City Council Planning Sessions

1. City Council Planning Agenda Documents: 2017-01-09 CITY COUNCIL PLANNING AGENDA.PDF 2. City Council Planning Strategic Plan 2016 - 2019 Update Ps04 Documents: 2017-01-09 CITY COUNCIL PLANNING STRATEGIC PLAN 2016 - 2019 UPDATE PS04.PDF 3. City Council Planning Minutes Documents: 2017-01-09 CITY COUNCIL PLANNING MINUTES.PDF 4. City Council Planning Draft 2016-12-12 Minutes Ps02 Documents: 2017-01-09 CITY COUNCIL PLANNING DRAFT 2016-12-12 MINUTES PS02.PDF  WHEATON CITY COUNCIL PLANNING SESSION WHEATON CITY HALL – COUNCIL CHAMBERS 303 W. WESLEY STREET, WHEATON, ILLINOIS MONDAY, JANUARY 9, 2017 - 7:00 P.M. AGENDA I. Call to Order II. Approval of Minutes – December 12, 2016 III. Public Comment IV. 2016 – 2019 Strategic Plan 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.  John M. Duguay Assistant City Manager To: The Honorable Mayor and City Council Date: January 5, 2017 Subject: 2016—2019 Strategic Plan Update Background In the fall of 2015, the City Council initiated a strategic planning process to establish new strategic goals that would replace the Strategic Goals and Key Performance Indicators adopted by the City Council in 2011. Specifically, the City Council met twice with Mr. Craig Rapp, the City Manager and Assistant City Manager to develop Strategic Priorities, Desired Outcomes, Key Outcome Indicators and Targets via a facilitated discussion. Additionally, Mr. Rapp facilitated a discussion with the City Manager, Assistant City Manager and Department Heads to review the City Council’s draft language from the September workshops and to develop Strategic Initiatives to carry out the City Council’s plan. The end result of those workshops is attached as Exhibit A (Strategic Plan Summary, 2016—2019). Strategic Plan Update The first update for the 2016—2019 Strategic Plan is attached as Exhibit B. As with previous updates, the format identifies each Strategic Priority and associated Desired Outcomes, Key Outcome Indicators and Target. 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. You will note that work has been initiated on all plans; however, staff is in various stages of executing the plans. Staff continues to incorporate the Strategic Priorities and Goals into everyday operations and when making purchases. For example, under Strategic Goal 3B (Efficient and Effective Services), the Fire Department’s research and recommendation to change from the previous large ambulance chassis to a smaller chassis saved significant dollars while maintaining the service level. The Police Department reduced the hours of operation for the “front desk” service representatives eliminating the night shift (Strategic Goal 30). This reduction in hours has had a very minimal effect on residents, has reduced overtime and made personnel more effective by working during more typical work times. Please note that in the attached Exhibit A, Strategic Priority #2 (Quality Infrastructure), Strategic Initiative ‘A” is highlighted and staff is recommending that it be changed. The number of designed stormwater systems increase as staff is notified of their existence from time to time. Staff recommends a goal of identifying and documenting 25% of designed stormwater storage areas as a more reasonable alternative.  EXHIBIT A City of Wheaton-Strategic Plan Summary 2016-19 Strategic Desired Outcome Key Outcome Target Strategic Initiatives Priority Indicator Financial have a buffer against Reserves 40% of General Fund Comprehensive reserve analysis Stability cessation of State operating expenditures revenue share in reserve Effective cost control Operating Operating expenses Fully deploy financial expenses increase 2% or less reporting/dashboard system Capital needs are funded Capital 5-year capital plan is Develop 5-year CIP and funding adequately Improvement Plan adopted and funded strategy Quality Clear path forward for Infrastructure plan Timing, costs, a) Complete infrastructure plan Infrastructure downtown infrastructure prioritization-in place b) Develop funding plan and completed Reliable sanitary sewer Backups and Infiltration reduced by a)Develop & deploy rehab plan for system infiltration 40% for 10-year rain excess flow high priority areas — events b) Establish core maintenance schedule No backups occur after and standards for sanitary sewer a 10 year rain event system Policy statement The number of 100% of structures are a) Ensure 25% of existing public and addressing levels of flood flood protected after an private designed stromwater systems structures flood protection sought for protected after a established rain event operate at design/optimal structures rain event specifications b) Complete stormwater disaster inventory and investigation in flood prone and flood plain areas c) Complete cost/benefit analysis of potential flood protection projects for flood prone and flood plain areas d) Develop flood protection funding options Maintain infrastructure Stakeholder Complete projects a) Review capital infrastructure needs systems meeting feedback on identified in capital plan on annual basis community expectations proposed annual b) Develop and implement project Capital management tools Improvement Plan b) Allocate in-house resources to manage projects Efficient and Core service delivery Stakeholder a) Clearly defined core a) Comprehensive services analysis Effective meets community feedback service and their levels Services expectations b) Majority b) identify and establish service levels stakeholders agree service levels meet expectations Service delivery is Core service 10% cost or efficiency a) Service delivery option analysis effective, efficient and metrics improvement in 4 core b) Core service improvement program sustainable services Less critical services are Services and Each dept. identifies a) Service/program reduced, minimized or Programs one service or program reduction/elimination priority project eliminated to be reduced, b) Community service feedback minimized, or program/project eliminated  Exhibit B 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 rioritization of exoenditures. 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 and Lead Dept: Finance 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 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% Past 90-day Completed Activities: - Monthly Financial Reports prepared and distributed to City Council and staff.  - Began preparation of the Fiscal Year 201 7/18 Budget. A C T Upcoming 90-day Activities: -Prepare Reserve Balances Report for City Council. 0 -Finalize 5-Year Financial Forecast and present to City Council. N -Prepare Monthlp Financial Reports and monitoring of revenues and e(penditures to ensure 40% -Prepare Fiscal Year 2017/18 Draft Budget and present to City Council. Percent Plan Completed: T A T U I H H_L_H I 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. B) Department alerted if expenditures are estimated to exceed target through establishment of dashboards. Percent of Milestone A Completed: 50% N Milestone: 5-year Financial Forecast prepared and presented to the City Time Frame: AUG through Council. DEC 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 Completed: 0% Past 90-day Completed Activities: -Began preparation of the 5-Year Financial Forecast. -Monthly Financial Report prepared and distributed to City Council and staff. A -Began preparation of the Fiscal Year 2017/18 Budget. C T Upcoming 90-day Activities: -Prepare Operating Expense Report for City Council. 0 -Finalize 5-Year Financial Forecast and present to City Council. N -Prepare Monthly Financial Reports and monitoring of expenditures to ensure 2% operating expense -Prepare Fiscal Year 2017/18 Draft Budget and present to City Council. -Develop dashboard type reporting for Department expense monitoring. S Percent Plan Completed: T A T H U 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 Milestone: Capital Improvement Plan is prepared and presented to the Time Frame: JUL through City Council. APR Major 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 project requests. Completed: 75% L D) Staff prepares and presents Draft CIP to the City Council. A E) Staff prepares Final CIP document. N 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 determines if alternative funding strategies are required to fund CIP projects for any given fiscal year. B) Staff prepares funding options for City Council. C) Staff presents Draft Budget to the City Council. Percent of Milestone D) City Council approves Final Budget. Completed: 0% Past 90-day Completed Activities: - Prepared draft of the 5-Year Capital Improvement Plan. A C T Upcoming 90-day Activities: I -Finalize and present CIP to City Council. O -Include CIP as part of Fiscal Year 2017/18 Draft Budget and present to City Council. N -Prepare funding strategies/options for Capital Improvement Plan projects. S Percent Plan Completed: I 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% L 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: 5% 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: 0% 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: 0% 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 Percent of Milestone C) Construction of Wesley and Hale Street Streetscape Completed: 0% Past 90-day Completed Activities: A - Preparation of RFPfor Design Engineer C - Review of proposals T - Council selection of Design Engineer Upcoming 90-day Activities: 0 - Field work by Design Engineer N - Schematic design with cost estimates S Percent Plan Completed: T A T U S 0% 100%  2B Strategic Priority: QUALITY IN FRASTRUCTURE 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 Lead Dept: Engineering flow and capacity improvement. Support Dept: Public Works Milestone: Compare excess service lateral rehab flow reduction scopes Time Frame: DEC 2016 from Pilot I and Pilot II projects and select an private property flow reduction scope going forward. Major Activity: Percent of Plan: 90% 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 Time Frame: DEC 2019 utilizing 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: 0% 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) Time Frame: FEB 2017 capacity analysis detailing the capacity improvement and options for , conveyance or storage to the City Council. L 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: 75% 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: 0% 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 obtain guidance Past 90-day Completed Activities: - Completed flow monitoring for SSI, completed Pilot!! Sanitary Sewer lateral rehab, Reviewed A results for 55! report. C - Presented finding of Pilot II study to City Council (DEC 201 6) T Upcoming 90-day Activities: 0 -Review 55! recommendations from Consultant N -Present 55! recommendations to City Council -Determine future funding for service lateral rehabilitation in Basin 4; initiate work on construction specificiations 5 Percent Plan Completed: l 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 statemenf 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: 20% 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 P I Major Activity: Percent of Plan: 10% A 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: 2% Past 90-day Completed Activities: - Ongoing work on 4th/Sth/6th studies in flood prone areas A C T I Upcoming 90-day Activities: 0 -Review/revise flood prone area list, complete 4th/5th/Sth flood prone area studies N -2 storm water storage areas identified and documented 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 expectatioiis Key Outcome Indicator (KOl): Stakeholder feedback on proposed annual Capital Improvement Plan Target: Complete projects in Capital Improvement Plan (CIP) Plan to Achieve Target: Develop a format and structure for a comprehensive Lead Dept: Engineering, CIP and educate staff on expectations. Review Capital Project needs and Admin, Finance allocate appropriate resources to support the execution of the plan. Support Dept: All Departments Milestone: Determine projects associated with the CIP and those that Time Frame: January 2017, are operational (completed by PW) ongoing Major Activity: Percent of Plan: 15% A) PW provides regular and on-going operational maintenance to infrastructure B) PW divisions determine additional projects to augment the CIP C) Engineering and PW staff meets to determine operational vs capital Percent of Milestone project scope Completed: 70% D) Maintenance and CIP Projects are prioritized E) Operational funding is limited to an annual increase not to exceed 2% F) Projects identified as part of the CIP are identified and 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 Percent of Milestone (draft CIP) Completed: 100% Milestone: Present the draft CIP to the City Manager Time Frame: November 2016  Major Activity: Percent of Plan: 5% A) Review the draft CIP. Make revisions as appropriate. B) Present draft to the City Manager C) Make revisions as appropriate Percent of Milestone Completed: 90% 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 maintenance program P Milestone: Maintain sanitary sewer infrastructure to meet expected and Time Frame: Summer 2017, I appropriate level of service and comply with State and Federal EPA 2018, 2019 A regulations. N 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: 10% improvement plan. D)_Develop_a five_year_sanitary_sewer maintenance_program Milestone: Maintain storm sewer infrastructure to meet expected and Time Frame: ongoing appropriate level of service 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 maintenance_program Milestone: Maintain water system infrastructure to meet or exceed Time Frame: 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 actions when 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 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) Adjust plan as appropriate Completed: 0% Past 90-day Completed Activities: - Draft Lead Service Line policy completed - City Manager provided comments to the CIP draft A C T Upcoming 90-day Activities: - Complete list of prioritized projects 0 - Staff presents draft policy on actions upon discovering lead service lines while maintaining or fixing N a water main or service line break Percent Plan Completed: T A T U I I’ H 1[ 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: November 2016 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: 20% E) Survey other communities to determine possible gaps/services not identified Milestone: Collect information regarding service outcomes through best Time Frame: February 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: 0% E)_Collect_and evaluate resident feedback_after_implementation Milestone: Define core services Time Frame: November 2018 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: 0% Milestone: Define core service levels Time Frame: November 2018  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: 0% Milestone: City Council approval of core service levels Time Frame: 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 Past 90-day Completed Activities: -Developed criteria to determine core services A -ACM & DHR meet with departments to train on determining which services are core C -Dept Heads working to identify all services T Upcoming 90-day Activities: 0 -Dept Heads continue to work on identifying all services and determining core services N S Percent Plan Completed: S 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, effctive and sustainable Key Outcome Indicator (KOI): 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 Lead Dept: Administration of core service delivery methods and will identify inefficiencies in four (4) core service deliveries which provide a 10% cost savings or a 10% efficiency Support Dept: All rovement. Departments Milestone: Initiate the process of reviewing delivery of core services Time Frame: November 2016 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: 10% Milestone: Target the core service(s) and enact the efficiencies Time Frame: 2017 - 2018 Major Activity: Percent of Plan: 50% A) Identify the core service P B) Change the process/procedures/delivery method to increase I efficiency or provide cost savings A C) Determine the cost baseline data at current level of service Percent of Milestone N D) Measure the cost savings of change in service delivery Completed: 5% 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: 0% Milestone: Time Frame:  Major Activity: Percent of Plan: L Percent of Milestone Completed: Past 90-day Corhpletecl Activities: -Fire Dept reviewed the need for large ambulances; purchased new ambulance on smaller chassis A -Public Works initiates trial cul-de-sac clearing operations whereby two lanes are cleared C and snow is pushed to the center for larger cul-de-sacs. T Upcoming 90-day Activities: 0 -Ongoing review of services N Percent Plan Completed: S 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 sevices are reduced, minimized or eliminated Key Outcome Indicator (KOl): 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, each Lead Dept: Administration department will identify a service or program that is minimally used, not essential or mandated, would have minimal direct or indirect negative effect Support Dept: All 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: 10% 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 Time Frame: 2016 2019 - elimination. 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 P or reduced Completed: 5% D) Reduce or eliminate the service as appropriate A Milestone: Following City Council approval to reduce or eliminate a Time Frame: 2017 2019 - N specific service, communicate as appropriate to other departments 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: 5% (Facebook, Twitter, etc.), to communicate to residents Milestone: Evaluate the effect of service level change r 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: 0% Past 90-day Completed Activities: -Discussed opportunities to review and identify services with all departments A -Police Department eliminated overnight front desk services (11pm 7am) - C T Upcoming 90-day Activities: 0 -Ongoing departmental review of services and opportunities for reduction and elimination N Percent Plan Completed: S 0% 100%  MEMORANDUM TO: Record FROM: Susan Bishel, Public Relations Coordinator SUBJECT: Jan. 9, 2017 City Council Planning Session Minutes DATE: Jan. 10, 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, Councilwoman Fitch, Councilman Prendiville, Councilman Rutledge, Councilman Saline, Councilman Scalzo and Councilman Suess. Also in attendance were City Manager Dzugan, Assistant City Manager Duguay, Director of Engineering Redman, Director of Finance Lehnhardt, Director of Public Works Laoang, and Public Relations Coordinator Bishel. The session began at 7:00 p.m. and concluded at 8:34 p.m. The following items were discussed: I. Call to Order The Wheaton City Council Planning Session was called to order at 7:00 p.m. by Mayor Gresk. II. Approval of Minutes – December 12, 2016 The Council approved the December 12, 2016 Planning Session Minutes. III. Public Comment There were no public comments. IV. 2016-2019 Strategic Plan Update Assistant City Manager Duguay presented an update on the City’s 2016-2019 Strategic Plan and progress City staff has made toward achieving set targets. Regarding the first strategic priority of financial stability, Assistant City Manager Duguay stated City staff are providing the Council with monthly financial reports and are working on the draft budget for fiscal year 2017-2018. The Council will soon receive the staff’s 5-year financial forecast, and staff is working on finalizing new financial reporting that will allow City staff and the Council to view financial information through a new interface that will more easily display data and trends. City staff are also finalizing a Capital Improvement Plan, which identifies all City capital projects for the next five years, prioritizes the projects and plans for their funding. Assistant City Manager Duguay stated City staff will present the proposed Capital Improvement Plan to the City Council in February. For the second strategic priority, quality infrastructure, Assistant City Manager Duguay reviewed the status of work on the Downtown Streetscape Plan. CCS International Inc. assisted the City in developing an RFP for a civil engineering firm to complete design drawings, specifications and construction oversight for Phase I of the plan. The City selected Primera in the bidding process, and work will begin this upcoming construction season. Assistant City Manager Duguay stated this process will also include a communications effort to inform the Downtown Wheaton Association, property owners and residents about Phase I work, which will affect Front Street. In response to Council questions, Assistant City Manager Duguay stated planning for Phase II will take place in the summer of 2018 and construction will occur in the summer of 2019. In response to Council questions, City Manager Dzugan stated the City will meet with the Downtown Wheaton Association on a regular basis to keep local businesses informed and will also directly notify residents and affected businesses. Assistant City Manager Duguay reviewed the status of the City’s program to eliminate backups and overflows in a 10-year rain event in Basin 3 and Basin 4. The City completed two pilot projects and measured their effect on flow into the sanitary sewer system. In response to Council questions about areas downstream of Basins 3 and 4, Assistant City Manager Duguay stated the Council will be hearing an update from RJN on this subject at the next Planning Session. In terms of the City’s goal of flood-protecting structures from overland flooding in flood-prone areas, the City will continue working to complete studies of all 18 flood-prone areas. In response to Council questions, Director of Engineering Redman stated the City must complete these studies to determine the cost-benefit analysis and properly prioritize projects. City Manager Dzugan stated the studies are also necessary for the City to apply for grants or other assistance. Because of studies the City has completed, the County purchased three flood-prone properties in the Williston area. In response to Council questions, Director of Engineering Redman stated in comparison, some other communities are not doing anything to address flooding. Downers Grove is using a similar approach to Wheaton, and Downers Grove has completed studies of its flood-prone areas and prioritized projects to reduce flooding. The Council requested more information about how Downers Grove has financed improvements. In response to Council questions, City Manager Dzugan stated the studies are anticipated to be complete, including analysis, in 2021. 1/9/17 Planning Session 2 In response to a Council question, Director of Engineering Redman stated less than 1,000 homes are in these 18 flood-prone areas, and there are additional homes in the flood plain. Assistant City Manager Duguay stated another goal the City is working toward is identifying and documenting designed stormwater storage areas. In response to Council questions, Director of Engineering Redman stated the City does not have all of this information collected in one place, and there are likely more than 250 stormwater detention facilities. Due to the time-consuming process, City staff is proposing a change to this goal to identifying and documenting 25% of these areas. The next step would be making sure they are operating as designed. City Manager Dzugan suggested when City staff reaches this step, staff begins with structures built after 1991, as the City has original plans for these properties due to stormwater requirements enacted at this time. Assistant City Manager Duguay reviewed City staff’s work toward developing a comprehensive Capital Improvement Plan. The plan has been completed, and City staff is finalizing its draft plan that it will present to the City Council in the near future. He stated the City Council will also be presented with a proposed lead service line policy. Assistant City Manager Duguay stated City staff is also working with all departments on goals toward providing efficient and effective services. City departments are working to identify core services and collecting information on best practices and industry standards. The City is also looking for each department to identify areas where cost savings or efficiency can be improved. For example, the City’s Public Works Department is trying a new method of clearing cul-de-sacs that pushes snow into the center of the cul-de-sac. Director of Public Works Laoang stated about 60% of Wheaton’s cul-de-sacs can use this method, which reduces the amount of time to clear them. In response to Council questions about how the City notifies residents and businesses of work being done, Assistant City Manager Duguay stated the City uses door hangers and directly communicates with residents and businesses before work begins, and the City will be working to be more proactive in communicating upcoming projects. In response to Council questions about when the City will do another community survey, City Manager Dzugan stated it is standard to have a survey done about every 4 or 5 years, and the last survey was completed in 2014. V. City Council/Staff Comments There were no City Council/Staff Comments 1/9/17 Planning Session 3 VI. Adjournment The meeting was adjourned at 8:34 p.m. 1/9/17 Planning Session 4  MEMORANDUM TO: Record FROM: Susan Bishel, Public Relations Coordinator SUBJECT: Dec. 12, 2016 City Council Planning Session Minutes DATE: Dec. 13, 2016 CC: Mayor and City Council, City Manager, City Clerk, Department Heads The Planning Session took place in the Council Chambers, Wheaton City HaIl, 303 W. Wesley St., Wheaton, Illinois. Those attending the Planning Session included: Mayor Gresk, Councilwoman Fitch, Councilman Prendiville, Councilman Rutledge, Councilman Saline, Councilman Scalzo and Councilman Suess. Also in attendance were City Manager Dzugan, Assistant City Manager Duguay, Director of Engineering Redman, Director of Planning & Economic Development Kozik, Director of Finance Lehnhardt, Director of Public Works Laoang, Project Engineer Peacock and Public Relations Coordinator Bishel. The session began at 7:10 p.m. following the conclusion of a public hearing and concluded at 8:15 p.m. The following items were discussed: I. Call to Order The Wheaton City Council Planning Session was called to orde at 7:10 p.m. by Mayor Gresk. Wi II Approval of Nov 28, 2016 Planning Session Minutes The Council approved the Nov. 28) 2016 Planning Session Minutes. .r III. Public Comment Bill Fowee, 804 Gamon encouraged the City Council to add sidewalks along Park Avenue betweenNaperviIle Road and Main Street to improve safety. He stated the City could consider lowering residential street speed limits to 25 mph like Naperville, but he expressed concern that it might not make much difference if drivers continue to exceed the posted speed limit Violet Deal 103 E ParI Aye, stated she observes traffic increase on Park Avenue from approximately 6:30-8:00 am. a’id in the late afternoon, as many drivers use it as a cut-through street to avoid traffic. She has concerns about the safety of drivers pulling out of their driveways in this area and stated she is not sure thatjust installing sidewalks would solve the problems in this section of Park Avenue. Roberta Stewart, 109 E. Park Ave., asked when the speed limit for residential streets was changed from 25 mph to 30 mph. She suggested the City consider using a temporary barrier at one end of Park Avenue to see if this would reduce the number of vehicles using Park Avenue as a cut-through street. Dan Fitzpatrick, 252 E. Park Ave., stated he frequently walks from his home to the train station and is concerned for his safety and that of other pedestrians on Park Avenue. He spoke in favor of adding sidewalks on Park Avenue. IV. Park Avenue Traffic Analysis Director of Engineering Redman reviewed the City’s traffic analysis for Park Avenue between Naperville Road and Main Street. Residents requested this study due to safety concerns. The analysis involved collecting traffic data on three occasiOns.While the results showed traffic volumes were not excessive for a local street, the data does not take into account that it’s a short street segment, it has an S curve, and it intersects with a County arterial road. The speed readings also did not show excessive speeding, however Director of Engineering Redman stated this does not take into account the road charactristics and tht there are no s ewalks. The Engineering Department looke possible ways to address safety concerns: lowering the speed limit taking steps to reduce ss- h traffic, and/or adding sidewalks Director of Engineering Redman stated the speed I for residential streets has been 30 mph for at least the past few decades He expressed co em with lowering the speed limit for only one street segment This could set a precedent requiring the City to perform traffic studies for each segment of roadway where a lower speed limit is requested, which would not be practical for City staff The Council could consider a City-wide change for residential streets and the Engineering Department will be selecting a consultant to look at this issue and present it to the City Council Director of Engineering Redmar reviewed the actions already taken to reduce pass-through traffic, including pràhibiting left-hdnd turns onto Park Avenue from Naperville Road. The City could place other restictions on traffic movement onto Park Avenue. However, this could create an inconvenience for residents who live in this area, and it could redistribute cut-through traffic to another local street. Another option would be for the City to add sidewalks on one side of Park Avenue. Director of Engineering Redman stated Park Avenue does have some physical issues that would make it more difficult to install than an average street, but it would be possible. 12/12/16 Planning Session 2 In response to Council questions, Director of Engineering Redman stated the traffic study used devices that measure the speed of passing cars, and there can be some erroneous readings. In response to another question, Director of Engineering Redman stated if sidewalks are added, the City typically has to address issues such as trees or private landscaping planted in the public right-of-way. To answer Council questions about the traffic counts for this street segment, Director of Engineering Redman stated the study periods showed a low traffic volume for 24 hours, though there were some peak times in traffic. He stated temporarily blocking off access to part of Park Avenue would be difficult because the City would need to capture traffic data for the entire neighborhood to measure the impact. In response to a Council question about the intersection of Elm and Naperville Road, Director of Engineering Redman stated that stoplight is co,ntrolled by DuPage County. City Manager Dzugan stated the only program the City currently has regarding new sidewalks is a shared cost program, where the property owners and City split the cost 50-50. City staff recommends the Council consider a new sidewalk program fully. funded by the City. The City could use funds budgeted for the shared cost program plus sidewalk funds that developers are required to pay the City when new developments are added In response to a Cour?il question Director of Engineering Redman stated the only grant funding thatmight be available for this project is the federal Safe Routes to School program. I Council mé’mbers expressed inte’est in considering a new sidewalk program that would prioritize shool walking routes and’nalyzing current speed limits on residential streets N •• . ‘N \... V. Pilot II Service Lateral Rehabilitation City Manager Dzugán stated th City s rehabilitation of service laterals is one tool the City is using to reduce sanitary sewêr backups and overflows. Director of Engineering Redman stated the City completed a second pilot project lining service laterals to homes and compared it to the results of the first pilot project. In Pilot I, the City chose service laterals in two sub-basins with the highest flow readings per sewer main segment and rehabilitated from the sewer main to within 5-10 feet of the building. In Pilot II, the City chose a single sub-basin and rehabilitated all sewer laterals from the sewer main to the right-of-way or private property line. The results showed that Pilot II was better at reducing flow, but Pilot I was more cost-effective per flow. 12/12/16 Planning Session 3 City staff is recommending a process combining the two methods in which the City chooses high-flow areas and rehabilitates the main to the property line. The City will also look at a different repair method. Director of Engineering Redman stated RJN will have a report for the City in January with a bigger picture of how to reduce overflows and backups in Basin 3 and 4. In response to a Council question about the projected costs of this project, Director of Engineering Redman stated to reach the City’s goal of a 40% reduction in flow, it would cost approximately $10 million to complete this work in Basin 3 and Basin 4. In response to Council questions about why lining laterals to the property line is effective, Director of Engineering Redman stated this part of the line is deepest in the ground, and groundwater affects it more than the portions closer to buildings. Also, a lot of infiltration is caused by the crossing of the lateral with other infrastructure, and this is in the right-of-way. To address a question about how Wheaton ranks in flow compared with other communities, City Manager Dzugan stated there is not information available on other communities, because Wheaton is a leader in this area. ““ To explain the process the City uses to identify high-flow areas, Director of Engineering Redman stated the City uses dyed water to flood an area of ground and then uses video cameras in the sanitary sewers to see where this groundwater is entering the sanitary sewers VI. City Council/Staff Comments There were no City Council/Staff comments. VII Adjournment The meeting was adjourned at 8:15 p.m. 12/12/16 Planning Session 4