CITY COUNCIL AGENDA ITEM
ACTION REQUESTED:
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Review the draft 2027-2031 Priorities Plan and direct staff to open a public comment period from November 6 - December 11, 2026
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DEPARTMENT: City Manager’s Office
SUBMITTED BY: Marcie Schatz, Assistant to the City Manager
BOARD/COMMISSION REVIEW:
NA
BACKGROUND:
The Municipal Code outlines the powers and functions of the City Council which include,
“Fulfill the City's vision by setting the strategic plan and developing annual goals.”
Establishing a Priorities Plan and associated goals sets the direction for the City for the next three to five years. Through regular meetings and the budget process, the City Council retains control over the approval of projects and initiatives associated with the priorities. The value of planning includes:
• Established priorities and associated goals focus resources. If everything is a priority, or priorities constantly change, the City struggles to bring projects to completion.
• Established priorities and goals strengthen alignment between the City Council, organization, and the community.
• The City is accountable to the community to regularly share the status and progress on the priorities and goals.
Previous Plans
In 2021, the City created the Bridge to 2023 Priorities Plan to ensure that the organizational focus aligned with community priorities. Staff provided regular updates on the Plan and the priorities served as the foundation for annual budget discussions and helped guide the direction of organization.
In 2023, the City used the community survey results to build upon previous efforts and create the 2024-2026 Priorities Plan, Naperville 2027: Investing in Our Community, which was approved by the City Council on June 18, 2024. The Plan prioritized future improvements in areas of highest value and importance to the residents and outlined five priority areas of focus for the City: Utilities, Safety, Economy, Mobility, and Natural Environment/Community Design.
Staff provided semi-annual updates on goal progress at City Council meetings, and the City has made significant progress across all categories. The final update was shared with the public on October 22 and is posted on the website.
DISCUSSION:
Now is the time to reassess and establish new priorities and goals. As the City proposes this Priorities Plan, staff maintains a firm commitment to providing high-quality core services and demonstrating the City’s mission every day through the collective work of employees who deliver these essential functions.
The City completed another statistically significant community survey earlier this year. The National Community Survey (“community survey”) focuses on the following 11 aspects of community livability, some outside of the City’s jurisdiction/control:
Economy, Mobility, Community Design, Utilities, Safety, Natural Environment, Parks and Recreation, Health and Wellness, Education, Arts and Culture, and Community Connection.
The results of the survey revealed that at least 95% of residents reported a favorable impression of the overall quality of life in Naperville. All survey questions received ratings that were similar to, or exceeded, national averages.
Establishing New Priorities and Goals
Staff developed the proposed priorities from multiple sources including:
1. Community survey feedback (quality/importance rating and overall results)
2. Department goals and known service delivery challenges
3. Re-evaluation of current goals
4. Input from small group employee discussions
The community survey provides an analysis of what is most important to residents and their perception of quality. It is especially helpful to know when a facet of livability is considered of high importance but rated as lower quality. Mobility is the only facet of livability where quality ratings are substantially below the level of importance.
Consistent with the 2023 survey, the community continues to rank the importance of safety, economy, and utilities above other facets of livability.
The community survey also indicated:
• While the economy scored well, affordability remains an area to improve
• Ratings for ease of travel varied by transportation mode, but the mobility facet scored well
• Statistically significant declines in welcoming resident involvement and treating all residents fairly
• 73% of respondents believe environmental and sustainability work is a high priority if costs are minimal (42%) or require increased costs (31%)
Staff held eight small group employee discussions; each generally focused on a different facet of livability. The purpose of these meetings was to understand the challenges and opportunities in the delivery of these services from the employees doing and managing the work.
Proposed Priorities
After reviewing the community survey data, the status of the current Priorities Plan, department goals, and employee discussions, the following priorities are presented for City Council’s consideration. A more detailed description of the priorities is included as Attachment A. The priorities incorporate a three-to-five-year planning horizon.
Safety and Resilience
Provide a safe and resilient community for residents, businesses and employees.
1. To improve disaster mitigation, preparedness, response and recovery, the City will finalize a multi-year Emergency Management Plan.
2. To promote, coordinate, and maximize the impact of City sustainability initiatives, the City will create a new multi-year environmental sustainability work plan by the end of 2028.
3. To maintain high-quality services and solidify the position as an employer of choice, the City will expand employee development and formalize strategic succession planning.
4. To proactively address local economic and affordability challenges, the City will review and better align current grant programs with residents’ affordability needs.
Infrastructure and Utilities
Provide safe and reliable public infrastructure and utility services
1. To secure an energy future that prioritizes reliability, sustainability, affordability, flexibility and local control, the Electric Utility will publicly evaluate the City’s options to procure energy and associated services as part of the 2027 rate study.
2. To ensure long-term, reliable, cost-effective service delivery, the City will complete capital assessment plans and identify funding requirements for City-owned infrastructure.
Economy
Promote the development of the local economy and be a good steward of City tax revenues
1. To strengthen tax revenue and employment in the I-88 corridor, the City will complete the I-88 land use study in conjunction with branding and marketing efforts by the Naperville Development Partnership (NDP).
2. To support a vibrant downtown, the City will evaluate and manage the supply and utilization of downtown parking.
Mobility
Improve connectivity by supporting safe, convenient, and efficient travel options across a variety of transportation modes
1. To improve the ease of walking and bicycling, the City will begin enhancing the safety and connectivity of routes as outlined in the bicycle and pedestrian plan.
Community Connectedness
Strengthen community connectedness and engagement with the City
1. To strengthen community connection and foster meaningful civic participation, the City will expand public engagement opportunities.
2. To streamline processes and create a more user-friendly customer experience, the City will leverage modern technology solutions.
Next Steps
After review by the City Council on November 4, the public is invited to provide feedback from November 6 - December 11. City staff will analyze input and present a final Priorities Plan to the City Council on January 19, 2027.
FISCAL IMPACT:
Any expenditures associated with Priorities Plan will be included in the annual budget processes and subject to approval by the City Council.