City Council Packet 2015 11-07-15 special meeting
AGENDA
SPECIAL CITY COUNCIL MEETING
CITY CONFERENCE ROOM
9:00 a.m.
Saturday, November 7, 2015
1. Call to Order
2. Roll Call
3. Establishment of Quorum
4. Citizen Comments
5. Business
a. Goal Setting Session
6. Adjournment
United City of Yorkville
800 Game Farm Road
Yorkville, Illinois 60560
Telephone: 630-553-4350
www.yorkville.il.us
Summary
Review of City Council goals from November 2014.
Background
The City Council met in November 2014 to set goals for the upcoming year. The City Council
decided on the goals by listing a variety of goals for the upcoming year, and then casting votes
for priority rankings. Each alderman was allowed to vote for their top ten goals, using a simple
10-point scale for their five priorities (i.e. top priority received 10 points, second priority
received 9 points, etc.). The list of goals is attached, ranked according to priority.
Goal 1: South Side Economic Development
Did we satisfy this goal? No
What should we do with this goal? Same Level of Priority
Priority points (out of 90): 73
The Retail Coach has continued its recruitment efforts for the south side of Yorkville. While no
tenants have been secured through the Retail Coach, the City was able to facilitate a development
agreement for a Dunkin Donuts and gas station. The Retail Coach’s contract ends in July, and
the City will need to discuss if it wants to renew for another year. The City also has recently
approved a contract with DLK, LLC for economic development. Most of their efforts will be
focused on expanding retail opportunities on the south side.
Goal 2: Revenue Growth (Industrial/Commercial incentives)
Did we satisfy this goal? No
What should we do with this goal? Same level of Priority
Priority points (out of 90): 72
Currently, the City has two TIF districts and sales tax rebates in order to promote economic
development. As per request by the City Council, Community Development is researching
additional options by exploring best practices and current policies of surrounding communities.
This goal should remain a high priority in FY 17, and should pivot toward implementation of
new policies by the end of the fiscal year.
Goal 3: Downtown Planning Development
Memorandum
To: City Council
From: Bart Olson, City Administrator; Nicole Kathman, Administrative
Intern
Date: October 30, 2015
Subject: Review of City Council Goals from November 2014
Did we satisfy this goal? No
What should we do with this goal? Same level of priority
Priority points (out of 90): 65
The City’s Comprehensive Plan is ongoing. As strategies for downtown redevelopment are
reviewed and finalized, the City can begin to implement them. We anticipate that the Comp Plan
will take a draft form by the end of the calendar year. It is anticipated that a comprehensive
downtown redevelopment effort will focus on instituting a property maintenance overlay district,
creating an architectural standards overlay district, completing a parking plan, studying property
acquisition and business outreach.Decorative streetlights will be installed this calendar year.
Goal 4: Countryside Infrastructure
Did we satisfy this goal? Yes
What should we do with this goal? Decrease priority
Priority points (out of 90): 44
Earlier this year, the City approved a bond sale to fund Countryside infrastructure and began the
design engineering for the watermain improvements. Maps for the improvements are attached to
this memo. There are some areas within the subdivision that have not yet been funded. We
anticipate trying to fund these areas should the City receive favorable bids on the larger portion.
Focus on this goal should be on public outreach and communication of the project timelines and
impacts.
Goal 5: Vehicle Replacement
Did we satisfy this goal? No
What should we do with this goal? Increase priority
Priority points (out of 90): 38
In the FY 16 budget, the City is replacing three squad cars, a six wheeler dump truck, a 1-ton
pickup truck with snowplow, and a new utility van. In FY 17, we will rollout a Capital
Equipment Replacement Fund (CERF). The CERF is used to track life expectancy for all City
equipment over a longer period than our normal 5-year budget. By tracking these costs over the
actual, known life expectancies for each vehicle, the City can better plan and fund vehicle
replacements.
Goal 6: Staffing
Did we satisfy this goal? No
What should we do with this goal? Same level of priority
Priority points (out of 90): 35
The City’s staff level is near the 2005 figures at 75 full-time employees, and down from the pre-
recession highs of around 100 employees. When the recession ended and the economy picked
back up, the City did not rehire vacant positions to offset the extra work. The specific goal
involved looking at ways to increase our staffing levels to meet service demands. However,
funding levels have not allowed the City to hire additional full-time staff in many departments,
as requested by the department heads. With the Use Tax disbursement currently being withheld
from the State, the hiring of two employees in the Parks department has been stalled. This goal
should remain a medium level priority.
The City’s organizational chart, complete with post-recession vacant positions is attached. We
have also attached a nice comparison of department staffing counts between Oswego, Yorkville
and Montgomery. Each department head will give the City Council a brief overview of their
highest priority future positions at the meeting. The recommendation for these positions will be
based on available funding and City Council goals.
Goal 7: Capital Infrastructure
Did we satisfy this goal? Yes
What should we do with this goal? Same level of priority
Priority points (out of 90): 31
The City has dramatically increased its capital program funding in the past few years. As we
continue to map out the City’s long-term needs (i.e. road study updates, water study), we will
revisit long-term funding strategies.
Goal 8: Automation and Technology
Did we satisfy this goal? Yes
What should we do with this goal? Same level of priority
Priority points (out of 90): 30
The City has started to utilize a new permit management and code enforcement system in order
to more efficiently document permit applications and issuances as well as code violations. The
new City website was launched on June 23, 2015 features a comprehensive citizen request
tracking system. It is currently being implemented and continues to be updated to feature new
forms of request that can be submitted. City staff is currently exploring new phone options
before sending out another phone system RFP in order to make it more specific to the City’s
current needs and desires. New copiers have been installed and training completed.
Each of the departments is studying or has authorized minor automation and operational
technologies since the last goal setting session. The best way to limit operational costs and
improve services is to invest in automation and technology. Staff recommends that this goal
remain a high priority for City Council.
Goal 9: Road Study (Update + Refresh)
Did we satisfy this goal? No
What should we do with this goal? Same level of priority
Priority points (out of 90): 24
City staff will be doing an update to the ranking scores provided in the original study, based on
projects that have been completed.
Goal 10: Municipal Facilities Master Plan Update
Did we satisfy this goal? No
What should we do with this goal? Increase priority
Priority points (out of 90): 22
No action was taken on this item in the past year. We do recommend the City Council begin to
look at long-term facility needs in FY 17 or FY 18, but after the long-term building studies are
completed in the next item.
Goal 11: Building Needs
Did we satisfy this goal? No
What should we do with this goal? Increase priority
Priority points (out of 90): 18
The City has no single employee that addresses short-term or long-term building maintenance.
We do not recommend hiring an employee to do building maintenance yet, but we do
recommend that the City fund a comprehensive facility needs study. This study would give us
an assessment of problems and maintenance needs in each building and set us up with a schedule
to conduct future maintenance. This would also give us a good base of information to decide
whether we want to continue to invest in our current facilities or whether we want to move to
new facilities. We propose studying City Hall, the Police Station, Public Works facility, Public
Works south facility, ARC Building, 131 E Hydraulic, 301 E Hydraulic, Old Jail, Library, etc.
For the Old Jail, we would study standard building maintenance and historical preservation
issues. For the Library, we would work with the Library Board to address their recent concerns.
Goal 12: Decrease Property Taxes
Did we satisfy this goal? Yes
What should we do with this goal? Same level of priority
Priority points (out of 90): 10
As part of the FY 15 budget approval, the City Council endorsed a plan that will continue to
modestly reduce City and library property taxes through FY 18. This plan will be reviewed and
re-endorsed as part of the FY 17 budget process.
Goal 13: Long-Term Debt Reduction
Did we satisfy this goal? No
What should we do with this goal? Decrease priority
Priority points (out of 90): 8
While the City Council continues to prefer pay-as-you-go funding for capital projects and funded
the water and sewer Road to Better Roads-related utility projects on a pay-as-you-go basis, the
City’s overall financial position did not allow us to pay for Countryside infrastructure without
issuing debt. Thus, the City’s long term debt figures marginally increased in the past year.
Goal 14: Employee Salary Survey
Did we satisfy this goal? No
What should we do with this goal? Decrease priority
Priority points (out of 90): 7
City staff will be researching formal compensation plans over the next several months. The goal
would be to get a recalibration of salary ranges for all job titles, and then to address whether
individual salaries will need to be changed. The Public Works contract ends in May 2017, and
both Police contracts end in 2020.
Goal 15: Comprehensive Plan Update
Did we satisfy this goal? Yes
What should we do with this goal? Same level of priority
Priority points (out of 90): 5
The Lakota Group was selected to lead the process for completing the Comprehensive Plan
Update. A comprehensive plan steering committee was created. In addition, the State of the City
Report was finalized in late August to outline existing conditions. Throughout the project, the
planning team has been proactive in receiving public input making this a collaborative process.
This goal should remain for FY 17, as the team has finished preliminary work and will be
starting the comprehensive plan. Completion of the plan is expected to occur in August 2016.
Goal 16.5: Park Development
Did we satisfy this goal? No
What should we do with this goal? Same level of priority
Priority points (out of 90): 2
The City completed major improvements to two parks in fiscal year 2015. Improvements to
Clark Park, which was partial funded by a grant from the Illinois Department of Natural
Resources, includes a new shelter and public sidewalk, paved off-street parking, a paved trail
head, benches and interpretative signage. Grande Reserve Park B was further enhanced by the
additions of a new castle themed playground, concrete hail, tetherball court, fabric shelter and a
sled hill. These improvements were initially funded by the City and then partially reimbursed
from the Developer. The OSLAD grants for Riverfront Park and Bristol Bay 65 were suspended
earlier this year. At this time the City is not moving forward with financial investments towards
the parks until the grants are reinstated.
Goal 16.5: Sell Assets (Jail and Caboose)
Did we satisfy this goal? No
What should we do with this goal? Same level of priority
Priority points (out of 90): 2
The City staff received a few private inquiries for both of these assets in FY 15, but no serious
offers were made. As time allows, the caboose could be featured as part of an RFP for sale as
either a reclamation project for enthusiasts or for scrap. We do not recommend any immediate
action on the Old Jail, as the development interest in downtown Yorkville is still relatively soft.
Goal 18.5: Sidewalk Plan Funding
Did we satisfy this goal? No
What should we do with this goal? Same level of priority
Priority points (out of 90): 1
In FY 15, the City changed its annual residential sidewalk improvement plan from piecemeal to
comprehensive. Instead of replacing a few squares in many different locations throughout town,
the City now replaces an entire stretch of sidewalk across multiple blocks each year. This
strategy is slightly more cost effective.
Goal 18.5: School Intergovernmental Agreement
Did we satisfy this goal? No
What should we do with this goal? Same level of priority
Priority points (out of 90): 1
The City approved an intergovernmental agreement draft in Fall 2014, and the School District
has reviewed it. The School District has rewritten the agreement and suggested some major
changes, and staff is reviewing it.
Recommendation
This is an informational item.
CI
T
I
Z
E
N
S
O
F
YO
R
V
I
L
L
E
Ci
t
y
C
l
e
r
k
:
Be
t
h
W
a
r
r
e
n
Ma
y
o
r
:
G
a
r
y
G
o
l
i
n
s
k
i
Al
d
e
r
m
e
n
W
a
r
d
1
:
C
a
r
l
o
C
o
l
o
s
i
m
o
a
n
d
K
e
n
K
o
c
h
Al
d
e
r
m
e
n
W
a
r
d
2
:
J
a
c
q
u
e
l
y
n
M
i
l
s
c
h
e
w
s
k
i
a
n
d
L
a
r
r
y
K
o
t
Al
d
e
r
m
e
n
W
a
r
d
3
:
C
h
r
i
s
F
u
n
k
h
o
u
s
e
r
a
n
d
J
o
e
l
F
r
i
e
d
e
r
s
Al
d
e
r
m
e
n
W
a
r
d
4
:
S
e
a
v
e
r
T
a
r
u
l
i
s
a
n
d
D
i
a
n
e
T
e
e
l
i
n
g
De
p
u
t
y
T
r
e
a
s
u
r
e
r
:
Ro
b
F
r
e
d
r
i
c
k
s
o
n
Deputy Clerk: Lisa Pickering
Ci
t
y
T
r
e
a
s
u
r
e
r
:
Va
c
a
n
t
Li
b
r
a
r
y
D
i
r
e
c
t
o
r
Mi
c
h
e
l
l
e
P
f
i
s
t
e
r
Li
b
r
a
r
y
B
o
a
r
d
Park Board
Ci
t
y
A
t
t
o
r
n
e
y
Ka
t
h
l
e
e
n
O
r
r
Ci
t
y
A
d
m
i
n
i
s
t
r
a
t
o
r
Ba
r
t
O
l
s
o
n
Po
l
i
c
e
C
h
i
e
f
Ri
c
h
H
a
r
t
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
Or
g
.
C
h
a
r
t
Li
b
r
a
r
y
Or
g
.
C
h
a
r
t
Co
m
m
u
n
i
t
y
De
v
e
l
o
p
m
e
n
t
De
p
a
r
t
m
e
n
t
Di
r
e
c
t
o
r
:
Kr
y
s
t
i
B
a
r
k
s
d
a
l
e
-
N
o
b
l
e
Pu
b
l
i
c
W
o
r
k
s
De
p
a
r
t
m
e
n
t
Di
r
e
c
t
o
r
:
Er
i
c
D
h
u
s
e
Fi
n
a
n
c
e
De
p
a
r
t
m
e
n
t
Di
r
e
c
t
o
r
:
Ro
b
F
r
e
d
r
i
c
k
s
o
n
Ad
m
i
n
i
s
t
r
a
t
i
o
n
De
p
a
r
t
m
e
n
t
Parks and Recreation Department Director: Tim Evans
HR
Di
v
i
s
i
o
n
Ad
m
i
n
.
Di
v
i
s
i
o
n
Parks Division
Wa
t
e
r
Di
v
i
s
i
o
n
St
r
e
e
t
s
Di
v
i
s
i
o
n
Se
w
e
r
Di
v
i
s
i
o
n
Co
m
m
u
n
i
t
y
Re
l
a
t
i
o
n
s
Di
v
i
s
i
o
n
IT
Di
v
i
s
i
o
n
Recreation Division
Pl
a
n
n
i
n
g
Di
v
i
s
i
o
n
Bu
i
l
d
i
n
g
Sa
f
e
t
y
Di
v
i
s
i
o
n
En
g
i
n
e
e
r
i
n
g
Di
v
i
s
i
o
n
Ad
m
i
n
i
s
t
r
a
t
i
o
n
De
p
a
r
t
m
e
n
t
As
s
i
s
t
a
n
t
C
i
t
y
A
d
m
i
n
i
s
t
r
a
t
o
r
:
Va
c
a
n
t
Fi
n
a
n
c
e
De
p
a
r
t
m
e
n
t
Fi
n
a
n
c
e
D
i
r
e
c
t
o
r
:
Ro
b
F
r
e
d
r
i
c
k
s
o
n
Hu
m
a
n
R
e
s
o
u
r
c
e
s
Di
v
i
s
i
o
n
Hu
m
a
n
R
e
s
o
u
r
c
e
s
M
a
n
a
g
e
r
:
Va
c
a
n
t
IT
Di
v
i
s
i
o
n
IT
S
p
e
c
i
a
l
i
s
t
Ou
t
s
o
u
r
c
e
d
Communication Relations Division Community Relations Officer:Vacant
Ad
m
i
n
i
s
t
r
a
t
i
o
n
Di
v
i
s
i
o
n
Se
n
i
o
r
Ut
i
l
i
t
y
At
i
Ex
e
c
u
t
i
v
e
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Ac
c
o
u
n
t
i
n
g
Cl
e
r
k
Ra
c
h
e
l
W
r
i
g
h
t
Ut
i
l
i
t
y
Bi
l
l
i
n
g
C
l
e
r
k
Ju
d
y
D
y
o
n
s
Acc
o
u
n
ti
ng
Cl
e
r
k
I
Am
y
S
i
m
m
o
n
s
Ex
e
c
u
t
i
v
e
As
s
i
s
t
a
n
t
Li
s
a
P
i
c
k
e
r
i
n
g
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Se
c
r
e
t
a
r
y
Bo
n
n
i
e
O
l
s
e
m
Ad
m
i
n
i
s
t
r
a
t
i
v
e
I
n
t
e
r
n
(
P
T
)
Ni
c
o
l
e
K
a
t
h
m
a
n
Ad
m
i
n
i
s
t
r
a
t
i
v
e
As
s
i
s
t
a
n
t
Va
c
a
n
t
Janitor OutsourcedReceptionist (PT)Vacant
Of
f
i
c
e
A
s
s
i
s
t
a
n
t
Di
a
n
e
L
o
n
g
Pu
b
l
i
c
W
o
r
k
s
De
p
a
r
t
m
e
n
t
Pu
b
l
i
c
W
o
r
k
s
D
i
r
e
c
t
o
r
:
Er
i
c
D
h
u
s
e
Se
w
e
r
Di
v
i
s
i
o
n
Fo
r
e
m
a
n
Di
d
B
h
Wa
t
e
r
Di
v
i
s
i
o
n
Fo
r
e
m
a
n
Th
K
Streets Division Foreman JhSl
Dav
id
Behre
n
s
Th
om
a
s
Kon
e
n
John Sleezer
Op
e
r
a
t
o
r
Br
e
t
t
B
e
h
r
e
n
s
Op
e
r
a
t
o
r
Th
o
m
a
s
So
e
l
k
e
Op
e
r
a
t
o
r
Va
c
a
n
t
Operator Albert Collins Jr.
Op
e
r
a
t
o
r
Du
r
k
e
n
He
n
n
e
Operator Vacant
Re
c
e
p
t
i
o
n
i
s
t
Va
c
a
n
t
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Da
v
e
B
r
o
w
n
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
Va
c
a
n
t
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
Va
c
a
n
t
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Jo
n
a
t
h
a
n
B
a
u
e
r
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Ke
v
i
n
L
a
w
r
e
n
t
z
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Pe
t
e
S
c
o
d
r
o
Ma
i
n
t
e
n
a
n
c
e
Worker II
Ma
t
t
h
e
w
S
e
n
g
Maintenance Worker II Vacant
Co
m
m
u
n
i
t
y
D
e
v
e
l
o
p
m
e
n
t
De
p
a
r
t
m
e
n
t
Di
r
e
c
t
o
r
:
Kr
y
s
t
i
B
a
r
k
s
d
a
l
e
-
N
o
b
l
e
Pl
a
n
n
i
n
g
Di
v
i
s
i
o
n
En
g
i
n
e
e
r
i
n
g
Di
v
i
s
i
o
n
Ou
t
s
o
u
r
c
e
d
Building Safety Division
GI
S
Co
o
r
d
i
n
a
t
o
r
Va
c
a
n
t
Pl
a
n
n
e
r
1
Ch
r
i
s
H
e
i
n
e
n
Pa
r
k
s
De
s
i
g
n
e
r
Va
c
a
n
t
Co
d
e
O
f
f
i
c
i
a
l
Pe
t
e
R
a
t
o
s
Building Permits Clerk Dee Weinert
Pa
r
k
s
a
n
d
R
e
c
r
e
a
t
i
o
n
De
p
a
r
t
m
e
n
t
Di
r
e
c
t
o
r
:
Ti
m
E
v
a
n
s
Pa
r
k
s
Di
v
i
s
i
o
n
Si
d
Re
c
r
e
a
t
i
o
n
Di
v
i
s
i
o
n
Si
d
Sup
e
r
int
e
n
den
t
Sc
o
t
t
S
l
e
e
z
e
r
Sup
e
r
intendent
Sh
a
y
R
e
m
u
s
Recreation Coordinator Tyler Nelson
Re
c
r
e
a
t
i
o
n
Co
o
r
d
i
n
a
t
o
r
St
e
v
e
R
e
d
m
o
n
Office Supervisor Barb Reisinger
Ch
i
l
d
D
e
v
e
l
o
p
m
e
n
t
Co
o
r
d
i
n
a
t
o
r
/
L
e
a
d
Rh
i
a
n
o
n
H
a
r
m
o
n
Fo
r
e
m
a
n
TJ
H
o
u
l
e
Receptionist VacantOffice Support Vacant
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Ad
a
m
H
e
r
n
a
n
d
e
z
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Ry
a
n
H
o
r
n
e
r
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Ja
m
i
e
J
a
c
k
s
o
n
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Bi
l
l
S
c
o
t
t
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Va
c
a
n
t
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
I
I
Va
c
a
n
t
Po
l
i
c
e
C
h
i
e
f
Ri
c
h
H
a
r
t
Ad
m
i
n
i
s
t
r
a
t
i
o
n
D
i
v
i
s
i
o
n
De
p
u
t
y
C
h
i
e
f
:
T
e
r
r
y
Kl
i
n
g
e
l
Op
e
r
a
t
i
o
n
s
D
i
v
i
s
i
o
n
De
p
u
t
y
C
h
i
e
f
L
a
r
r
y
H
i
l
t
Records Division Executive Assistant Nicole Decker
Li
e
u
t
e
n
a
n
t
Va
c
a
n
t
Sq
u
a
d
3
Se
r
g
e
a
n
t
Sq
u
a
d
2
Se
r
g
e
a
n
t
Sq
u
a
d
1
Se
r
g
e
a
n
t
Sq
u
a
d
4
Se
r
g
e
a
n
t
Office Supervisor Vacant
Se
r
g
e
a
n
t
Ra
y
Mi
k
o
l
a
s
e
k
Di
r
e
c
t
o
r
o
f
Su
p
p
o
r
t
Se
r
v
i
c
e
s
Va
c
a
n
t
Se
r
g
e
a
n
t
Se
r
g
e
a
n
t
Se
r
g
e
a
n
t
Se
r
g
e
a
n
t
De
t
e
c
t
i
v
e
J
o
h
n
Hu
n
t
e
r
Records Clerk Amber Rasmussen
De
t
e
c
t
i
v
e
M
i
t
c
h
e
l
l
4
Off
i
ce
rs
5 Off
i
ce
rs
5 Off
i
ce
rs
5
O
f
f
i
c
e
r
s
Records Clerk Kirsten Balog
Of
f
i
c
e
r
CP
A
T
Ca
r
l
y
e
Oc
e
s
5O
c
e
s
5O
c
e
s
5 Of
f
i
c
e
r
s
Records Clerk (PT)Sally DillonRecords Clerk (PT)Christie Konen
4
C
r
o
s
s
i
n
g
G
u
a
r
d
s
(P
T
)
5
O
f
f
i
c
e
s
(
P
T
)
(1
i
s
P
T
Of
f
i
c
e
r
/
E
v
i
d
e
n
c
e
Te
c
h
n
i
c
i
a
n
)
Of
f
i
c
e
r
Sc
h
o
o
l
Re
s
o
u
r
c
e
Jo
n
H
e
l
l
a
n
d
Of
f
i
c
e
r
Sc
h
o
o
l
2
C
o
m
m
u
n
i
t
y
Re
s
o
u
r
c
e
Of
f
i
c
e
r
s
(
P
T
)
Sc
h
o
o
l
Re
s
o
u
r
c
e
Va
c
a
n
t
Li
b
r
a
r
y
D
i
r
e
c
t
o
r
Mi
c
h
e
l
l
e
P
f
i
s
t
e
r
Li
b
r
a
r
y
B
o
a
r
d
Di
r
e
c
t
o
r
o
f
A
d
u
l
t
Se
r
v
i
c
e
s
Sh
e
l
l
e
y
A
u
g
u
s
t
i
n
e
Pr
o
g
r
a
m
m
i
n
g
an
d
P
u
b
l
i
c
Re
l
a
t
i
o
n
s
(P
T
)
Director of Technical Services Dixie Debord
Ci
r
c
u
l
a
t
i
o
n
Ma
n
a
g
e
r
Sh
a
r
y
l
I
w
a
n
s
k
i
Ad
m
i
n
i
s
t
r
a
t
i
v
e
As
s
i
s
t
a
n
t
(P
T
)
Di
r
e
c
t
o
r
o
f
Yo
u
t
h
S
e
r
v
i
c
e
s
Va
c
a
n
t
Bu
i
l
d
i
n
g
Ma
i
n
t
e
n
a
n
c
e
(P
T
)
Pa
g
e
s
(
P
T
)
Yo
u
t
h
S
e
r
v
i
c
e
s
As
s
i
s
t
a
n
t
s
(
P
T
)
Ad
u
l
t
S
e
r
v
i
c
e
s
Li
b
r
a
r
i
a
n
(
P
T
)
Ad
u
l
t
S
e
r
v
i
c
e
s
Ass
i
s
t
a
n
t
(PT
)
Ci
r
c
u
l
a
t
i
o
n
C
l
e
r
k
s
(P
T
)
Technical Services Assistant (PT)ComputerAssistant
()
Pa
g
e
s
(
P
T
)
Computer Assistant (PT)
Yo
r
k
v
i
l
l
e
Os
w
e
g
o
Mo
n
t
g
o
m
e
r
y
To
t
a
l
FT
Em
p
l
o
y
e
e
s
*
70
10
7
56
Ad
m
i
n
.
Ci
t
y
Ad
m
i
n
i
s
t
r
a
t
o
r
Vi
l
l
a
g
e
Ad
m
i
n
i
s
t
r
a
t
o
r
Vi
l
l
a
g
e
Administrator
As
s
i
s
t
a
n
t
Vi
l
l
a
g
e
Ad
m
i
n
i
s
t
r
a
t
o
r
/
H
R
Di
r
e
c
t
o
r
*H
R
Ma
n
a
g
e
r
in Finance Dept.
HR
Ge
n
e
r
a
l
i
s
t
Co
m
m
u
n
i
t
y
Re
l
a
t
i
o
n
s
Ma
n
a
g
e
r
Vi
s
i
t
o
r
’
s
Bu
r
e
a
u
As
s
i
s
t
a
n
t
/
Gr
a
n
t
Wr
i
t
e
r
Ex
e
c
u
t
i
v
e
As
s
i
s
t
a
n
t
/
D
e
p
u
t
y
Cl
e
r
k
Ex
e
c
u
t
i
v
e
As
s
i
s
t
a
n
t
Ex
e
c
u
t
i
v
e
Assistant
Vi
l
l
a
g
e
Cl
e
r
k
De
p
u
t
y
Vi
l
l
a
g
e
Cl
e
r
k
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Se
c
r
e
t
a
r
y
Of
f
i
c
e
As
s
i
s
t
a
n
t
To
t
a
l
:
4
To
t
a
l
:
8
To
t
a
l
:
2
Co
m
m
u
n
i
t
y
De
v
e
l
o
p
m
e
n
t
Co
m
m
u
n
i
t
y
De
v
e
l
o
p
m
e
n
t
Di
r
e
c
t
o
r
Co
m
m
u
n
i
t
y
De
v
e
l
o
p
m
e
n
t
Di
r
e
c
t
o
r
Co
m
m
u
n
i
t
y
Development Director
Pl
a
n
n
e
r
1
St
a
f
f
Pl
a
n
n
e
r
Se
n
i
o
r
Planner
GI
S
/
I
T
Co
o
r
d
i
n
a
t
o
r
Ch
i
e
f
In
f
r
a
s
t
r
u
c
t
u
r
e
In
s
p
e
c
t
o
r
Bu
i
l
d
i
n
g
an
d
Zo
n
i
n
g
Ma
n
a
g
e
r
Bu
i
l
d
i
n
g
Inspections Supervisor
Bu
i
l
d
i
n
g
Co
d
e
Of
f
i
c
i
a
l
Ch
i
e
f
Bu
i
l
d
i
n
g
In
s
p
e
c
t
o
r
Co
d
e
En
f
o
r
c
e
m
e
n
t
Officer
Co
m
b
i
n
a
t
i
o
n
Bu
i
l
d
i
n
g
In
s
p
e
c
t
o
r
Bu
i
l
d
i
n
g
In
s
p
e
c
t
o
r
Pl
u
m
b
i
n
g
In
s
p
e
c
t
o
r
Pe
r
m
i
t
Co
o
r
d
i
n
a
t
o
r
Ad
m
i
n
i
s
t
r
a
t
i
v
e
As
s
i
s
t
a
n
t
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Assistant
Re
c
e
p
t
i
o
n
i
s
t
/
B
u
i
l
d
i
n
g
Pe
r
m
i
t
Cl
e
r
k
Re
c
e
p
t
i
o
n
i
s
t
/
C
l
e
r
k
(B
u
i
l
d
i
n
g
&
Zo
n
i
n
g
)
To
t
a
l
:
4
To
t
a
l
:
12
To
t
a
l
:
5
Fi
n
a
n
c
e
Fi
n
a
n
c
e
Di
r
e
c
t
o
r
Fi
n
a
n
c
e
Di
r
e
c
t
o
r
Fi
n
a
n
c
e
Director
As
s
i
s
t
a
n
t
Fi
n
a
n
c
e
Di
r
e
c
t
o
r
Hu
m
a
n
Resources Manager
Se
n
i
o
r
Ac
c
o
u
n
t
i
n
g
Cl
e
r
k
St
a
f
f
Ac
c
o
u
n
t
a
n
t
Ac
c
o
u
n
t
i
n
g
Manager
Ac
c
o
u
n
t
i
n
g
Cl
e
r
k
Fi
n
a
n
c
e
As
s
i
s
t
a
n
t
/
A
c
c
o
u
n
t
s
Pa
y
a
b
l
e
Ac
c
o
u
n
t
s
Payable Clerk
Ut
i
l
i
t
y
Bi
l
l
i
n
g
Cl
e
r
k
Ut
i
l
i
t
y
Bi
l
l
i
n
g
Co
o
r
d
i
n
a
t
o
r
2 Wa
t
e
r
Billing Clerks
Ad
m
i
n
i
s
t
r
a
t
i
v
e
As
s
i
s
t
a
n
t
To
t
a
l
:
4
To
t
a
l
:
6
To
t
a
l
:
6
Po
l
i
c
e
Ch
i
e
f
of
Po
l
i
c
e
Ch
i
e
f
of
Po
l
i
c
e
Ch
i
e
f
of
Police
2 De
p
u
t
y
Ch
i
e
f
s
2 De
p
u
t
y
Ch
i
e
f
s
De
p
u
t
y
Chief of Police
Ex
e
c
u
t
i
v
e
As
s
i
s
t
a
n
t
Ex
e
c
u
t
i
v
e
As
s
i
s
t
a
n
t
Ma
n
a
g
e
m
e
n
t
Analyst
Ac
c
r
e
d
i
t
a
t
i
o
n
Ma
n
a
g
e
r
Ad
m
i
n
i
s
t
r
a
t
i
v
e
As
s
i
s
t
a
n
t
Co
m
m
a
n
d
e
r
5 Se
r
g
e
a
n
t
s
6 Se
r
g
e
a
n
t
s
+ 1 De
t
e
c
t
i
v
e
Se
r
g
e
a
n
t
+
1 Sp
e
c
i
a
l
As
s
i
g
n
m
e
n
t
s
Se
r
g
e
a
n
t
5 Se
r
g
e
a
n
t
s
+ 1 Sergeant Investigations
2 De
t
e
c
t
i
v
e
s
36
Of
f
i
c
e
r
s
(I
n
c
l
u
d
e
s
De
t
e
c
t
i
v
e
s
)
Po
l
i
c
e
Officer‐ Investigations
19
Po
l
i
c
e
Of
f
i
c
e
r
s
16
Po
l
i
c
e
Officers
Re
c
o
r
d
s
Su
p
e
r
v
i
s
o
r
2 Re
c
o
r
d
s
Cl
e
r
k
s
6 Re
c
o
r
d
s
Cl
e
r
k
s
2 Re
c
o
r
d
s
Clerks
To
t
a
l
:
31
To
t
a
l
:
58
To
t
a
l
:
28
Pu
b
l
i
c
Wo
r
k
s
Pu
b
l
i
c
Wo
r
k
s
Di
r
e
c
t
o
r
Pu
b
l
i
c
Wo
r
k
s
Di
r
e
c
t
o
r
/
V
i
l
l
a
g
e
En
g
i
n
e
e
r
Pu
b
l
i
c
Works Director
Ad
m
i
n
i
s
t
r
a
t
i
v
e
As
s
i
s
t
a
n
t
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Assistant
As
s
i
s
t
a
n
t
Pu
b
l
i
c
Wo
r
k
s
Di
r
e
c
t
o
r
Ut
i
l
i
t
y
Se
r
v
i
c
e
s
Di
r
e
c
t
o
r
St
r
e
e
t
Op
e
r
a
t
i
o
n
s
Su
p
e
r
i
n
t
e
n
d
e
n
t
Gr
o
u
n
d
s
Se
r
v
i
c
e
s
Su
p
e
r
v
i
s
o
r
Fi
e
l
d
Op
e
r
a
t
i
o
n
s
Su
p
e
r
v
i
s
o
r
Wa
t
e
r
Fo
r
e
m
a
n
an
d
Se
w
e
r
Fo
r
e
m
a
n
Fa
c
i
l
i
t
y
Se
r
v
i
c
e
s
Su
p
e
r
v
i
s
o
r
Ut
i
l
i
t
i
e
s
Supervisor
St
r
e
e
t
s
Fo
r
e
m
a
n
St
r
e
e
t
s
Supervisor
2 Op
e
r
a
t
o
r
s
‐
St
r
e
e
t
s
Op
e
r
a
t
o
r
‐
Wa
t
e
r
2 Wa
t
e
r
Treatment Plant Operators
Op
e
r
a
t
o
r
‐
Se
w
e
r
6 Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
s
II
(2
St
r
e
e
t
s
,
1
Se
w
e
r
,
3 Wa
t
e
r
)
12
Te
c
h
n
i
c
i
a
n
s
(4
Op
e
r
a
t
i
o
n
s
,
4
Gr
o
u
n
d
s
,
4 Ut
i
l
i
t
y
)
3 Ma
i
n
t
e
n
a
n
c
e
Worker I and 3
Ma
i
n
t
e
n
a
n
c
e
Worker II(between all
di
v
i
s
i
o
n
s
)
Sh
o
p
Op
e
r
a
t
i
o
n
s
Su
p
e
r
i
n
t
e
n
d
e
n
t
Fl
e
e
t
Me
c
h
a
n
i
c
(P
W
Te
c
h
n
i
c
i
a
n
II
)
Fl
e
e
t
Me
c
h
a
n
i
c
Ar
b
o
r
i
s
t
Bu
i
l
d
i
n
g
Maintenance Technician
To
t
a
l
:
15
To
t
a
l
:
22
To
t
a
l
:
15
Ec
o
n
o
m
i
c
De
v
e
l
o
p
m
e
n
t
Ec
o
n
o
m
i
c
De
v
e
l
o
p
m
e
n
t
Di
r
e
c
t
o
r
To
t
a
l
:
0
To
t
a
l
:
1
To
t
a
l
:
0
Pa
r
k
s
an
d
Re
c
r
e
a
t
i
o
n
Pa
r
k
s
& Re
c
r
e
a
t
i
o
n
Di
r
e
c
t
o
r
Su
p
e
r
i
n
t
e
n
d
e
n
t
of
Pa
r
k
s
Su
p
e
r
i
n
t
e
n
d
e
n
t
of
Re
c
r
e
a
t
i
o
n
Of
f
i
c
e
Su
p
e
r
v
i
s
o
r
Pa
r
k
s
Fo
r
e
m
a
n
2 Re
c
r
e
a
t
i
o
n
Co
o
r
d
i
n
a
t
o
r
s
Ch
i
l
d
De
v
e
l
o
p
m
e
n
t
Co
o
r
d
i
n
a
t
o
r
/
L
e
a
d
4 Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
s
II
To
t
a
l
:
12
To
t
a
l
:
0
To
t
a
l
:
0
*E
x
c
l
u
d
e
s
Li
b
r
a
r
y
Em
p
l
o
y
e
e
s
¬«47
N Bridge St
Hillcrest
Ave
Independence Blvd
Prairie Ln
D
i
c
k
s
o
n
C
t
A n d e r s o n C t
N Conover Ct
S Conover Ct
Kennedy Rd
Po
w
ers
C
t
Blackberry Shore Ln
John St
W
B
l
a
c
k
b
e
r
r
y
L
n
Nade
n Ct
E
B
l
a
c
k
b
e
r
r
y
L
n
Mulhern
Ct
Strawberry Ln
Game Farm Rd
E Countryside Pkwy
W
C
o
u
n
t
r
y
s
i
d
e
P
k
w
y
E Veterans Pkwy
Hickory Ln
Cannonball Trl
W
Veterans
Pkwy
W
K
e
n
d
a
l
l
D
r
E Kendall Dr
P a l m e r C t Center Pkwy
Marketview Dr
B l a c k b e r r y C t
Menard DrCarpenter St
tu34
United City of Yorkville Countryside Roadway Improvements4 March 20154000400800200Feet H:\GIS\Public\Yorkville\2014\YO1440\YO1440_Roadway-Lndscp.mxdLegendStreets To Be Addressed In RTBR_Program Streets Included In $5.6 Million Budget CountrysideEXHIBIT 5.2
¬«47
N Bridge St
Independence Blvd
Prairie Ln
D
i
c
k
s
o
n
C
t
A n d e r s o n C t
N Conover Ct
S Conover Ct
Kennedy Rd
P
o
w
e
r
s
C
t
Edward Ln
Naden Ct
E
B
l
a
c
k
b
e
r
r
y
L
n
Mulhern
Ct
Strawberry Ln
Blackberry Shore Ln
W
B
l
a
c
k
b
e
r
r
y
L
n
John St
Game Farm Rd
E Countryside Pkwy
W
Countryside
Pkwy
Hickory Ln
H
i
l
l
crest
Ave
E Veterans Pkwy
W Veterans Pkwy
Cannonball Trl
E Kendall Dr P al m e r C t C e n t e r P k w y
W K e n d a ll D r
Marketview Dr
B l a c k b e r r y C t
Menard DrCarpenter St
tu34
6
"
6 "
12"
6"
6"
8"
6
"
6"
6 "
6"
6 "
8"
6
"
6"
10"
6
"
6
"
6"
6"
6"
6 "
6"
1
2
"
6 "
6 "
6 "
6
"
6"
6
"
8"
6"
8"
6"
12"
1
2
"
1 2"
8"
8"
1 2 "
6
"
1 2"
6 "4 "
8"
3"6 "
8
"
6
"
12"
1.5
6"
6"6"
8 "
6"
6"
8
"
12"
8"
8 "
8 "
16"
8 "
6"
8"
1
2
"
8"
6"
8
"
8 "
6"
8"
8
"
12"
8"
8"
8"
8
"
2 "
6"
6
"
12"
8"
8"
1.5"
1 6 "
6
"
1.5"
1.5"
6
"
6
"
1.5"
1.5"
1.5"
8"
8"
1 2 "
12"
8"
8"
6"6 "
1 2 "
8
"
8
"
8 "
12"
8"
8"
8 "
6
"
8"
1 2 "
12"
8"
6
"
1 .5 "
1
"
10"8"
12"
2"
6"
6
"
8"
8"
8 "
10"
12"
10"
16"
10"8"
8"
6
"
12"
8"
8"
1 2 "
8
"
4 4000400800200 Feet H:\GIS\Public\Yorkville\2014\YO1440\yo1440_WM_Breaks-Lndscp.mxdLegendWater Main Breaks Unknown Year 2014 Existing Water Main Planned Water Main Rehabilitation Countryside Water MainCountryside Water Main Facts * 20,400' of main (3.9 miles) * 52 breaks since 1996 * 90 breaks per 100 miles of main annually * 25 to 27 breaks per 100 miles of main annually (national average per AWWA)* Water Main breaks shown from 1996 to currentEXHIBIT 5.1 United City of Yorkville Countryside Water Main March 2015