CITY COUNCIL AGENDA ITEM
ACTION REQUESTED:
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Approve the final Bridge to 2023 Priorities Plan
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DEPARTMENT: City Manager’s Office
SUBMITTED BY: Marcie Schatz, Deputy City Manager; Pam Gallahue, Community Services Director; and Linda LaCloche, Communications Director
BOARD/COMMISSION REVIEW:
N/A
BACKGROUND:
In December 2019, the City issued RFP 20-012, Strategic Planning Consultant Services. In February 2020, after review and scoring of proposals, the selection committee invited the top four vendors, and ultimately recommended Shockey Consulting for award. In December 2020, the City Council awarded Shockey Consulting (“Shockey”) the contract and work officially began in January 2021 on the long-term strategic plan with the discovery and community engagement phases. Once the new Council was in place, Shockey facilitated planning sessions with directors and councilmembers.
Through an online community survey and targeted engagement activities in the areas of inclusion and belonging, sustainability, and public art/special events, as well as a June 2021 City Council workshop, the following six areas were determined to be the highest priorities for the City:
1. Financial Stability and Economy
2. Housing Choice
3. Infrastructure and Utilities
4. Public Safety
5. Sustainability
The framework for the Bridge to 2023 Priorities Plan (“Plan”) was presented for City Council review on November 2, 2021. One public comment was received as well as a request to include an additional goal related to sustainability.
DISCUSSION:
Updated initiatives and goals of the Plan are outlined below:
Financial Stability and Economy
Provided policy direction and will continue to guide decisions into the future
• Financial Principles
o Principle #1 - The City will pass a structurally balanced operating budget annually.
o Principle #2 - The City commits to continuous improvement in the delivery of necessary and cost-effective services.
o Principle #3 - The City will actively seek to increase its reserves to 25% and reduces its debt by 25% in the next eight years.
• Maintain flexibility while seeking redevelopment options in order to fully utilize Naperville’s developed commercial properties.
Housing Choice
Goals were approved in January 2021 after years of study and consideration by the Housing Advisory Commission and community
• Develop plan for Naturally Occurring Affordable Housing.
• Establish a revolving rehabilitation loan program targeted towards low-income seniors.
• Consider options for a voluntary inclusionary zoning ordinance.
• Leverage publicly owned land to address housing choice.
Infrastructure and Utilities
Goals reflect the plans and strategies contained within the current Water and Electric Utility rate studies
• Strategically invest in the City’s aged infrastructure to help facilitate business retention and expansion.
• Develop and implement a water utility capital plan that maintains the City's high service levels while ensuring regulatory compliance with all IEPA & EPA mandates.
• Develop and implement programs that will improve electric utility load factor and reduce system peaks
Public Safety
Goals from the department’s long-range planning documents
• Fire Department
o Promote and foster community risk reduction
o Continue the investment in Fire training, education and succession planning
o Explore new ways of service delivery while adapting to changing community needs
• Police Department
o Increase public support and trust in the Police
o Continue the investment in Police training, education and succession planning
o Implement technological enhancements
Sustainability
Goals reflect the outcomes of the August 31 Sustainability Workshop and the final goal listed is an additional request from the November 2, 2021 City Council meeting
• Implement a Green Purchasing Program.
• Determine appropriate metrics and reimplement publishing the City of Naperville Sustainability Report on a biannual basis.
• Revise permit applications to capture waste/recycling data and sustainability efforts.
• Collaborate with community partners to create a Sustainability Outreach and Engagement Program.
• Pursue opportunities to increase and expand the City’s renewable energy sources with IMEA and through the City’s renewable energy program.
Next Steps
Upon final approval, staff will post the Bridge to 2023 Plan on the City’s website and include in other communication materials as appropriate. Staff will also meet to develop a cadence and method to deliver status updates. Lastly, staff is recommending that a statistically valid citizen survey be programmed for 2023.
FISCAL IMPACT:
Funding for 2022 initiatives are included in the proposed 2022 operating and capital budgets.