate a year-over-year reduction zoning variations rreduction of 5% in the percentage in the percentage of new buildings and of new buildings and additions that additions that require zoning relief require zoning relief Page 21 16 of 27 Targets by Strategic Goal (cont.) STR ATEGIC GOAL Proactive Infrastructure Management (Page 1) OUTCOME KEY OUTCOME TARGET INITIATIVE INDICATOR • Develop plans for two fire stations, • Facility Plan project Public Works Reno Center, GWA Future-ready milestones complete • Update all Facility Plans to optimize infrastructure utilization by ___(date) plan upgrades, Civic Center, planning • % of needs with firefighter training tower funds aligned • Funds aligned with needs by ___(date) • Evaluate funding alternatives • # of square feet of sidewalks improved • Complete annual sidewalk improvements • # of curb ramps in consideration of ADA transition plan improved • Modernize all traffic signal equipment • # of identified traffic (Lambert Rd 12/2027, Main/Elm signal equipment 12/2028, Park/Sheehan with Sheehan FAU Project Target 12/2030) • Develop and execute Capital Safe and modernized Improvement Plan annually reliable • Complete Safe • Complete Safe Routes to School streets and Community Travel Plan by 12/2027 • Develop and implement Downtown Routes Plan milestones streetscape improvements sidewalks complete • Active Transportation Plan updated by 12/2030 • Complete annual roadway • Transportation Plan improvement projects milestones complete • Complete Roosevelt Rd Lighting • % of Roosevelt Rd and Sidewalk Improvements improvements complete Design by 12/2028 • Average # Pavement • Average PCI of ≥70 Condition Index Pedestrian • Complete commuter station, friendly, pedestrian underpass, plaza, transit oriented • Complete Design and Land Acquisition streetscape and utility and modernized • Complete milestones for Metra Station and Multimodal Access improvements (Phase 4) and Downtown for Phase IV Improvements Project (12/2027) ongoing maintenance of current which supports Downtown project • Complete project by 12/2030 Downtown improvements safety and economic vitality Page 22 17 of 27 Targets by Strategic Goal (cont.) STR ATEGIC GOAL Proactive Infrastructure Management (Page 2) OUTCOME KEY OUTCOME TARGET INITIATIVE INDICATOR • Completion of master plan for water and • Plan future water main and lead Well-maintained sewer infrastructure • Complete development of Water service line replacement, water and reliable and Sewer Master Plan by 12/2027 reservoir improvements, sanitary water and sewer • Complete specific sewer improvements, sanitary lift water and sewer • Complete # of projects infrastructure station improvements, and storm system improvements recommended in the plan sewer improvements recommended in plan • Execute the Capital Improvement Future-ready • % of CIP annual Plan (CIP) including separate IT • Complete 90% of all infrastructure projects completed improvement and facility Capital Improvement Plan (CIP) planning annually improvement plans, and fleet projects on time and on budget equipment replacement annually (Village and GWA) Thriving tree • Tree maintenance • Achieve benchmark with • Plant, prune, and maintain trees community metrics year-over-year improvement to meet annual targets Page 23 18 of 27 Strategic Plan Implementation Implementation is the final step in the Strategic Planning Process and consists of staff developing Initiatives to support the Strategic Goals determined during the Strategic Planning Process. The following Initiatives will be reported on regularly, showing the measurable progress the Village of Glen Ellyn is making toward its Strategic Goals and associated Performance Targets. Workforce Excellence • Establish a formal leadership development curriculum and training ladder • Implement onboarding & an employee orientation program • Execute compensation plan recommendation • Complete personnel manual update to ensure compliance with federal and state laws and best practices • Distribute comprehensive personnel manual and train supervisors with implementation • Implement wellness committee initiatives including a creation of a calendar of events • Create more clarity of purpose for all departments • Utilize department assessments to prepare budget for 2027 and beyond • Strengthen cross-department workflow alignment • ERP system update plan • Conduct internal IT survey • Develop and execute a 5-year IT capital plan • Identify and evaluate AI tools and use cases and implement one new police and fire technology by 2028 • Identify strategies to retain public safety personnel and implement by 01/2027 • Fire/EMS assessment • Accreditation assessment Financial Resilience • Implement operational and capital strategies to maintain self-sufficiency • Maintain AAA bond rating strategy • 5-year forecast • Develop and maintain simplified financial scorecard • Produce PAFR, ACFR, and budget documents that meet or exceed GFOA standards • Update grant tracking process and prioritize grant searches Page 24 19 of 27 Strategic Plan Implementation (cont.) Thriving Community • Conduct Community Survey every 5 years • Establish a special events matrix to evaluate sustainability of each special event • Distribute the “Rules of Engagement Handbook” to the Board / Commission members • Annual report strategy • Governance ordinance and protocols for Village Board and Board and Commissions implemented • Expand golf programs for all demographics • Modernize website to ensure ADA compliance • Develop inventory of IGAs and MOUs Community and Economic Development • Update zoning code • Adopt Roosevelt Rd master plan • Implement Roosevelt Rd beautification plan • Implement Comprehensive Plan & Housing Assessment recommendations • Conduct quarterly check-ins and reporting for building permit processing time • Complete economic development action plan with external consultants as needed • Evaluate and promote business incentives • Approve at least one annexation or annexation agreement annually • Approve at least one commercial, multi-family, or attached single-family development annually • Demonstrate a year-over-year reduction in the percentage of new buildings and additions that require zoning relief Page 25 20 of 27 Strategic Plan Implementation (cont.) Proactive Infrastructure Management • Develop plans for two fire stations, Public Works Reno Center, GWA plan upgrades, Civic Center, firefighter training tower • Evaluate funding alternatives • Develop and Execute Capital Improvement Plan annually • Develop and execute Capital Improvement Plan annually • Develop and implement Downtown streetscape improvements • Complete commuter station, pedestrian underpass, plaza, streetscape and utility improvements (Phase 4) and ongoing maintenance of current Downtown improvements • Plan future water main and lead service line replacement, water reservoir improvements, sanitary sewer improvements, sanitary lift station improvements, and storm sewer improvements • Execute the Capital Improvement Plan (CIP) including separate IT improvement and facility improvement plans, and fleet equipment replacement annually (Village and GWA) • Plant, prune, and maintain trees to meet annual targets Page 26 21 of 27  Strategic Plan Participants The strategic plan was developed with the hard work and dedication of many individuals. The Village Board and Staff led the way, taking time out of their schedules to commit to long-term thinking. They defined a direction and a set of outcomes that are important to the community stakeholders with whom they partner and serve. Board of Trustees Village President Jim Burket Trustee Trustee Trustee Sonia Desai Bhagwakar Kelli Christiansen Robert R. Duncan Trustee Trustee Trustee Kelley M. Kalinich Donna Jean Simon Steve Thompson Village Clerk Caren Cosby Staff Village Manager Mark Franz General Manager - Finance Director Executive Assistant/ IT Director Village Links & Reserve 22 Patrick Brankin Deputy Clerk Justin Chiappetta Noel Allen Penni Cannova Fire Chief Village Engineer Economic Development Community Chris Clark Rich Daubert and Communications Development Director Director Jennifer Henaghan Meredith Hannah Public Works Police Chief Village Attorney Human Resources Director Phil Norton Paul Stephanides Director John Hubsky Kathy Vonachen Consultant Cory Poris Plasch, President, CP2 Consulting Page 27 22 of 27