Loading...
CC_2024_10_07_AGENDATHE CITY OF LAKE FOREST CITY COUNCIL AGENDA Monday, October 7, 2024 220 E. Deerpath Lake Forest, IL 60045 CALL TO ORDER AND ROLL CALL 6:30 p.m. Honorable Mayor, Stanford R. Tack Nancy Novit, Alderman First Ward Ara Goshgarian, Alderman Third Ward Peter Clemens, Alderman First Ward Alice LeVert, Alderman Third Ward Edward U. Notz, Jr., Alderman Second Ward Eileen Looby Weber, Alderman Fourth Ward John Powers, Alderman Second Ward Richard Walther, Alderman Fourth Ward PLEDGE OF ALLEGIANCE REPORTS OF CITY OFFICERS 1.COMMENTS BY MAYOR A.Fire Department Promotion- Swear in Eric Farr, Battalion Chief 2.COMMENTS BY CITY MANAGER A.Community Spotlight Fill A Heart 4 Kids -Annie McAveeney, Founder and President B.Department Spotlight- Communications and Community Engagement -Dana Olson, Director 3.OPPORTUNITY FOR CITIZENS TO ADDRESS THE CITY COUNCIL 4.COMMITTEE REPORTS 5.ITEMS FOR OMNIBUS VOTE CONSIDERATION 1.Approval of the September 16, 2024, City Council Meeting Minutes A copy of the minutes can be found beginning on page 11. COUNCIL ACTION: Approval of the September 16, 2024, City Council Meeting Minutes 1 Monday, October 7, 2024, City Council Agenda 2. Approval of the Check Register for the Period of August 24 – September 27, 2024 STAFF CONTACT: Jamese Scott, Staff Accountant (847-810-3618) BACKGROUND/DISCUSSION: City Code Section 38.02 sets forth payment procedures of the City. The Director of Finance is to prepare a monthly summary of all warrants to be drawn on the City treasury for the payment of all sums due from the City (including all warrants relating to payroll and invoice payments) by fund and shall prepare a detailed list of invoice payments which denotes the person to whom the warrant is payable. The warrant list detail of invoice payments shall be presented for review to the Chairperson of the City Council Finance Committee for review and recommendation. All items on the warrant list detail recommended for payment by the Finance Committee Chairperson shall be presented in summary form to the City Council for approval or ratification. Any member of the City Council shall, upon request to the City Manager or Director of Finance, receive a copy of the warrant list detail as recommended by the Finance Committee Chairperson. The City Council may approve the warrant list as so recommended by the Finance Committee Chairperson by a concurrence of the majority of the City Council as recorded through a roll call vote. The Council action requested is to ratify the payments as summarized below. The associated payroll and invoice payments have been released during the check register period noted. Following is the summary of warrants as recommended by the Finance Committee Chairperson: Included in the subtotal denoted as “All other Funds” is $742,277 in Medical and Dental plan expenditures and $573,421 in Wtr & Swr Cap Imp Fund. COUNCIL ACTION: Approval of the Check Register for the Period of August 24 – September 27, 2024 3. Approval of a Three Year Renewal Agreement for Microsoft Enterprise Licensing with Dell Marketing L.P. Based on State of Illinois Contract STAFF CONTACT: Cameron Burrell, Assistant IT Director (847-810-3598) Fund Invoice Payroll Total 101 General 710,586 2,587,676 3,298,262 501 Water & Sewer 134,154 309,788 443,942 220 Parks & Recreation 269,565 698,200 967,765 311 Capital Improvements 3,970,604 3,970,604 202 Motor Fuel Tax 736,645 736,645 230 Cemetery 7,117 72,732 79,849 210 Senior Resources 17,797 55,614 73,411 510 Deerpath Golf Course 24,936 3,804 28,740 601 Fleet 180,865 94,086 274,951 416 - 434 Debt Funds 475 475 248 Housing Trust 0 201 Park & Public Land 88,520 88,520 All other Funds 1,477,704 308,369 1,786,073 $7,618,968 $4,130,270 $11,749,238 Check Register for August 24 - September 27, 2024 2 Monday, October 7, 2024, City Council Agenda PURPOSE AND ACTION REQUESTED: Staff is requesting City Council approval to enter into a three-year contract with Dell Marketing, L.P., (Dell) for Microsoft software which includes maintenance support services and licensing for all City Microsoft workstation and server operating systems, databases, SharePoint Online, and the Office 365 suite. BACKGROUND/DISCUSSION: In 2015, City Council approved to move to the Office 365 suite, at that time, being a lower cost alternative to replacing on-premise Microsoft systems. Since its initial inception, the City has been increasing utilization of the additional product offerings included in the Office 365 suite. In 2017, the City moved the majority of file storage to the SharePoint Online and OneDrive platforms, easing the transition to remote-working during the COVID-19 pandemic. In 2019, the IT department implemented the Power BI platform, to deliver meaningful information from discontinuous data sources to support various City operations. IT utilizes Microsoft’s Power Automate and Power Apps in order to reduce manual/repetitive data entry for staff. PROJECT REVIEW/RECOMMENDATIONS: Milestone Date Comments RFP Issuance 08/30/2024 Proposals Submitted 09/20/2024 BUDGET/FISCAL IMPACT: On September 20, 2024, staff received five proposals before the deadline in response to an August 30, 2024, RFP issuance. Proposals were evaluated based primarily on cost with additional considerations for value-added support services included in the vendor proposals. Dell has been maintained the relationship with the State of Illinois for Microsoft licensing as part of the state’s joint purchasing program (PB JPMC NASPO SVAR Microsoft). This contract was awarded to the lowest cost and responsible bidder. Has City staff obtained competitive pricing for proposed goods/services? Yes Below is an estimated summary of Project budget: Account Number 3 Monday, October 7, 2024, City Council Agenda IT Operating 101-1315-415-43-37 $117,046 $129,909 Y * The amount requested over budget can be absorbed through other budgetary savings COUNCIL ACTION: Approval of a Three Year Renewal Agreement for Microsoft Enterprise Licensing with Dell Marketing L.P. Based on State of Illinois Contract 4.Approval to Purchase Upgraded Digital, Audio Visual System for City Council Chambers from CTI in the Amount of $203,667. STAFF CONTACT: George Issakoo, Assistant City Manager (847-810-3680) PURPOSE AND ACTION REQUESTED: Staff requests approval to expend budgeted capital funds to purchase upgraded digital, audio visual system for City Council Chambers. The primary purpose of the City Council Chambers AV upgrade is to enhance the effectiveness, accessibility, and efficiency of city council meetings and public hearings. The current AV system is outdated and no longer meets the needs of modern governance, including clear communication for all attendees and effective broadcast of meetings to the public. This upgrade will ensure that all council members, staff, and citizens can fully engage in the proceedings via higher image and audio quality and increased accessibility for on- demand viewing online and in coordination with the City’s new agenda management system. BACKGROUND/DISCUSSION: This authorization would allow for the installation of an upgraded Audio-Visual system within the City Council Chambers located at City Hall. City staff has been working to replace aging and outdated technology in the City’s Council Chambers. Much of the technology in the chambers is over a decade old and ready for scheduled replacement. Portions of the technology that allow us to record, stream, and broadcast audio and video are no longer serviceable, or replacement parts are difficult to find. Failure from these components could have major impact on public transparency and logistics for the City Council and Boards and Commissions. The existing AV infrastructure in the City Council Chambers, has experienced a range of operational issues including inconsistent audio quality, outdated video equipment, and limited integration with modern digital tools. The system's shortcomings have led to difficulties in recording and broadcasting meetings, which affects public accessibility and engagement. Additionally, frequent technical problems have disrupted meetings and caused delays, impacting the efficiency of city governance. In recent years, there has been a growing demand for enhanced audio and video capabilities to accommodate virtual participants, improve accessibility for those with hearing or visual impairments, and provide high-quality recordings for public archives. Various stakeholders, including council members, city staff, and the general public, have voiced concerns about the current system’s limitations. Addressing these issues with a comprehensive upgrade will align the city's facilities with current best practices in public meeting management and technology. While the most crucial technology is hidden from view, the changes that will be most noticeable are: a new lectern with touch screen control panel and ADA height surface and 4 Monday, October 7, 2024, City Council Agenda microphone; dais screens for council and committee members to better see presentations and remote participants; improved audio in the chambers for those in the audience and at the dais, including new wireless hearing assistance technology and dais mounted speakers; phoneline integration into the chamber's microphones and speakers (no more separate system); touchscreen control system both at the lectern and at a staff seat allowing for changes without approaching the lectern. BUDGET/FISCAL IMPACT: During the FY25 budgeting process, City staff consulted A/V technology companies that specialized in upgrading equipment for local governments. After conducting a full review and scope of services assessment for the City’s needs, City staff recommended a budget request of $203,667. This amount was approved by the City Council to be included in the FY25 budget. Upon beginning the process for securing a vendor to complete the required upgrade, staff learned of the Company CTi, who most recently completed a major technology upgrade for the Lake County Government. Staff conducted due diligence with reference visits to customers of CTi to view their completed work and vetted the proposals submitted thoroughly to ensure the needs of the Council Chambers upgrade are met. As a result, it is staff’s recommendation that CTi are the selected vendor for this project. Funding for this project will be sourced from the city’s capital improvement fund. The project remains within the approved budget for this project while delivering long-term benefits in terms of operational efficiency and public engagement. CTi quoted the project for $195,781(breakdown below), $7,886 under the budgeted amount. Staff is recommending a funding request for the full budget amount as a contingency. Financial Breakdown Hardware Cost Equipment $90,895 Implementation Services $89,950 Additional 2 Years of Maintenance $14,936 Total $195,781 Has City staff obtained competitive pricing for proposed goods/services? No Specific Exception Requested: Administrative Directive 3-5, Section 6.1D – Government Joint Purchase. CTi offers their contract through TIPS, a joint purchasing co-operative. Through TIPS the City can be assured that it is following competitive bidding requirements and is acquiring the services at a cost-effective price. Per Section 6.1D of the City’s Purchasing Directive, purchases can be made via a variety of governmental joint purchasing programs. Numerous pieces of equipment are bid nationally, and such bids conform to all requirements of the Illinois State bidding laws. 5 Monday, October 7, 2024, City Council Agenda FY2025 Funding Source $203,667 $203,667 Y This project was identified as a FY25 capital project funded via the Capital Improvements Fund. COUNCIL ACTION: Approval to Purchase Upgraded Digital, Audio Visual System for City Council Chambers from CTi in the Amount of $203,667. 5.Approval of a Water Service Fee Waiver Adjustment to James Utts, 441 Thorne Lane for a Total Amount of $5,777.10 Per City Code 51.075 STAFF CONTACT: Dan Martin, Superintendent of Public Works (847-810-3561) PURPOSE AND ACTION REQUESTED: The Public Works Committee and staff are recommending City Council approval of a water service fee waiver adjustment to James Utts, 441 Thorne Lane in the amount of $5,777.10 per City Code 51.075. In February 2024, a significant water usage spike was detected during the monthly meter read at 441Thorne Lane. Staff investigated and discovered a significant water leak coming from the resident’s pool house. Staff contacted the resident as they were away for the winter. The pipe burst caused extensive damage to the pool house, leading to an excessive water bill totaling $12,753. BACKGROUND/DISCUSSION: In 2015, City Council approved revisions to Chapter 51.075, allowing homeowners to apply for a fee adjustment on water bills resulting from system leaks. Homeowners can request an adjustment within 90 days of receiving a high water bill, provided they submit a sworn affidavit from a licensed plumber confirming the leak has been repaired and include receipts as proof. If approved, the adjustment is based on the average consumption from the same period over the previous three years, with the city covering 50% of the excess water usage. Adjustments are not granted if the leak could have been detected through ordinary care or was known to the owner for more than ten days. Additionally, staff has denied requests in the past for recurring issues or instances where a leak was caused by a contractor. The following chart summarizes the fee waiver requests, and average amounts waived over the past three fiscal years: Year Total Requests Average Amount of Fee Waiver Since the revision of the code, the highest individual fee waiver approved prior to tonight's request was $4,148.18. The majority of fee waiver requests have been related to lawn irrigation 6 Monday, October 7, 2024, City Council Agenda system leaks, followed by leaking toilet tanks. Other common causes include burst pipes and malfunctioning water heaters. PROJECT REVIEW/RECOMMENDATIONS: Reviewed Date Comments Public Works Committee 9/3/2024 Water Service Fee Waiver BUDGET/FISCAL IMPACT: Pursuant to Administrative Directive 3-7, the City Council is required to approve the waiver of reduction of fees exceeding $5,000. The waiver represents foregone operating revenue in the Water Operating Fund. The homeowner submitted all required documentation confirming the burst pipe in the pool house has been repaired. The amount of the fee to be waived per the code is $5,777.10. The Public Works Committee reviewed whether to recommend a modification to the code by introducing a cap on the fee waiver amount. After discussion, the committee decided to approve the fee waiver request without recommending changes to the code, citing the relatively low volume of requests overall. Additionally, with the upcoming water meter replacement project, homeowners will have the option to set up notifications for high water usage. This system will proactively alert homeowners of potential issues, particularly when they are away, thereby reducing the likelihood of future excessive water bills. COUNCIL ACTION: Approval of a Water Service Fee Waiver Adjustment to James Utts, 441 Thorne Lane for a Total Amount of $5,777.10 per City Code 51.075 6.Consideration of Ordinances Approving Recommendations from the Building Review Board for 210 Majestic Oak Court and 230 Majestic Oak Court. (First Reading and if Desired by the City Council, Final Approval) STAFF CONTACT: Catherine Czerniak, Director of Community Development (810-3504) PURPOSE AND ACTION REQUESTED: The following recommendations from the Building Review Board are presented to the City Council for consideration as part of the Omnibus Agenda. BACKGROUND 210 Majestic Oak Court - The Board recommended approval of a new single family residence on a vacant lot and associated landscaping. (Board vote - 6 to 0) 230 Majestic Oak Court - The Board recommended approval of a new single family residence on a vacant lot and associated landscaping. (Board vote - 6 to 0) Ordinances approving the petitions as recommended by the Building Review Board with key exhibits attached are included in the Council packet beginning on page 16. The Ordinances, complete with all exhibits, are available for review in the Community Development Department. 7 Monday, October 7, 2024, City Council Agenda COUNCIL ACTION: If determined to be appropriate by the City Council, waive first reading and grant final approval of the Ordinances approving the petitions for 210 Majestic Oak Court and 230 Majestic Oak Court in accordance with the Building Review Board’s recommendations. COUNCIL ACTION: Approve the six (6) omnibus items as presented 6.OLD BUSINESS 1.Consideration and Adoption of the 2025-2030 Strategic Plan STAFF CONTACT: George Issakoo, Assistant City Manager (847-810-3680) PURPOSE AND ACTION REQUESTED: Staff is requesting the City Council adopt the 2025-2030 Strategic Plan Document. A copy can be found on page 34. BACKGROUND/DISCUSSION: The City last completed a five-year strategic planning process in 2018 and developed the priority areas of: 1.Fiscal Stewardship, 2.Community Character/Safety and Livability, 3.Environmental Sustainability/Recreation and Leisure, 4.Housing Diversity and Residential Development, 5.Multi-Modal Transportation and Infrastructure, and 6.Business and Economic Vitality In the summer of 2023, the city began the 2025-2030 Strategic Planning process by conducting a community wide survey. The survey results were widely positive and gave meaningful feedback that laid the foundation for the public engagement portion of the strategic planning process which began in the Spring of 2024. In late April and May of 2024, the strategic planning process began and included individual interviews with the City Council and Executive staff, in addition to a community stakeholder focus group meeting, and three feedback opportunities for the public, one in-person and two online. Following these sessions, the City established an ad-hoc staff committee that ushered the process forward by reviewing and organizing all the public feedback received to draft new focus areas and ultimately what became the draft Strategic Plan. This draft was brought forward to the council for review and had two public feedback opportunities respectively, with the most recent period ending in September. The 2025-2030 Strategic Plan reaffirms the Mission, Vision and Values and Cornerstones of the previous plans, but based on the public feedback, offers newly created and refocused Focus Areas with fresh objectives for future planning and policy guidance. The new Focus Areas are as follows; Fiscal Stewardship Infrastructure and City Facilities Public Safety Recreation and Community Well-Being Community’s Visual Character and Development 8 Monday, October 7, 2024, City Council Agenda Business and Economic Vitality Community Engagement As has been the practice for many years, the new Strategic Plan will guide policy and budget recommendations made by City Staff over the next five years. The new Focus Areas will respectively be tied to budget goals established by each department in the budget process. Also, during the annual budget process, an annual progress report will be provided to provide an update on the implementation status on various aspects of the plan COUNCIL ACTION: Consider and Adopt the 2025-2030 Strategic Plan 7. NEW BUSINESS 8. ADDITIONAL ITEMS FOR DISCUSSION/ COMMENTS BY COUNCIL MEMBERS 1. EXECUTIVE SESSION Adjournment into Executive Session Reconvene into Regular Session 9. ADJOURNMENT A copy of the Decision Making Parameters is included with this agenda following this page. Office of the City Manager October 2, 2024 The City of Lake Forest is subject to the requirements of the Americans with Disabilities Act of 1990. Individuals with disabilities who plan to attend this meeting and who require certain accommodations in order to allow them to observe and/or participate in this meeting, or who have questions regarding the accessibility of the meeting or the facilities, are required to contact City Manager Jason Wicha, at (847) 234-2600 promptly to allow the City to make reasonable accommodations for those persons. 9 ^Qtu^^ C^'NA<WA£BT-<^ ^.Scie^^t^wS^'X. §.. ^..,,.e-..^ f-l&ff"^ THE CITY OF LAKE FOREST DECISION-MAKING PARAMETERS FOR CITY COUNCIL, AND APPOINTED BOARDS & COMMISSIONS Adopted June 18, 2018 The City of Lake Forest Mission Statement: "Be the best-managed, fiscally-responsible and appealing community and promote a community spirit of trust, respect and citizen involvement. " The Lake Forest City Council, with the advice and recommendations of its appointed advisory Boards and Commissions, Lake Forest Citizens, and City Staff, is responsible for policy formulation and approval. Implementation of adopted strategy, policy, budgets, and other directives of Council is the responsibility of City Staff, led by the City Manager and Senior Staff. The Mayor and Aldermen, and appointed members of Boards and Commissions should address matters in a timely, deliberate, objective and process-driven manner, making decisions guided by the City of Lake Forest Strategic and Comprehensive Plans, the City's Codes, policies and procedures, and the following parameters: . Motions and votes should comprise what is in the best long-term interests of all Lake Forest citizens, measured in decades, being mindful of proven precedents and new precedents that may be created. . All points of view should be listened to and considered in making decisions with the long-term benefit to Lake Forest's general public welfare being the highest priority. . Fundmg decisions should support effectiveness and economy in providing services and programs, while mindful of the number ofcidzens benefittmg from such expenditures. . New initiatives should be quantified, qualified, and evaluated for their long-tenn merit and overall fiscal unpact and other consequences to the community. . Decision makers should be proactive and timely in addressing sto-ategic planning initiatives, external forces not under control of the City, and other opportunities and challenges to the community. Community trust in, and support of, government is fostered by maintaining the integrity of these decision-making parameters. The City of Lake Forest 's Decision-Making Parameters shall be reviewed by the City Council on an annual basis and shall be included on all agendas of the City Council and Boards and Commissions. 10 The City of Lake Forest CITY COUNCIL MEETING Proceedings of the Monday, September 15, 2024 6:30 pm City Council Meeting – City Council Chambers 220 E Deerpath, Lake Forest, IL 60045 CALL TO ORDER AND ROLL CALL: Honorable Mayor Tack called the meeting to order at 6:30 p.m., and City Clerk Margaret Boyer called the roll of Council members. Present: Honorable Mayor Tack, Alderman Novit, Alderman Notz, Alderman Powers, Alderman Goshgarina, Alderman LeVert, Alderman Weber, and Alderman Walther. Absent: Alderman Clemens CALL TO ORDER AND ROLL CALL PLEDGE OF ALLEGIANCE was recited by all. REPORTS OF CITY OFFICERS COMMENTS BY MAYOR Mayor Tack offered comments on the Deerpath & Route 41 landscaping, noting the work to make it another beautiful gateway to the City. He shared that Sunday, October 13 at 1pm the Ribbon cutting ceremony will take place at the Forest Park Beach Pathway Project noting it to be a remarkable testament of the Public Private Partnerships. Lastly, he reminded residents of the opportunity to meet with their Alderman at Coffee in the Park. COMMENTS BY CITY MANAGER 1.Overview of City Membership in the Intergovernmental Personnel Benefit Cooperative (Item on Omnibus) City Manager Wicha gave context and background of the City’s potential membership in IBPC. He also stated that this recommendation comes from the Benefits Committee who were tasked with finding options that are user friendly and financially stable, he said tonight’s recommendation comes with over one year of work by the committee. Mr. Wicha then introduced Amber Campbell, Director of HR who gave a high level overview of the Project Teams work along with the Benefit Committees work using an employee survey and other pain points identified by staff and survey responses. The City Council had discussion on the effective date of January 1, 2025, open enrollment, Public Safety employees, retirees, and percentage of respondents to the survey. City Manager Wicha thanked all staff who have participated on the Committee and the Project Team. OPPORTUNITY FOR CITIZENS TO ADDRESS THE CITY COUNCIL Diane offered her gratitude to the Public Works and Sewer and Water employees who do their job so well. Ishwar Laxminarayan, Executive Director at the Lake Forest Library offered City Council members a copy of the book Remarkably Bright Creatures, noting that the author, Shelby Van Pelt will be at Gorton on Friday, November 1. Additionally, he invited the Council and community to check out book discussions, programs and workshops at the Library. COMMITTEE REPORTS 11 Proceedings of the Monday, September 15, 2024 City Council Meeting PARKS & RECREATION BOARD 1. Approval of a Recommendation from the Parks & Recreation Board for the Northcroft Park Master Plan Chuck Myers, Superintendent of Parks & Forestry stated the 2019 10-Year Strategic Master Plan, “Chart our Future”, recommended that the Parks and Recreation Department complete a master plan to reassess park use and available amenities at Northcroft Park. It is one of six neighborhood parks and is located in the far southern portion of the City. It is approximately 30 acres and contains a variety of recreation facilities including tennis courts, an asphalt walking path loop, turf fields for soccer and lacrosse, a playground, a picnic pavilion with restrooms and maintenance shop. The park is bordered by single- family residential to the north, west, and partially to the south. There is a regional bike trail and railroad along the east edge of the park and the Grove Cultural Campus is located just south of the park. City staff created a working group comprised of staff members and two Parks & Recreation Board members to work with the Hitchcock Design team. City staff also made it a priority to give residents and park users an opportunity to be a part of the plan development and provide input in person at separate events and via online regarding the elements that they would like included in the plan. City staff worked with Hitchcock Design to complete the design phase of the master plan that is now being presented for approval. Mr. Myers noted staff is not seeking financial funding for the master plan implementation at this time, as the master plan serves as a roadmap for the park's future management and enhancement, helping to prioritize projects in the capital improvement plan and ensuring that park improvements are both cost-effective and aligned with long-term objectives. The City Council had discussion regarding pathways, pathways to bathrooms, water fountains, repurposing space, snow removal, pavilion rental, connection to Grove Cultural Campus, new design of first time in park options of disc golf and handball courts. Mayor Tack asked if there was anyone from the public who would like to comment. Seeing none he asked for a motion. COUNCIL ACTION: Approval of a Recommendation from the Parks & Recreation Board for the Northcroft Park Master Plan. Alderman Novit made a motion to approve the recommendation from the Parks & Recreation Board for the Northcroft Park Master Plan, seconded by Alderman Weber. The following voted “Aye”: Alderman Novit, Notz, Powers, Goshgarian, LeVert, Weber, and Walther. The following voted “Nay”: none. 7-Ayes, 0-Nays, motion carried. ITEMS FOR OMNIBUS VOTE CONSIDERATION 1. Approval of the September 3, 2024, City Council Meeting Minutes 2. Consideration of a Request to Waive the Fidelity Bond Requirement in Connection with Holding a Raffle in the City of Lake Forest for Northwestern Medicine Lake Forest Hospital (Approval by Motion) 3. Consideration of an Ordinance Authorizing City Membership in the Intergovernmental Personnel Benefit Cooperative (IPBC) effective January 1, 2025 12 Proceedings of the Monday, September 15, 2024 City Council Meeting 4. Approval of a Recommendation from the Public Works Committee of an Award of Bid for a Three-Year Fire Alarm Testing & Inspection Services Contract to TEC Electric in the Amount of $50,269 5. Approval of the Fourth Amendment to the Kemper Sports Management Agreement and as a result, approval of a stand-alone agreement for the Forest Park Beach Concessions Management 6. Consideration of Ordinances Approving Recommendations from the Building Review Board for 370 S. Ridge Road, 890 W. Deerpath, 1965 Windridge Drive, and 24 Washington Circle. (First Reading and if Desired by the City Council, Final Approval) 7. Consideration of Ordinances Approving Recommendations from the Zoning Board of Appeals for 130 Niles Avenue and 390 N. Green Bay Road. (First Reading, and if Desired by the City Council, Final Approval) COUNCIL ACTION: Approve the seven (7) omnibus items as presented Mayor Tack asked the Council if there were any items to be removed or taken separately. Seeing none, he asked for a motion. Alderman LeVert made a motion to approve the seven (7) Omnibus items as presented, seconded by Alderman Powers. The following voted “Aye”: Alderman Novit, Notz, Powers, Goshgarian, LeVert, Weber, and Walther. The following voted “Nay”: none. 7-Ayes, 0-Nays, motion carried. Information such as Purpose and Action Requested, Background/Discussion, Budget/Fiscal Impact, Council Action and a Staff Contact as it relates to the Omnibus items can be found on the agenda. OLD BUSINESS NEW BUSINESS 1. Consideration of a Recommendation from Staff to Authorize the City Manager to Enter into a Professional Services Contract with Cordogan Clark and Associates in the Amount of $1,506,660, with a 3.5% Continency for a Total of $1,556,660 for Design, Construction Drawings, and Cost Estimating Services to Support the Adaptive Reuse of the 1925 Field Court Office Building for the City’s Future Police Station. City Manager Wicha introduced Kevin Zelk, Deputy Chief of Police. Mr. Zelk reported that this is the next phase in the Police Department Project. He gave a review of where the project started, where we currently are and what’s next. He reviewed some details of the RFP that included design, construction, and cost estimates. Jim Lockefeer, Assistant Director of Public Works gave a detailed overview of the RFP, the RFP process, the outcomes of the RFP process. City Manager Wicha stated what is happening with this project is consistent with City processes. He stated that he has created an advisory group of citizen volunteers who have a balanced knowledge of the City, budgets, and architects who can give input on various aspects of the project. He thanked all the members of the internal project team. 13 Proceedings of the Monday, September 15, 2024 City Council Meeting The City Council had lengthy discussion on timeline of 8-10 months before final design and project bids would go out. Data points on Cordogan Clark such as partnering with McClaren, Wilson & Lawrie, Inc., (“MWL”), a firm recognized nationally for expertise in public safety and forensic science. The expertise offered by this firm is included in the Cordogan Clark bid amount. These two firms have a long history of successful collaboration. And Cordogan Clark’s cost proposal falls in the mid-range of the other bids received and was determined to be closely related to the expertise, experience, and overall value this group will bring to the project. Additionally, Cordogan Clark offers project management services. Those services are not included in the current proposal. As plans for building out the space evolve, and the focus turns to construction, staff will return to the City Council for further discussion of how best to oversee construction activity. Other comments included Cordogan Clarks fit and approach and their target based budgeting. The City Council had lengthy discussion around communications City Manager Wicha stated that concurrent with the Police Department Project there will be a preliminary space needs and analysis done at the current PBS building to retrofit the Police Station for the Fire Department. Mayor Tack asked if there was anyone from the public who would like to comment. Seeing none he asked for a motion. COUNCIL ACTION: Authorize the City Manager to Enter into a Professional Services Contract with Cordogan Clark and Associates in the Amount of $1,506,660, with a 3.5% Continency for a Total of $1,556,660 for Design, Construction Drawings, and Cost Estimating Services to Support the Adaptive Reuse of the 1925 Field Court Office Building for the City’s Future Police Station. Alderman Goshgarian made a motion to authorize the City Manager to Enter into a Professional Services Contract with Cordogan Clark and Associates in the Amount of $1,506,660, with a 3.5% Continency for a Total of $1,556,660 for Design, Construction Drawings, and Cost Estimating Services to Support the Adaptive Reuse of the 1925 Field Court Office Building for the City’s Future Police Station, seconded by Alderman Walther. The following voted “Aye”: Alderman Novit, Notz, Powers, Goshgarian, LeVert, Weber, and Walther. The following voted “Nay”: none. 7-Ayes, 0-Nays, motion carried. 2. Consideration of Providing Direction to City Staff to Draft a Zoning Code Amendment for Consideration by the Plan Commission Relating to the Telecommunications Wireless Overlay District. (by Motion) Catherine Czerniak Director of Community Development gave an overview of the current code on wireless overlay district and previous amendments made to it noting the Code does not identify a permitted location for telecommunications towers or antennas in or near the Waukegan Road/Settler’s Square Business District in the 4th Ward. Ms. Czerniak went on to say in order to facilitate ongoing discussions with telecommunication providers and tower building companies about improved wireless service in the 4th Ward, the City Council is asked to consider providing direction to City staff and the Plan Commission to initiate consideration of a Zoning Code amendment. She emphasized this would start the discussion, no amendment has been drafted at this time pending Council direction to do so. She stated in recent discussions, wireless service providers and representatives of tower building companies have expressed interest in enhancing facilities in this area to improve service with a particular focus on the possibility of erecting a tower in the City owned train station parking lot. While those discussions are continuing, the City has the opportunity to lay the groundwork for improved service by considering, and if determined to be appropriate after a public discussion, enacting a Code amendment. Having the amendment in place will provide certainty on location, tower/antenna type, 14 Proceedings of the Monday, September 15, 2024 City Council Meeting height, and screening requirements. This advance work will position the City well for continued discussions with service providers. Ms. Czerniak stated if the City Council so directs, the following will occur: • Staff will prepare a preliminary draft of a Code amendment as a starting point for the Plan Commission’s discussion. • The draft will be scheduled for a public hearing and discussion at an upcoming Plan Commission meeting. • After Plan Commission deliberations are completed, the Commission’s recommendation will be forwarded to the City Council for final action: approval, denial, or remand back to the Commission for further work. • If approved, the Code amendment will be incorporated into the Zoning Code and will facilitate discussions around improved wireless service in the 4th Ward. The City Council had discussion on adequate coverage, current limitations, Plan Commission parameters, tower types and locations in addition potential revenue from a lease agreement. They also discussed other carriers upgrading their equipment. If directed the Plan Commission could begin work on this as soon as October 9. Mayor Tack asked if there was anyone from the public who would like to comment. Seeing none he asked for a motion. COUNCIL ACTION: Consideration of Providing Direction to City Staff to Draft an Amendment to the City’s Zoning Code for Consideration by the Plan Commission Relating to the Wireless Overlay District. Alderman Powers made a motion directing City Staff to draft an Amendment to the City’s Zoning Code for Consideration by the Plan Commission Relating to the Wireless Overlay District, seconded by Alderman Weber. The motion carried via voice vote with Alderman LeVert abstaining from the voice vote. ADDITIONAL ITEMS FOR COUNCIL DISCUSSION/COMMENTS BY COUNCIL MEMBERS ADJOURNMENT There being no further business Mayor Tack asked for a motion to adjourn. Alderman Weber made a motion to adjourn, seconded by Alderman Powers. The motion was carried unanimously by voice vote at 7:58 p.m. Respectfully Submitted, Margaret Boyer, City Clerk A video of the City Council meeting is available for viewing at the Lake Forest Library and on file in the Clerk’s office at City Hall. You can also view it on the website by visiting www.cityoflakeforest.com. Click on I Want To, then click on View, then choose Archived Meetings Videos. 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 2025-2030 Strategic Plan 34 The City of Lake Forest 2025-2030 Strategic Plan — Priority Areas2 Priority Areas FISCAL STEWARDSHIP Implement an operating budget and capital improvement strategy that is balanced over the long-term. BUSINESS & ECONOMIC VITALITY Enhance the business community so that it remains economically viable, enticing to visit, and meets the needs of the community and visitors. INFRASTRUCTURE & CITY FACILITIES Invest in and maintain infrastructure and facilities to ensure they are safe, reliable, and capable of meeting current and future needs of the community. RECREATION AND COMMUNITY WELL-BEING Promote a healthy and active community by providing diverse recreational opportunities, maintaining parks and open spaces, and supporting programs that enhance residents’ quality of life. COMMUNITY ENGAGEMENT Encourage active participation and communication between the City government and residents, fostering a sense of community and ensuring that voices are heard in the decision-making process. PUBLIC SAFETY Ensure the safety and security of all residents by providing efficient and effective police, fire, and emergency services while promoting community-based crime prevention initiatives. COMMUNITY’S VISUAL CHARACTER AND DEVELOPMENT Enhance the aesthetic appeal of Lake Forest by balancing preservation of historic buildings, distinct streetscapes and landscapes with being open to opportunities and new ideas. 35 2025-2030 Strategic Plan Strategic Planning Process The City of Lake Forest has a long history of Strategic Planning, beginning in the early 1990’s and with the most recent plan that ran from 2017-2020. Due to the extended challenges presented during the Covid-19 pandemic, and the changing dynamics and priorities of the community, the new strategic planning process was postponed until the Community-Wide Survey was conducted in 2023. The 2025-2030 Strategic Plan represents a community-wide effort that reaffirms the mission, vision and values established through previous Strategic Planning processes, but also takes a balanced approach to looking into the future. It is a refreshed look at the City’s strategic priorities, incorporating feedback collected through the Community- Wide Survey, focus group discussions with community leaders and stakeholders, public engagement feedback sessions, and online surveys. COMMUNITY-WIDE SURVEY: SUMMER 2023 1,450 respondents identified top priorities including fire and emergency medical services, parks and trails, police services, and sanitation services. ONLINE AND IN-PERSON PUBLIC WORKSHOPS: APRIL-MAY 2024 140 people attended four community conversation gatherings, comments revealed similar priorities including character and charm, walkability, family- centric feel, options for dining and shopping, recreational opportunities, quality schools and public services including Police and Fire. ANALYZE INPUT: MAY-JUNE 2024 A working group of City staff reviewed survey data and workshop input to develop focus areas for the draft Strategic Plan. COMMUNITY CHECK-IN: JULY 2024 The City’s seven proposed strategic priority areas were shared with the community for feedback. There were 98 responses to the survey. FIRST DRAFT: AUGUST 2024 Using the input from previous stages, refine priorities and identify action items to support progress in each category. COMMUNITY REVIEWS DRAFT PLAN: AUGUST 2024 The near-final plan was shared with City Council and circulated throughout the community for final feedback prior to City Council approval. FINAL STRATEGIC PLAN: FALL 2024 The final step in the process is consideration by City Council, paving the way for staff to begin implementation COMMUNITY-WIDE SURVEY PUBLIC WORKSHOPS ANALYZE INPUT FINAL STRATEGIC PLAN COMMUNITY CHECK-IN FIRST DRAFT COMMUNITY REVIEW The City of Lake Forest 2025-2030 Strategic Plan — Timeline & Process 336 The City of Lake Forest 2025-2030 Strategic Plan — Reaffirmed Mission, Vision and Values4 Reaffirmed Mission, Vision and Values Throughout the planning process, it was established that this new Strategic Plan will not be a reset, but rather a refreshed approach to the City’s Strategic Plan. With that, it was established that the City’s mission, vision and values would stay true and unchanged as they were developed in the past, honoring that work and commitment made by previous partners of the City’s Strategic Planning Process. MISSION STATEMENT “Be the best-managed, fiscally-responsible and appealing community and promote a community spirit of trust, respect and citizen involvement.” VISION FOR THE CITY OF LAKE FOREST The City will preserve its character and quality of life and be responsive to the changing needs of the residents in a fiscally responsible manner. The City will be an outstanding example of a well-managed, planned community which protects and enhances its rich heritage, architecturally significant buildings, residential neighborhoods, natural resources, open spaces and recreational areas. The City will continue in its efforts to be a community of cultural diversity, and maintain a variety of residential options, including single and multi-family housing. The City will foster well-planned business districts, encompassing a variety of retail shops, restaurants and other service establishments. A strong commitment will be made to public health and safety, the maintenance of our infrastructure, and the conservation of our open spaces and natural resources. Community, educational and recreational services will be distinguished by a strong commitment to quality, efficiency and outstanding public facilities, supported by one of the North Shore’s most reasonable property tax rates. The City will be known for its responsiveness, commitment to public health and safety, sensitivity to quality of life and conservation, fiscal responsibility, and promotion of cooperation and respect among residents, businesses and government. 37 Core Values: Lake Forest’s Four Cornerstones Family, Education, Tradition, and Philanthropy FAMILY PHILANTHROPY TRADITIONEDUCATION Sense of Community, Acceptance Civility, Respect, Safety and Health Culture, Quality Programs and Services, Architecture and Art Engagement Excellence, Public-Private Partnerships Volunteerism, History, Character, Aesthetics, Open Space, Fiscal Acumen, Government Transparency The City of Lake Forest 2025-2030 Strategic Plan — Core Values 538 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Fiscal Stewardship6 Fiscal Stewardship OBJECTIVE ONE: Implement an operating budget and capital improvement strategy that is balanced over the long-term. Initiatives: •Continue the tradition of considering the long-term time horizons that guide decision making when developing financial forecasts that predict future revenue and expenditure trends. •Based on the financial forecasts developed annually, proactively take steps to address anticipated problems in a timely fashion. •Identify potential internal and external challenges that may impact the City’s ability to remain flexible and responsive in managing City finances. •Retain and attract a high-quality workforce through competitive salaries, benefits, training, and development opportunities with an emphasis on succession planning. •Explore opportunities for continuous improvements to the cost effectiveness and efficiency of City programs, activities, and services with particular focus on those identified by residents as being highly valued. OBJECTIVE TWO: Continue to pursue alternative sources of revenue while thoughtfully reducing expenditures and exploring public and private partnerships and special service agreements, which have served the City well in the past. Initiatives: •Create a revenue diversification plan. •Continue emphasis on pursuit of grant opportunities to supplement the City’s Capital Improvement Program. •Pursue consortiums and shared service agreement opportunities with neighboring municipalities to reduce expenditures. •Further steward relationships between the City and community stakeholders to identify potential public/ private partnerships to support capital projects, community events, and unique initiatives. •Create opportunities for residents, family foundations, and businesses to make “legacy contributions” - donations for specific purposes or to support the General Fund. •Explore opportunities to increase volunteer efforts to reduce City operational costs. Implement an operating budget and capital improvement strategy that is balanced over the long-term. 39 OBJECTIVE THREE: Ensure the public is well informed and understands the financial condition of the City and the proactive efforts to continue to keep the budget in balance. Initiatives: •Publicize the Comprehensive Fiscal Plan, cost-savings initiatives and staff reductions that have been implemented. •Utilize multiple modes of media and communication to inform the community with an emphasis on presenting complex financial information in an easy-to-understand format. •With the goals of both transparency and keeping residents informed, publicize monthly updates to track financial performance and deviations from projected budgets. OBJECTIVE FOUR: Continue to actively encourage and support economic development. Initiatives: •Explore opportunities to create jobs, enhance economic diversification within the community, and promote income growth. •Develop a dedicated Fund and/or revenue to allocate for business/economic development initiatives. •Develop and implement options for incentive programs targeted toward sites, business types, or other development identified by City officials as essential to maintaining thriving business districts. The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Fiscal Stewardship 740 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Infrastructure and City Facilities8 Infrastructure and City Facilities OBJECTIVE ONE: Continue to utilize the annual five-year Capital Improvement Program Plan as a budgeting and prioritization tool for all City infrastructure, assets, and facility-related improvement, enhancement, and replacement projects. Initiatives: •Provide funding for studies of infrastructure, assets, and facilities to assist in prioritizing and forecasting costs related to future needs and to minimize accelerating expenditures resulting from the deferred maintenance. •Develop a forward looking and ongoing assessment and evaluation process for City facilities, parking lots, bike and walking paths, and parks. •Recognize that the cost of supporting infrastructure and facilities will likely continue to outpace available dollars. Continue to explore grant opportunities, public/ private partnerships, and other outside funding sources to help finance priority projects and special initiatives desired by the community. •Continue to use funding targets to assure that available dollars are allocated to a wide range of infrastructure and facility needs including, but not limited to roads, bridges, buildings/facilities, ravines, storm sewers, water and sanitary systems, operating equipment and vehicles. Invest in and maintain infrastructure and facilities to ensure they are safe, reliable, and capable of meeting current and future needs of the community. 41 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Infrastructure and City Facilities 9 OBJECTIVE TWO: Identify and pursue road, sidewalk, and bike/pedestrian path improvements to promote mobility, safe and efficient movement of various transportation modes, and inter- connectedness throughout the community. Initiatives: •Develop and implement an ongoing process to identify and prioritize future transportation enhancement projects throughout the City. •Take steps necessary to advance and complete the intersection improvements at both Waukegan and Everett Roads and Waukegan and Westleigh Roads through partnership with IDOT. OBJECTIVE THREE: Research, develop, and implement innovative and modern solutions for all City infrastructure repairs and improvements that promote efficiency, cost effectiveness, and environmental sustainability. Initiatives: •Continue to evaluate and implement new technologies, means, and methods to improve infrastructure in areas that may present both funding and construction challenges/limitations. These may include but are not limited to stormwater management, facility improvements, road resurfacing, parking lot replacement, and street lighting. •Protect waterways and ravines by maintaining and improving storm water and sanitary infrastructure, and stream system health. •Continue to explore opportunities to include features such as rain gardens, pervious pavement, and bioswales where appropriate in infrastructure projects. 42 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Public Safety10 Public Safety OBJECTIVE ONE: Improve the effectiveness of joint police, fire, and emergency management response through enhanced coordination, integrated training programs, new protocols, and the development of best practices for critical incidents and planned events. Initiatives: •Ensure public safety agencies have the training, equipment and resources needed to deliver timely and effective services and develop ways to measure and report on the quality of those services. •Continue joint efforts to plan for and respond to significant community safety events through combined training and utilization of emergency operation plans. •Enhance the community’s ability to prevent, protect against, mitigate, respond to, and recover from critical incidents and large-scale events. •Evaluate and project major capital expenses to responsibly maintain a high level of service and response to emergencies. Ensure the safety and security of all residents by providing efficient and effective police, fire, and emergency services while promoting community-based crime prevention initiatives. OBJECTIVE TWO: In partnership with the community, professionally and efficiently deliver high-quality law enforcement services; foster a feeling of safety and security; and provide outreach and educational programs to enrich all persons in the City of Lake Forest. Initiatives: •Research and implement new training, technology, processes, facilities, and equipment that support the mission of the Police Department. •Increase police department transparency through new tools and growing current practices. •Continue efforts to support industry-leading police/ community strategies that will support the community and strengthen public trust. •Expand social services throughout the community by increasing the use of the police social worker and other crisis intervention programs. 43 OBJECTIVE THREE: Provide a safe environment through efficient and effective fire rescue and EMS services for the residents, businesses, and visitors. Initiatives: •Ensure the seamless operation and continual enhancement of fire rescue services, emergency medical services, life safety code enforcement, and 911 operations to advance public safety. •Identify and adapt to public safety service models that support ever evolving changes in service delivery expectations and opportunities. •Continue implementation of progressive fire and injury prevention activities (i.e. Citizen’s Fire Academy, Risk Watch, Public Education Initiatives). •Explore, implement, and integrate technological innovations and advancements. OBJECTIVE FOUR: Plan for, design, and build updated police and fire headquarters facilities in a manner that is both fiscally responsible and meets the current and future needs of the community and our public safety employees. Initiatives: •Convert the vacant office building at 1925 Field Court to a new Police Headquarters. •Explore various funding mechanisms, public/private partnerships, and other revenue streams to offset buildout and ongoing operational costs for the Police Headquarters. •Develop a plan for renovation of the existing Public Safety Building to meet the needs of the Fire Department in the short term, and over the longer term. •Assess the impact the new police headquarters location will have on law enforcement operations, Police-Fire cooperation, community relations, and other metrics and plan for and implement appropriate strategies. The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Public Safety 1144 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Recreation and Community Well-Being12 Recreation and Community Well-Being OBJECTIVE ONE: Identify opportunities to enhance recreational programs and facilities to better serve the needs and interests of residents and to continue to attract new families to the community. Initiatives: •Identify opportunities to enhance existing offerings and develop new programs to meet the expressed needs and ever-changing interests of all community members. •Begin to develop a long-term plan for the enhancing, renovating, or replacing the Recreation Center. Consider scope, timing, and financial strategies. OBJECTIVE TWO: Offer community events and educational opportunities that address the diverse needs and interests of Lake Forest residents and increase the sense of community. Initiatives: •In addition to larger community events, support grass-roots initiatives for localized gatherings within subdivisions and neighborhoods to build community and strengthen neighbor to neighbor relationships. Promote a healthy and active community by providing diverse recreational opportunities, maintaining parks and open spaces, and supporting programs that enhance residents’ quality of life. 45 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Recreation and Community Well-Being 13 OBJECTIVE THREE: Encourage and promote community use of the City’s natural assets including neighborhood and community parks and preserved and protected natural areas. Initiatives: •Continue to maintain City parks and open spaces at a high level making them safe, comfortable, and inviting to residents. •Evaluate opportunities to improve pedestrian (both walkers and runners) and bicycle access to parks and open spaces. •Promote and celebrate the community’s unique natural assets, the beach, parks, prairies, and woodlands. •Provide information on regulations that apply to the use of parks, the beach, and preserved open spaces in order to enhance the experience for all residents. •Continue to promote programs including the award- winning Rethink Recycle Program, use of the City’s Compost & Recycling Center, curbside compost collection service, and the exploration of other environmentally friendly initiatives. •Provide public education opportunities with the goal of increasing awareness of the benefits of protecting and preserving the extraordinary natural environment in the City. OBJECTIVE FOUR: Create opportunities to partner with schools, the hospital, the Library, Gorton Center, religious institutions, and other not for profit groups to support the success and well-being of children, youth, seniors, and families. Initiatives: •Assure that the City organization, elected and appointed officials and City staff lead by example in accordance with the City’s Values – Trust, Respect, Integrity and Excellence. •Strive to create an environment of civility at public meetings by encouraging an openness to listening and understanding diverse points of view. •Continue to support, promote, and enhance the services and programs offered by CROYA to respond to current interests and needs of the community’s youth. •Continue to support, promote, and enhance the services and programs provided by Dickinson Hall to respond to current interests and needs of the community’s aging population. •Cultivate partnerships with School Districts 67 and 115, community groups and organizations to enhance opportunities for collaboration and building trust while promoting physical and emotional well-being for all residents. •Continue to hold events that provide opportunities for the Police Department, including the Department’s Social Worker, to interact in a positive way with community members with a focus on providing opportunities for interactions with youth and seniors. •Identify and promote resources that are available in the community through local and regional agencies that support physical and mental health awareness. 46 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Community’s Visual Character and Development14 Community’s Visual Character and Development OBJECTIVE ONE: Maintain the established development review processes and public input opportunities which have historically served the community well. Initiatives: •Respect the decisions of the various Boards and Commissions, recognizing that each has a specific purview and charge and recognizing the Council’s responsibility for taking a broader perspective. •Evaluate proposals wholistically: what is in the best interest of the entire community over the long term. •Continue to adhere to the review processes that have served the City well for decades. Enhance the aesthetic appeal of Lake Forest by balancing preservation of historic buildings, distinct streetscapes and landscapes with being open to opportunities and new ideas. OBJECTIVE TWO: Recognize, respect, and preserve significant buildings, landscapes, and distinct streetscapes carrying on the tradition of actively working to preserve the community’s unique character while at the same time, being open to development and redevelopment that introduces appropriate new ideas and opportunities. Initiatives: •Recognize and celebrate the historic and unique aspects of the community to raise awareness about and remind people of what makes the community special. •Consider development and redevelopment plans in a careful and deliberate manner as has traditionally occurred in the community. •Develop guiding parameters for “opportunity areas” that exist in the business districts to serve as a road map for developers who may have interest in Lake Forest and to set realistic expectations for all stakeholders. •Avoid following “trends of the day” without careful due diligence about unintended consequences and impacts, positive or negative, on the community’s character over the long term. 47 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Community’s Visual Character and Development 15 OBJECTIVE THREE: Support construction that is safe, durable, of high quality, and responsible. Initiatives: •Continually adopt updated National and State Life Safety and Building Codes. •Review and reduce local Building and Life Safety Codes, relying on the well-researched State and National Codes to provide clarity and consistency for contractors and design professionals and to further streamline review processes. •Evaluate new materials and methods that take advantage of new technology or are more environmentally responsible. •Support quality development that will stand the test of time. OBJECTIVE FOUR: Recognize the key role preserved open space, streetscapes, and well landscaped public spaces play in the community’s visual character. Initiatives: •Continue to partner with Lake Forest Open Lands as the appropriate long-term use of the limited remaining vacant land in the community is considered. •Consider appropriate lighting levels for different areas of the community to provide for comfort and safety while respecting the community’s character. 48 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Business and Economic Vitality16 Business and Economic Vitality OBJECTIVE ONE: Maintain a focus on the health and vibrancy of the Central Business District and the Waukegan Road/Settlers’ Square Business District. Initiatives: •Maintain and upgrade essential infrastructure as needed to provide safe, functional, and welcoming business districts. •Try out new ideas. Implement pilot projects that require minimal investment at the outset and observe community reaction, evaluate pros and cons. •Continue to offer events to draw people, both residents and visitors, into both business districts. •Welcome visitors by providing clear parking information through various means and provide adequate parking capacity in appropriate locations. •Actively work to support existing and new businesses through initial site selection, an efficient and responsive development/redevelopment process, on site problem solving (in particular to support adaptive reuse of historic buildings), and as may be appropriate, considering unique incentives for exemplary projects. Enhance the business community so that it remains economically viable, enticing to visit, and meets the needs of the community and visitors. 49 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Business and Economic Vitality 17 OBJECTIVE TWO: Support a mix of uses in the business districts including retail (everyday necessities and specialty retail), a variety of restaurants at various price point, service businesses, residential options, and community gathering spaces, small and larger. Initiatives: •Welcome both national brands and local businesses. •Promote shopping and eating locally. •Implement the recommendations in the Comprehensive Plan pertaining to both business districts: develop parameters for “opportunity areas” and consider amendments to zoning regulations if needed to support the parameters. OBJECTIVE THREE: Promote Conway Park locally, regionally and beyond as a premier office opportunity. Initiatives: •Engage with regional agencies to promote Conway Park. •Evaluate the need for re-establishing a shuttle service from the train stations to Conway Park as an amenity for employees in collaboration with the Conway Park Owners’ Association. (Prior service was discontinued during Covid.) 50 18 The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Community Engagement Community Engagement OBJECTIVE ONE: Increase the usefulness and accessibility of current communication channels, as highlighted in the Community-Wide Survey. Initiatives: •Utilize survey results on communication preferences to better understand demographic data and how best to focus on unreached groups. •Identify the top five sources used by residents and explore how to best leverage those channels to continue to increase information retention. •Reassess the lower utilized channels and work to better understand an appropriate reallocation of resources or reimagining of those tools. •Be a trusted messenger for community information. Proactively anticipate and address questions. Encourage active participation and communication between the City government and residents, fostering a sense of community and ensuring that voices are heard in the decision-making process. OBJECTIVE TWO: Enhance access to community engagement opportunities for residents in all stages of life. Initiatives: •Clearly inform community members about how they can interact with the City and provide easily accessible ways to be involved. •Organize regular meetings and forums to solicit feedback and foster dialogue between residents and City leadership. •Continue using pulse surveys to gather feedback from residents on specific projects or initiatives. •Increase use of intercept surveys as a tool to reach key stakeholder groups where they are at. 51 19The City of Lake Forest 2025-2030 Strategic Plan — Priority Area: Community Engagement OBJECTIVE THREE: Enhance sense of community by encouraging communication and collaboration between community partners (schools, non-profit organizations, institutions, businesses, etc.) Initiatives: •Facilitate events and opportunities to increase visibility for local businesses and organizations. •Share information about volunteer opportunities. •Foster strong relationships between the City and community organizations, businesses, and institutions. OBJECTIVE FOUR: Continue to optimize openness in City decisions, actions, and decision-making processes. Initiatives: •Increase awareness of the City’s transparency portal and access to City Council, Boards and Commissions activity and documentation. •Through existing technologies, improve the City’s transparency portal by providing a central location for publicly available information. •Improve the user experience for watching live-streamed City Council Meetings. •Utilize Agenda Management software to increase accessibility and synchronization between agenda management and recorded videos of City business. 1 DialogueSummer 2 0 2 4 C I T Y O F L A K E F O R E S T Q U A R T E R L Y N E W S L E T T E R Good things happen w h e n y o u open up The Dialogue. O N T H E C O V E R Lake Forest Day Parade 202 2 0 3 A C O N S TA N T I N A C H A N G I N G W O R L D Lake Forest Day 0 6 W H AT ’ S H A P P E N I N G Department Updates 52 Email cityhall@cityoflakeforest.com Phone (847) 234-2600Website cityoflakeforest.com @cityoflakeforestil @cityoflakeforestil Lake Forest Now App LakeForestLove.com EnjoyLakeForest 53