City Council Planning Sessions

1. City Council Planning Agenda Documents: 2017-08-14 CITY COUNCIL PLANNING AGENDA.PDF 2. City Council Planning Stormwater Ordinance Revisions Ps05 Documents: 2017-08-14 CITY COUNCIL PLANNING STORMWATER ORDINANCE REVISIONS PS05.PDF 3. City Council Planning Parking Study Presentation Ps04 Documents: 2017-08-14 CITY COUNCIL PLANNING PARKING STUDY PRESENTATION PS04.PDF 4. City Council Planning Parking Study Memorandum Ps040a Documents: 2017-08-14 CITY COUNCIL PLANNING PARKING STUDY MEMORANDUM PS040A.PDF 5. City Council Planning Draft 2017-07-24 Minutes Ps020b Documents: 2017-08-14 CITY COUNCIL PLANNING DRAFT 2017-07-24 MINUTES PS020B.PDF 6. City Council Planning Draft 2017-06-26 Minutes Ps02a Documents: 2017-08-14 CITY COUNCIL PLANNING DRAFT 2017-06-26 MINUTES PS02A.PDF  WHEATON CITY COUNCIL PLANNING SESSION WHEATON CITY HALL – COUNCIL CHAMBERS 303 W. WESLEY STREET, WHEATON, ILLINOIS MONDAY, AUGUST 14, 2017 - 7:00 P.M. AGENDA I. Call to Order II. Approval of Minutes – June 26, 2017 and July 24, 2017 III. Public Comment IV. Parking System Payment Management Study V. Stormwater Ordinance Revisions VI. City Council/Staff Comments VII. 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. 2017 City of Wheaton, IL Parking System Payment Management Study City Presentation – August 14, 2017 Powered by Purpose of Study § RFP Issued in Spring, 2017 § Primary Focus on New Parking Technology § Multiple Payment Options § Streamlined Payment Processing § Improved Customer Service § Improved Efficiencies § Improve Parking Enforcement § Pricing and Rate Analysis § Administrative Best Practices § Not a Comprehensive Supply & Demand or Policy Analysis 2 Project Approach & Methodology § Initial Request for Information § Staff Interviews (Management and Frontline Employees) § Direct Field Observations § Financial Analysis § Online Customer/Commuter Survey § Comparable City Analysis § Current Parking Technology Options § Final Report & Recommendations 3 Current Conditions Assessment First The Good News! § City Has a Dedicated Parking Enterprise Fund That Receives All Parking Revenues § Meter Revenues § Permit revenues § Fine Revenues § Dedicated and Professional Staff § Good, Easy to Read Budget & Financial Reporting Documents § Facilities Maintained Reasonably Well 4 Current Conditions Assessment Parking Inventory: On-Street Employee Meters 38 – 9 Hour Meters 19 - 12 Hour Meters 57 TOTAL 27 – 4 Hour Meters 41 - 2 Hour Meters 68 TOTAL Total Customer Meters = 125 5 Current Conditions Assessment Parking Inventory: On-Street Commuter Meters Wheaton Station College Station 22 - 2 Hour 147 - 12 Hour Meters 169 TOTAL 8 – 2 Hour Meters 17 - 4 Hour Meters 75 – 12 Hour Meters 100 TOTAL Total Commuter Meters = 269 6 Current Conditions Assessment Parking Inventory: Off-Street NOTE: Employee & Permit Lots #3, #4, #5 Reconstruction During Streetscape, FY2022 7 Current Conditions Assessment Parking Inventory: Off-Street 8 Current Conditions Assessment Policies & Regulations 9 Current Conditions Assessment Staffing & Operations § 2 FTE Meter Maintenance and Enforcement Staff § Administrative Overhead Fee Charged to Parking System for Percentage of Administrative Salaries (Reasonable Rates Charged) § Current Permit Hang Tag System Extremely Inefficient and Labor Intensive § Cash Handling/Chain of Custody Controls § Lack of Internal Auditing & Analytics Capability § Lack of Technology In General Makes Current System Very Inefficient and Labor Intensive 10 Current Conditions Assessment Current Technology Deployed § Use of Old, “No-Tech” Pay-by-Space Cash Boxes In Commuter Lots (Daily) § Single-Space, Older Generation Coin-Only On-Street Meters (No Credit Cards) § Hand-Written Parking Tickets Very Labor Intensive to Write and Track § Not Using Computerized Handheld Ticket-Writer to Actually Issue Tickets § Meter Hardware Deployed in Areas of Very Low Utilization § No Pay-by-Mobile or Ability to Pay by Credit Card § Stenciled Pay-by-Space Numbers in Lots Not Effective During Snow Conditions 11 Current Conditions Assessment Use of “No Tech” Coin/Cash Boxes § Lot #10; College Station § Lot #9 (Daily Parking) § Top Level Wheaton Place 12 Current Conditions Assessment Existing Parking Meters – Open, Unsecured Meter Vaults Old Electronic Meters: § Unsecured Cash Vaults § Coin Only § Faded Domes § Non-Programable § No Longer Manufactured § Functionally Obsolete 13 Current Conditions Assessment Hand Held Electronic Ticket Writer “Omni Park” Handheld: § Limited Capacity to Automatically Generate & Track Tickets § Only Being Used to Track Customer Parking & Issue Warnings § Manual Data Entry of All Paper Tickets Issued 14 Current Conditions Assessment Underutilized Parking Meters – Karl Skoga Ave. April 18, 2017 July 26, 2017 15 Current Conditions Assessment Underutilized Parking Meters – South Meter Zone Willow Ave. July 26, 2017 - Noon 16 Parking System Financial Analysis Breakdown of Operating Revenues Percent of Total Operating Revenues § Willow Avenue Garage Revenue: $118,636 = 16.4% § Parking Meters: $117,401 = 16.2% § Lot #9 Permits: $104,464 = 14.4% § College Avenue Permits: $90,327 = 12.5% § Wheaton Place Garage Revenue: $82,559 = 11.4% § Lot #10 Metra Daily Lot: $52,731 = 7.3% § Parking Fines: $42,433 = 5.9% § Employee Permit Lots #3,4,5: $40,959 = 5.6% § Special Assessment District: $39,723 = 5.5% 17 Parking System Financial Analysis Gross Operating Revenues – FY2013 to FY2017 Gross Operating Revenues $800,000 $725,286 $698,465 $674,416 $664,997 $658,059 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- FY2013 FY2014 FY2015 FY2016 FY2017 NOTE: 2017 Meter Revenue Down ($12,731) From FY2016 2017 Fine Revenue Down ($15,434) From FY2016 18 Parking System Financial Analysis Operational Expenses – FY2013 to FY2017 Total Operating Expenses $600,000 $506,583 $495,237 $479,482 $470,401 $459,278 $500,000 $400,000 $300,000 $200,000 $100,000 $- FY2013 FY2014 FY2015 FY2016 FY2017 19 Parking System Financial Analysis Net Operating Revenues – FY2013 to FY2017 Net Operating Income $300,000 $254,885 $250,000 $215,138 $191,882 $178,577 $200,000 $169,760 $150,000 $100,000 $50,000 $0 FY2013 FY2014 FY2015 FY2016 FY2017 20 Parking System Financial Analysis Direct Payroll & Employee Benefits – FY2013 to FY2017 Direct Payroll & Benefits $150,470 $153,965 $160,000 $142,980 $134,283 $128,477 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $- FY2013 FY2014 FY2015 FY2016 FY2017 21 Parking System Financial Analysis Administrative Services – FY2013 to FY2017 Administrative Services $250,000 $210,780 $201,705 $186,608 $190,464 $200,000 $170,138 $150,000 $100,000 $50,000 $- FY2013 FY2014 FY2015 FY2016 FY2017 22 Parking System Financial Analysis Capital Outlays– FY2013 to FY2017 Total Capital Outlays $236,617 $250,000 $200,000 $150,000 $90,609 $100,000 $55,696 $50,000 $26,405 $3,750 $- FY2013 FY2014 FY2015 FY2016 FY2017 NOTE: Not included in Operating Expenses 23 Parking System Financial Analysis Debt Service & Capital Improvements § Existed Bonded Debt Paid Off In Current FY2018 Fiscal Year: $750,000 Final Payment § Planned Parking Structure Major Repairs: FY2018 = $285,000 FY2019 = $100,000 § Planned Lot Reconstruction Projects for Lots #7, #8, #9: FY2018 = $295,000 FY2019 = $170,000 FY2020 = $350,000 § Procurement of New Parking Payment Technology: FY2019 = $100,000 24 Summary of Online Parking Survey General Results § 850 Total Responses § Commuter Responses = 186 (22% of Respondents) § Total of 397 Responses Received on Open-Ended Question 25 Summary of Online Parking Survey Commuters 26 Summary of Online Parking Survey Commuters 27 Summary of Online Parking Survey Commuters 84% 28 Summary of Online Parking Survey Commuter 29 Summary of Online Parking Survey Commuter 30 Summary of Online Parking Survey Commuters 72% 31 Comparable City Analysis 5 local cities of similar population, household income, and percentage of public transit commuters. Elmhurst Lombard Glen Ellen Winfield Wheaton Downers Grove 32 Comparable City Analysis Resident Commuter Permit Price – Per Quarter Commuter Permit Rate: Residents $120.00 $112.50 $120.00 $105.00 $93.00 $100.00 $77.50 $80.00 $60.00 $60.00 $40.00 $20.00 $- Wheaton Elmhurst Downers Lombard Glen Ellyn Winfield Grove 33 Comparable City Analysis Commuter Permit Rate Per - Quarter Commuter Permit Rate: Non-Residents $134.00 $140.00 $120.00 $112.50 $120.00 $105.00 $100.00 $75.00 $77.50 $80.00 $60.00 $40.00 $20.00 $- Wheaton Elmhurst Downers Lombard Glen Ellyn Winfield Grove Note: Wheaton, Elmhurst and Downers Grove offer resident discounts. Lombard, Glen Ellen and Winfield do not offer resident discounts. 34 Comparable City Analysis Daily Commuter Parking Rate Daily Commuter Rate $3.00 $3.00 $2.50 $2.50 $2.00 $2.00 $2.00 $1.50 $1.50 $1.25 $1.00 $0.50 $0.00 Wheaton Elmhurst Downers Lombard Glen Ellyn Winfield Grove 35 Multi-Space Machines Elmhurst Lombard Downers Grove 36 Space Number Signage Ground Stenciled Numbers Lombard Wheaton Lot #9 Wheaton Center Garage 37 Space Number Signage Ground Mounted Poles Lombard Elmhurst Downers Grove 38 Space Number Signage Suspended Cable Mounted Space Indicator Signs Winfield Glen Ellen 39 Pay-By-Mobile Downers Grove Elmhurst Parkmobile Lombard PassportParking PassportParking 40 Strategically Placed PassportParking Signage Winfield 41 Wheaton Center Garage 42 Parking 101 – Top Ten National Trends in Downtown Parking 1. Adoption of Pay-by-Mobile Technology 2. Shift to Multi-Space Parking Meters On-Street 3. Adoption of Credit Card Payment Technologies 4. License Plate Recognition (LPR) Enforcement & Permitting 5. Integrated Technologies (Payment/Enforcement/Permitting) 6. Extended Meter Hours to Capture Evenings/Saturdays 7. Parking Apps to Help Find/Pre-Pay for Parking/Guidance Systems 8. Residential Permit Parking in Mixed Use Neighborhoods 9. Adoption of Transportation Demand Management Policies (TDM) 10. Non-Police Parking Enforcement 43 Latest in License Plate Recognition (LPR) Technology Source – Genetec Website 44 Pay-by-Plate is Immerging as the “Crest-of-the-Wave” Preferred Technology for Municipal On-Street Management • US Parking Industry is Moving Away From “Pay-and-Display” and “Pay-by- Space” Multi-Space Technology and Adopting “Pay-by-Plate” in its Place • When Linked With License Plate Recognition (LPR) Enforcement Technology, Pay-by-Plate is the Most Efficient Enforcement Technology Available • Allows for Paperless Parking Permit Technology – i.e. No Hang Tags, Stickers or Decals Necessary: - Allows Customers to Purchase Permits Online - Daily Passes Can Also be Obtained Online 45 Primary Findings § Heavy Reliance on Manual Operations and Lack of Technology is a Major Drain on the System § Manually Written Parking Tickets § “Omni Park” Handheld Limitations § Use of Hang Tags is Administratively Cumbersome and Costly § Coin Honor Boxes and Meters Not Auditable § No Pay-by-Mobile/No Credit Card Acceptance § The Current Deployment of High Maintenance Single-Space Parking Meters in Low-Use Customer and Employee Areas Not a Good Use of Resources § Parking Rates and User Fees Charged by Wheaton Are Lower Than All Other Comparable Cities Analyzed 46 Additional Observations § Posted Time Limits at Non-Commuter Meters? § Posted 2-Hour and 4-Hour Time Limits in Commuter Areas? § Customer Parking That is Not Time-Limited is Very Difficult to Enforce § All Other Comp Cities Have 3-Hour Time Limited Customer Parking (Free) § Not a Citation Until After 3rd Warning is Issued § Field Observations Indicate Abuse of System 47 Primary Recommendation #1 Begin Adoption of New Integrated Parking Control Technology Immediately § New Technology Should Include Pay-by-Mobile ASAP § New Technology Should be a Pay-by-Plate Platform to Include Integrated Parking Enforcement and Electronic Permitting § Eliminate Single-Space Commuter Meters and Cash Boxes and Install Two Multi- Space Pay Stations at Each Train Station § Mobile License Plate Recognition (LPR) Enforcement Technology Highly Recommended § Once Adopted, New License Plate-based System Will Eliminate Administratively Cumbersome Hang Tag System and Greatly Improve Enforcement Efficiencies 48 Primary Recommendation #2 Revise Parking Rates and Fees § We Believe the Current Commuter Parking Permit Fee Structure is Too Low and Results in Commuters Paying for Monthly Parking, But Actually Parking at Daily Meters § Need to Evolve From Allocated Parking to Price-Based System to Better Manage Parking Assets § Increase Monthly and Daily Rates Across the Board to Align With Rates Charged by Comparable Cities § Price On-Street Commuter Parking and Lot #10 Parking at a Premium Rate § Charge Less for Back Area of Lot #9; and For Lots #7, #8 § Offer Discounted Rates for Paying Quarterly or Annually, Higher Rate to Pay Month-to-Month 49 Primary Recommendation #2 Recommended Pricing Strategy – College Station Area Premium Priced Daily Rate Lot #6 Regular Monthly Rate Lot #10 Lots #7, #8 On-Street Metered Area 50 Primary Recommendation #2 Recommended Pricing Strategy – Wheaton Station Area Premium Priced Daily Rate Discounted Monthly Rate Regular Monthly Rate Lot #6 Lots #7, #8 On-Street Metered Area 51 Primary Recommendation #3 Eliminate Non-Commuter Parking Meters and Enforce Time Limits Only § Non-Commuter Meters North and South or Train Tracks Show Low Utilization and Generate Low Revenues vs. High Personnel & Operation Costs to Service and Maintain § If LPR Enforcement is Adopted, We Believe Enhanced Enforcement Revenues Will Offset Meter Coin Revenue at Non-Commuter Metered Areas § If New Integrated LPR Enforcement and Electronic Permitting Technology is Adopted and Non-Commuter Meters are Eliminated, Existing Front Line & Administrative Staffing Could be Reallocated to Other City Services 52 Primary Recommendation #4 Revise Parking Enforcement Rates and Policies § Currently, All Tickets Are Reduced by 50% if Paid Within 15 Days § We Recommend Revising Fine Rates to a Graduated System As Follows: § First Violation Per Plate is a $15 Base Amount (Could be Warning Only) § Second Violation is $25 § Third Through Fifth Violations are $35 § Sixth or More $50 Each § This Type of Graduated Fine Structure Provides Relief for the True Visitor or Occasional Violator, But Tends to Gain Compliant Behavior Over Time From Habitual Violators § Our Experience Has Shown That This Type of Fine Structure is Revenue Neutral at Worst, or Increases Revenues Initially – Final Result is Compliance! 53 Summary of Primary Recommendations “The Plan is Nothing; Planning is Everything” Dwight D. Eisenhower 54 Thank You! Discussion 55  MEMORANDUM To: The Honorable Mayor and City Council From: John Duguay, Assistant City Manager Brandon Kowalke, Special Projects Assistant Date: August 11, 2017 Re: Parking Payment Management Study: Preliminary Findings Objective The City will implement new strategies and efficiencies which will reduce the cost of managing the paid parking system, increase the City’s enforcement capacity, and present end-users with multiple payment options while generating sufficient revenues to the maintain the City’s parking infrastructure. Following a discussion of the preliminary recommendations, staff and the consultant will be positioned to provide the final analysis and report. Background One facet of the City’s strategic plan is to maintain infrastructure systems meeting community expectations. This includes public parking, much of which is maintained through daily, meter, and permit fees. Technological advancements in the parking industry have generated a variety of tools to better manage inventories of paid parking. Given the age of Wheaton’s parking technology and policies and the desire to review other alternatives, the City solicited a study to identify the most effective technologies and practices available for implementation. Carl Walker, a Division of WGI, was awarded the bid to conduct this study in March 2017. Their project team has assessed the City’s paid parking system through multiple site visits for field observations and staff interviews, analyzed financial reports of the Parking Fund, and performed an analysis of comparable cities’ fee pricing and parking technology. Mr. Andy Miller, a representative from the project team, will present their initial findings, share results of their end- user survey, and gather input from the City Council. Primary Findings Through their research, Carl Walker noted a heavy reliance on manual operations and limited use of technology for both payment and enforcement. They stressed that manually writing tickets and the use of “hang tags” for leased parking are administratively cumbersome and costly. Staff spends significant time writing tickets and collecting money from meters and cash boxes, and considerable administrative staff time is required throughout the process. As compared to other communities, Wheaton’s parking rates and user fees are among the lowest. Additionally, the presentation will suggest that the City consider charging a premium rate for commuter parking in close proximity to the train station and less money, or a discounted rate, for spots further away. Carl Walker engaged the community in a survey with 850 respondents. When asked if they were willing or interested in a “pay-by-mobile” option, 72% of self-identified commuters responded affirmatively. Carl Walker will recommend that the City change the payment method from cash and invoiced permitting, to a “pay-by-mobile” platform. With today’s technology, pay station kiosks, smart phone apps and paying online are all fast, secure and relatively easy to use. This technology is currently being used by many of our neighbors in DuPage County with positive results and few concerns. More importantly, this technology will allow users a quick and efficient way to pay up front, or even while on the train. Carl Walker will present the significant benefits of using License Plate Recognition (LPR) technology for parking enforcement and electronic permitting. With a moderate investment up front, they suggest that LPR will provide a quicker and greater ability to enforce parking in the commuter lots, garages, and on-street spots. This technology may also be used for enforcement activities required for timed zones and customer parking in the CBD. Whereas CBD enforcement is currently a manual process, LPR and the creation of parking/enforcement zones would be expected to provide greater enforcement coverage and could very well allow some staffing to be re-allocated. LPR would also allow the City to generate data with respect to occupancy rates and parking utilization on a day to day basis. This data would be valuable in understanding the City’s future parking needs and optimize existing parking to serve the community’s needs. LPR data is, by default, anonymous and note tied to personal information. Should the City pursue LPR technology, robust security measures that protect private information will be a primary requirement. Direction Going Forward Following Carl Walker’s presentation, staff will be interested in gaining the City Council’s feedback and obtaining direction for the way ahead. Mr. Miller will gather this information along with his findings and gathered data, and provide a final written report to the Council within the next few months.  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, AssiIty Manager Duguay Director of Planning & Economic Development Kozik Director cFinnce Lehnhardt Director of Engineering Redman, Police Chief Volpe, and Public Relns Coordinator Bishel. The session began at 7:18 p.m. following the conclusion 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. Ill. Public Comment There were n 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 201 7/18 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 dowrQreet ae and — infrastructure plan identifying costs and project phases along with a funding stiat’ 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. A, 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 videoson Facebook and Twitter. To meet the goal of establishing a program to eliminate backups and overIlows 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. J 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. b 41 F’ Assistant City Manager Duguay reviewed the work Cystaff 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 Cbunty’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 Scaizo and Councilman Suess. Also in attendance were City Manager Dzugan, Assistant City Manager Duguay, Director of Engineering Redman, Director of Finance Lehnhardt and Public Information Officer Thrower. The session began at 7:00 p.m. and concluded at 9:12 p.m. The following items were discussed: JIh. ‘ I. Call to Order The Wheaton City Council Planning Session’was called to order at 7:00 p.m. by Mayor Gresk. A II. Approval of May 22, 2017 Planning Session Minutes The Council approved the May 22, 2017 Planning Session Minutes. Ill. Public Comment Paula Barrington, Executi ctor of the Downtown Wheaton Association, stated the association’s board vote favor of keeping Martin Memorial Plaza on the south side of Front Street rather than mcvi the north side of the street The board also asked that the City considerb%water t to the plaza design. Kay Waigren 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 1 0.5-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 design 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 to the rest of the downtown. All of the concepts would include lighting strung overhead as a decorative 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. Councilman Suess favored Design Workshop’s suggestion of a design on the north side of Front Street, incorporating some plaza features onto both sides of the street, because he feels it is a more balanced design, has a better potential of encouraging people to patronize the businesses in this area, and would make the downtown more pedestrian-friendly. Councilwoman Fitch stated she would like for the City to survey residents to get their opinions on the plaza location. She favored the plaza being relocated to the north side of Front Street, stating she believes residents would prefer a plaza with outdoor seating adjacent to businesses rather than between a busy street and the railroad tracks, and she thinks the parking would be more advantageous to shoppers and French Market patrons on the south side of the street. i,.. A The rest of the Council expressed support for the design using the south side of Front Street, citing the desire to continue using the existing space for various community events, parking visibility concerns if spaces are moved to the south side of the street, and the desire of downtown business owners to keep 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, not just 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. 6/26/17 Planning Session 3 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. 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 busines 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 financially participate through either a Special Service Area and/or Special Assessment. 6/26/17 Planning Session 4 V. City Council/Staff Comments The Council encouraged the community to attend the Wheaton Park Districts 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 5