On the agenda: Riverside meeting — Colocation (Sep 3)

MEETING AND PUBLIC COMMENT PROCEDURES: The Board of Trustees will meet in person. Any
individual with a disability requiring a reasonable accommodation in order to participate in the
meeting should contact Village Clerk Emily Stenzel at least 48 hours in advance of the meeting at
(708) 447-2700 ext. 254. Public comments are welcome on any topic related to the business of
the Public Body at Regular and Special Meetings during the portion of the meeting devoted to a
particular agenda item, or during the period designated for public comment for non-agenda items.
Individuals who wish to comment must be recognized by the Village President and then speak at
the podium, beginning by identifying themselves.

VILLAGE OF RIVERSIDE
BOARD OF TRUSTEES COMMITTEE OF THE WHOLE SPECIAL MEETING
Thursday, September 3, 2026
Quincy Street Community Center, 43 East Quincy Street, Riverside, IL 60546
4:30 p.m.
Agenda

I.

Call to Order

II.

Roll Call

III.

Department of Administration

IV.

Department of Public Works

V.

Department of Finance

A. Discussion Regarding Use of Lobbyist for Village Initiatives
B. Discussion Regarding Use of Communication Professionals

A. Discussion Regarding Big Ball Park Underground Storage and Little League
Additional Ball Field
B. Discussion Regarding Harris Road Resurfacing

A. Discussion of Fiscal Year 2027 Budget Considerations
B. Review and Consideration of Fiscal Year 2027 Draft Goals and Performance
Measures

1

VI.

Department of Community Development

VII.

Public Comment

VIII.

Adjournment

A. Discussion Regarding Non-Commercial Outdoor Seating

2

Agenda Item

AGENDA ITEM SUMMARY

Discussion Regarding Lobbyist Use in Comparable Communities

Meeting Date:

September 3, 2026

Submitted By:

Jessica Frances, Village Manager

Department:

Administration

☐ Ordinance
☐ Resolution
☐ Bid Authorization/Award
☐ Information
☒ Other

Discussion

VILLAGE BOARD STRATEGIC GOAL
• Enhance Recreation Opportunities and Community Well-Being
EXECUTIVE SUMMARY
At the Committee of the Whole meeting on April 16, 2026, the Village Board directed staff to research which communities
are utilizing lobbyists and requested that staff compile the following:
•
•
•

Costs of retaining a lobbyist,
Services provided by lobbyists, and
Firms or consultants used by municipalities.

This direction was provided following the Board’s discussion indicating the potential interest in using a lobbyist to assist
advocacy efforts focused on lowering the speed limit on First Avenue and establishing a designated school zone for Riverside
Brookfield High School (RBHS).
Staff have attached their survey results related to lobbying services. The services that were provided to the communities
surveyed were the following:
•
•
•
•
•
•

Advocacy for legislative changes (e.g., speed limit reductions, school zones, tollway issues),
Securing grant funding and letters of support,
Coordinating meetings with legislators and agencies (e.g., Illinois Department of Transportation, EPA),
Developing strategies for legislative and funding priorities,
Assisting with capital funding requests and infrastructure projects and
Reporting back to the Village Board on all of the matters listed above based on their scope of services with the
Village/City.

Staff also reached out to District 96 and 208 to inquire about sharing the costs associated with a lobbyist, however, they
informed me that they are unable to hire a lobbyist or work with a lobbyist because that Illinois State Board of Education
restricts them from using public funds for lobbying legislators.

Riverside resident, Mike Zalewski, became aware of the Village’s interest in securing lobbyist support and subsequently
reached out to offer his assistance as a resource to the community. He recognizes that the Village adheres to a formal
procurement process for professional services and is attending the Committee of the Whole meeting to address any
questions and to provide information regarding the work undertaken in LaGrange Park to reduce the speed limit on
LaGrange Road.

ACTION PROPOSED
Action Requested:

☐ Approval

☒ Discussion

This item is for discussion only and feedback.

ATTACHMENTS
•

Lobbyist Survey 2026

2

☐ Information

Community Lobbyist Survey

Community
Riverside

Bartlett
Berkeley
Brookfield
Elmhurst
Evanston
Glencoe
Highland Park

Do you use a lobbyist, if so,
who?
No lobbyist, currently evaluating
for FY 2027

Tom Cullen, Cullen Inc.
No lobbyist
No lobbyist
No lobbyist
Drexwood Partners
No lobbyist, currently evaluating
for FY 2027
No lobbyist

Hinsdale

John D'Alessandro

Hoffman Estates
LaGrange

Dan Shoman
No lobbyist.

LaGrange Park

Mike Zalewski

Costs

What area does the lobbyist focus on behalf of the Village?

$24,000 discontinued School District issue and assisted with obtaining letters of support
used in 2024.
for grant applications.

$60,000

$5,500 per month,
$66,000 per year
$5,000 per month,
$60,000 per year

$36,000 per year

Largely focuses on tollway, but in other legislative matters/issues as
the arise during legislative cycles.
TIF extension, quick take legislation, advocating for capital funding
Our priority needs (state only), including but not limited to:
Safety improvements for La Grange Road, including speed limit
reduction efforts and coordination of meetings with Illinois
Department of Transportation.
Coordinating lead service line replacement funding support efforts
with other communities and communicating with legislators and
the Illinois Environmental Protection Agency.
Funding support for the Village’s large sewer separation project
(Central Area Sewer Separation Project – CASS).
Assistance with securing other state grant funds.
Obtaining letters of support for grant applications.
Developing strategies for addressing legislative and funding
priorities and IDOT issues.
Coordinating meetings with legislators and attending an annual
visit to Springfield.
Communicating Village concerns and capital funding requests.
Report to the Village Board every two weeks.

Lombard
Western Springs

Scott Marquardt
Previously used Dan Shoman for
a few issues

Initially paid $48,000
annually, but later
decreased services for a
cost of $24,000
annually. Discontinued
use of lobbyist in 2017.

Agenda Item

AGENDA ITEM SUMMARY

Discussion Regarding Use of Communication Professionals

Meeting Date:

September 3, 2026

Submitted By:

Emily Stenzel, Special Asst. to
Administration and Finance
Administration

Department:

☐ Ordinance
☐ Resolution
☐ Bid Authorization/Award
☐ Information
☒ Other

Discussion

EXECUTIVE SUMMARY
Per the direction of the Board, Village staff researched the value of utilizing a communication professional for community
engagement to assist in the April 2027 Public Safety Facility Referendum question.
Staff reached out to other communities as well as received information from Williams Architects and the firms that they
have worked with to gather names of organizations to begin research:
Beyond Your Base
Beyond Your Base assists staff with pre-referendum planning with their services including a number of different support
methods such as but not limited to Stakeholder Engagement, Social Media Content, Public Opinion Research, and Direct
Mail.
Nearby referendum projects have been for Downers Grove School District 58, Naperville Park District, and Skokie Park
District. Skokie Park District’s agreement signed in 2026 totaled $64,000 plus travel expenses for $53 million for major park
and facility developments. Naperville Park District’s agreement signed in 2025 was $67,000 for their $100 + million for a
new Recreation Center.
Samuels Group
Samuels Group offers the following services:
•
Interviewing key stakeholders to establish project goals and facilitate committees
•
Conducting a funding analysis and review
•
Creating preliminary estimates, schedules and a strategic plan
•
Working with architect to create visuals and fly-through demonstrations to help voters envision their new facility
•
Assisting with fundraising (as needed)
•
Ensuring that referendum questions are clearly stated and understood by voters

Staff did not find any Illinois government projects in their portfolio. Staff attempted to find comparable projects, but they
had mainly larger scale correctional facilities, one rural EMS station, and one small fire station that Samuels Group
supported through project planning rather than referendum support.
Mueller Communications
Mueller Communications offers the following services:
•
Options Assessment: partnering with community leaders to analyze service needs, evaluate funding scenarios, and
identify possible referendum solutions.
•
Community Survey: guiding outreach to residents through surveys to gauge support and shape referendum decisions.
•
Public Education Campaign: creating and distributing toolkits—including print, digital, direct mail, and targeted social
media—to explain why the referendum matters and what a “yes” or “no” vote means.
Mueller Communications has largely worked in Wisconsin for their referendum work. Their work has included multiple
public safety referenda for staffing, equipment, and EMS staffing. Some of the communities are City of Eau Claire, City of
South Milwaukee, and Village of Caledonia - although none of these were for a facility. Two of these three communities
have had successful referenda while the third is for an upcoming an election.
EO Sullivan
EO Sullivan Consulting is more focused on lobbying strategies such as key-influencer engagement than on different
communications such as social media or mailers.
Wheaton-Warrenville Community Unit School District 200 (CUSD 200) hired EO Sullivan and Cor Strategies to try to pass
their $151.5 million referendum. Sullivan was paid $72,500 by CUSD 200 for their services. This referendum was successful.
Metro Strategies
Metro Strategies offers the following outreach, engagement, and communications support:
•
•
•
•
•
•

Public Engagement
Stakeholder Coordination & Engagement
Infrastructure Communications
Graphic Design & Visual Support
Community Surveys
Interviews & Focus Groups

The Village of Brookfield is utilizing Metro Strategies for a not to exceed amount of $28,000, this is for their
upcoming November Limiting Rate Increase Referendum. This referendum is for their Roadway Program to ensure
funding in future infrastructure and maintenance. Their referendum question is as follows:
Shall the limiting rate under the Property Tax Extension Limitation Law for the Village of Brookfield, Cook County,

2

Illinois, be increased by an additional amount equal to .3711% above the limiting rate for municipal purposes for
the levy year 2024 and be equal to 2.2764% of the equalized assessed value of the taxable property therein for
levy year 2026?

ACTION PROPOSED
Action Requested:

☐ Approval

☒ Discussion

This item is for discussion only and feedback.

ATTACHMENTS
None

3

☐ Information

Agenda Item

AGENDA ITEM SUMMARY

STORMWATER IMPROVEMENT #4: BIG BALL PARK STORAGE VAULT ALTERNATIVE

Meeting Date:

September 3, 2026

Submitted By:

Dan Tabb, Director

Department:

Public Works

☐ Ordinance
☐ Resolution
☐ Bid Authorization/Award
☐ Information
☒ Other

Discussion

EXECUTIVE SUMMARY
The Village's 2014 Comprehensive Sewer Study identified a project to improve the Village's stormwater system
by separating stormwater and sanitary sewer flows in the Longcommon Road area. The project would disconnect
an existing relief sewer from the main combined sewer and provide a new outlet to the Des Plaines River. This
would reduce the amount of stormwater entering the regional TARP tunnel during major storms. Because the
existing relief sewer helps protect the area from high water levels, the project also requires underground storage
to temporarily hold stormwater during larger rain events.
Original Storage Vault Location
The original plan calls for a large underground storage vault beneath approximately 1.3 acres of parkland near
Downing Road, Evelyn Road, and Longcommon Road. The vault would hold approximately 6.5 acre-feet of water,
which is the amount the study determined is needed to maintain current water levels during a 10-year storm.
The primary concern with this location is its impact on the Village's landscaping and mature trees. The site also
provides little additional storage beyond what is required for this project, limiting its ability to support future
sewer improvements.
Big Ball Park Alternative
The engineer reviewed Big Ball Park as an alternative location for the underground storage vault. The park is
approximately 2.87 acres, providing substantially more space than the original site. Using the same general design,
the park could potentially accommodate approximately 14.3 acre-feet of storage—more than twice the amount
required for Improvement #4. The additional capacity could be used for future sewer separation projects and
provide additional protection during storms larger than the 10-year design storm. Using the park would also
provide a larger, open construction area and reduce the potential impact to the Village's trees and landscaping.

Potential Park Improvements
Following construction, Big Ball Park would be regraded and restored. The project could include improved
drainage, new grass, and the opportunity to construct new or improved baseball fields, including upgraded
infields, backstops, and dugouts.
Potential Funding Benefit
The additional storage capacity could also make the project a stronger candidate for partnership funding from the
Metropolitan Water Reclamation District (MWRD). The larger vault could provide stormwater storage benefits
beyond the immediate project area and potentially benefit a larger portion of the East Combined watershed.
Next Steps
The Big Ball Park location has not yet been determined to be feasible. Before selecting a location, the engineer
recommends completing additional surveying, soil and groundwater testing, utility investigations, and hydraulic
modeling. A revised conceptual cost estimate would also be prepared for the Big Ball Park alternative.
Board Direction
Staff is seeking Board direction on whether Big Ball Park should be considered as a potential site for underground
stormwater storage as part of the planned Longcommon Sewer Separation Project.

2

ACTION PROPOSED
Action Requested:

☐ Approval

☒ Discussion

ATTACHMENTS
•

Engineering Memorandum

3

☐ Information

MEMORANDUM

DATE:

August 11, 2026

TO:

Dan Tabb, Director of Public Works

FROM:

Orion Galey, PE

SUBJECT: Stormwater Study - Improvement #4 (Longcommon Sewer Separation and
Storage Vault) — Big Ball Park as an Alternate Storage Vault Location
As requested, I have re-reviewed Improvement #4 of the Riverside Comprehensive Sewer
Study (February 2014) and the potential alternative of utilizing Big Ball Park. The previously
proposed project Improvement #4 disconnects the 42-inch combined relief sewer from the
66-inch Longcommon trunk sewer on Downing Drive between Longcommon and Evelyn,
blocks the trunk sewer's connection to the TARP tunnel, and constructs a new outlet to the
Des Plaines River. The disconnection creates a 133-acre area served by separate storm and
sanitary sewers and, for the 10-year event, removes roughly 130 cfs of flow from the TARP
tunnel. Because the relief sewer currently protects the East Combined watershed from higher
water levels, the study pairs the disconnection with an underground storage vault.
The vault occupies the 1.3-acre parkway bounded by Downing Road, Evelyn Road,
and Longcommon Road and provides approximately 6.5 acre-feet of storage, which the
modeling identifies as the volume required to maintain existing 10-year water levels in the
East Combined system. The study itself flags the site's principal constraint: the parkway
carries protected landscaping that is an important part of the Village's Olmsted character, and
mature trees around the perimeter may be affected. The site is also sized to little more than
the minimum required volume, which leaves no reserve for the separation work contemplated
in Improvements #5 and #6.
Big Ball Park as an Alternate Vault Site
Big Ball Park has a footprint of approximately 125,000 square feet, or approximately 2.87
acres — about 2.2 times the area of the parkway site. Carrying the same effective storage
depth implied by the conceptual design (roughly 5 feet over the 1.3-acre parkway), a vault of
the same section beneath Big Ball Park would yield on the order of 14.3 acre-feet. That is an
increase of about 7.8 acre-feet, or roughly 121 percent, above the 6.5 acre-feet Improvement
#4 requires, and it can be adjusted up or down by varying vault depth rather than by
expanding into constrained right-of-way.
The surplus volume is the substantive difference. Improvement #4 as scoped consumes
essentially all of the storage it builds, whereas a Big Ball Park vault would bank reserve
capacity for the additional separation the study anticipates — the 47-acre Nuttall separation
area in Improvement #5 and the rear-yard connections in Improvement #6 — and would leave
headroom for events larger than the 10-year design storm. The park also presents practical
construction advantages: an open, unobstructed work area with room for staging, little

CHRISTOPHER B. BURKE ENGINEERING, LTD.

9575 W Higgins Road, Suite 600 Rosemont, Illinois 60018-4920 Tel (847) 823-0500 Fax (847) 823-0520

MEMORANDUM

impact to the protected parkway trees, and no extended excavation within the Downing,
Evelyn, and Longcommon intersection.
Positioning the Project for MWRD Partnership Funding
The added capacity also changes how the project can be presented to the Metropolitan Water
Reclamation District. Our understanding of the District's stormwater partnership program is
that it favors projects delivering regional flood-damage reduction, a defensible benefit-cost
ratio, and a local sponsor that can furnish the project site, easements, and long-term
maintenance. A vault sized only to offset the Village's own relief-sewer disconnection is
difficult to characterize as regional; a vault providing more than twice the required volume can
dedicate the surplus to regional storage serving the broader East Combined watershed, which
is a materially stronger position for a cost-share request.
Restoration of the Park and New Baseball Fields
An underground vault at Big Ball Park is compatible with continued park use, and the
restoration required after construction is an opportunity rather than a cost to be absorbed.
The site would be regraded to a uniform, positively drained surface over the vault roof, with
new subgrade, underdrains tied to the separated storm system, and new turf. That work
makes it practical to lay out and construct new baseball fields on completion, with regraded
infields, proper drainage, and modern backstops and player facilities.
Recommended Next Steps
Before the Village commits to either site, we suggest confirming feasibility at Big Ball Park
through topographic survey, geotechnical borings and groundwater observation, and a check
of existing utilities across the park. The model must be re-run to size the connecting sewer,
confirm the inflow and controlled-release rates, and verify that existing 10-year water levels
are still maintained. We would then revise the conceptual cost estimate for the Big Ball Park
location.

CHRISTOPHER B. BURKE ENGINEERING, LTD.

9575 W Higgins Road, Suite 600 Rosemont, Illinois 60018-4920 Tel (847) 823-0500 Fax (847) 823-0520

Agenda Item

AGENDA ITEM SUMMARY

Committee Of The Whole – Little League Additional Ball Field

☐ Ordinance

Meeting Date:

September 3, 2026

Submitted By:

Ron Malchiodi, Director

Department:

Parks & Recreation

☐ Resolution
☐ Bid Authorization/Award
☒ Information
☐ Other

VILLAGE BOARD STRATEGIC GOAL
• Enhance Recreation Opportunities and Community Well-Being.
• Strengthen Intergovernmental Collaboration and Regional Partnerships.
PREVIOUS BOARD/COMMISSION ACTIVITY
The Parks & Recreation Department created a Field Maintenance Agreement with Riverside Little League in 2014
to work collaboratively and provide a higher level of service to the community. A second field existed at Big Ball
Park at one time, and it has been reported that it was removed after the tragedy at Harrington Park that occurred
in 1990. The Parks & Recreation Department has created an area of Harrington Park for the Little League T-Ball
program since the Hauser/Central construction project that eliminated their field. Riverside Little League
attended the 4/27/26 Parks & Recreation Board meeting to present a request to construct an additional field in
Riverside.
EXECUTIVE SUMMARY
Riverside Little League presented and requested an additional ball field be constructed at Big Ball Park due to field
time constraints and increased registration. Preliminary discussions were held regarding the funding of the
project, which would come primarily from Little League. Safety concerns, preserving green space, and the costs
of maintaining the field in perpetuity are all considerations, as well as providing more field space for the
community.

ACTION PROPOSED
Action Requested:

☐ Approval

☒ Discussion

☐ Information

ATTACHMENTS
•

Map of proposed field at Big Ball Park

2

Agenda Item

AGENDA ITEM SUMMARY

HARRIS ROAD CONDITION ASSESSMENT AND IMPROVEMENT CONSIDERATION

Meeting Date:

September 3, 2026

Submitted By:

Dan Tabb, Director

Department:

Public Works

☐ Ordinance
☐ Resolution
☐ Bid Authorization/Award
☐ Information
☒ Other

Discussion

EXECUTIVE SUMMARY
The Village has received periodic concerns from the resident at 385 Harris Road regarding the condition of the
roadway and adjacent parkland. The most recent concern was received in early fall of 2025. Prior to that, the
resident had contacted the Village regarding Harris Road during the tenure of the former Public Works Director,
which would have been prior to October 2020.
Harris Road is a short, dead-end roadway that serves a single household. Because of its limited service area and
lack of through-traffic, the road functions primarily as a private-access point rather than a collector or connector
street within the Village’s network of roads.
The initial concern raised by the resident was related to vehicles parking illegally along Harris Road and creating
depressions within the park area. These depressions resulted in standing water, which was the primary concern
brought forward by the resident. At that time, the resident requested that a sewer connection be installed to
improve drainage and eliminate the standing water. Staff evaluated the request and determined that a sewer
connection is not feasible in that location.
As an interim measure, the Village continues to address the depressions created within the parkland by filling and
restoring these areas on an annual basis to minimize standing water concerns.
Harris Road is currently monitored as part of the Village’s overall infrastructure; however, it is not included in the
current 10-year Capital Improvement Plan. Based on recent roadway evaluations and infrastructure studies, there
are other streets and infrastructure needs throughout the Village that are currently in worse condition and have
been prioritized accordingly.

In 2025, the Village Engineer evaluated potential improvements to Harris Road, including drainage improvements
and roadway resurfacing. The estimated cost for this work is approximately $30,000.
Staff is seeking direction from the Village Board on whether the Village should move forward with allocating
$30,000 for improvements to Harris Road as part of the 2027 Capital Improvement Plan.

Harris Road

ACTION PROPOSED
Action Requested:

☐ Approval

☒ Discussion

2

☐ Information

ATTACHMENTS
•

Engineering Cost Estimate

3

Harris Street Options- Village of Riverside: Updated Pricing 2026

Remove and replace existing HMA pavement. Perform necessary undercuts and prep the aggregate base. Install curb and gutter
1 along west side of roadway. Pitch Roadway towards the curb. 2/3 of Roadway will drain towards Olmsted and 1/3 will drain into the
park on the north end of roadway.
Remove and replace existing HMA pavement. Perform necessary undercuts and prep the aggregate base. Pitch roadway towards
2 the park and create a ditch along the west edge to drain water towards curb line at Olmsted and to the park on the north end of
driveway.

Option #1
Item
Grading and Shaping
Landscape Restoration- Topsoil and Seed
Removal / Disposal of Unsuitable Material
Aggregate Subgrade Improvement
Aggregate Base Repair
Preparation of Base
HMA Surface Removal 3"
HMA Surface Course 3"
Combination Concrete Curb and Gutter B 6-12

Quantity Units
10 Foot
20 SY
23 CY
10 CY
10 Tons
335 SY
335 SY
60 Tons
215 LF

Unit Price Total Cost
$ 50.00 $ 500.00
$ 25.00 $ 500.00
$ 40.00 $ 920.00
$ 60.00 $ 600.00
$ 25.00 $ 250.00
$ 1.00 $ 335.00
$ 18.00 $ 6,030.00
$ 110.00 $ 6,600.00
$ 50.00 $ 10,750.00
Total Cost $ 26,485.00

Option #2
Item
Grading and Shaping
Landscape Restoration- Topsoil and Seed
Removal / Disposal of Unsuitable Material
Aggregate Subgrade Improvement
Aggregate Base Repair
Preparation of Base
HMA Surface Removal 3"
HMA Surface Course 3"
Combination Concrete Curb and Gutter B 6-12

Quantity Units
220 Foot
100 SY
35 CY
10 CY
10 Tons
335 SY
335 SY
60 Tons
0 LF

Unit Price Total Cost
$ 50.00 $ 11,000.00
$ 25.00 $ 2,500.00
$ 40.00 $ 1,400.00
$ 60.00 $ 600.00
$ 25.00 $ 250.00
$ 1.00 $ 335.00
$ 18.00 $ 6,030.00
$ 110.00 $ 6,600.00
$ 50.00 $
Total Cost $ 28,715.00

Agenda Item

AGENDA ITEM SUMMARY

BUDGET CONSIDERATIONS
Meeting Date:

September 3, 2026

Submitted By:

Jessica Frances, Village Manager

Department:

Administration

☐ Ordinance
☐ Resolution
☐ Bid Authorization/Award
☐ Information
☒ Other

Discussion

VILLAGE BOARD STRATEGIC GOAL
• Modernize and Maintain Village Infrastructure and Facilities
• Advance Environmental Sustainability and Climate Resilience
• Enhance Recreation Opportunities and Community Well-Being
• Strengthen Intergovernmental Collaboration and Regional Partnerships
EXECUTIVE SUMMARY
This item is also an opportunity for the Board to advise staff of any initiatives or items that they would like to see
incorporated into the budget. Currently the initial budget request is in the deficit position, so there are not many
resources available to add expenses. Staff will work diligently to move the deficit into a surplus, but each year
becomes more challenging as costs and demands continue to increase.
There are 2 items that are not currently in the Capital Improvement Plan that staff are requesting direction on:
•

•

Each year in the month of April, Indian Gardens floods near the bleachers due to heavy rainfall. Currently
there is a berm in the area, however, the flooding is not due to the river flooding, it is due to the ground
being over saturated. When the Village Engineer looked at it, they stated that there was an inexpensive
fix, if there is a fix at all to the issue. Burke has offered to take soil borings and have their geotechnical
engineers research options. Typically the standing water is absorbed within a couple of days, but there
instances, such this past year wherein it took several days. Is this something that the Board would like staff
to receive pricing to evaluate?
As the playground and multi-purpose court are completed, the Village is receiving inquiries related to the
path behind Blythe Park Elementary School. The estimate provided by Director Tabb to replace the path is
$180,000. The path serves both Blythe park and also serves as a connection to the various school sidewalks
and parking lots connections. The Village Manager had some conversations with District 96
Superintendent Ryan-Toye regarding this item and a potential cost share for replacement of this path.

Ryan-Toye could not commit to anything at this time as her Board needs to have a discussion but was open
to presenting the cost share given that the path serves a purpose for the school and the Village.

ACTION PROPOSED
Action Requested:

☐ Approval

☒ Discussion

This item is for discussion and guidance.

2

☐ Information

Village of Riverside Board of Trustees Strategic Goals
2026
Modernize and Maintain Village Infrastructure and Facilities

Advance Environmental Sustainability and Climate Resilience
Advance Economic Development and Enhance Business Vitality

Enhance Recreation Opportunities and Community Well-Being

Preserve and Celebrate Riverside’s Historic and Cultural Legacy

Strengthen Community Engagement and
Enhance Village Services through Technology
Strengthen Intergovernmental Collaboration and Regional Partnerships

Ensure Exceptional Public Safety and Emergency Services

Attract, Develop, and Retain a High-Performing Workforce

Governance, Financial, and Organizational Excellence

LANDSCAPE ADVISORY COMMISSION
FUND: General Fund

SUMMARY
The Landscape Advisory Commission, appointed by the Village President and Board of Trustees, consists of seven
members. Four are appointed every two years on even numbered years, and three on odd numbered years.
One member is designated as the chairperson, and another as secretary. The Landscape Advisory Commission
has the following duties:
•
•
•

•
•
•
•
•

To read, study, research, and become familiar with Riverside landscape planting concepts and principles of
Frederick Law Olmsted and the landscape architectural firm of Olmsted, Vaux and Company, and their
relationship to the general plan of Riverside.
To prepare and recommend to the Village Board a master landscape and planting plan (“MLP”) with respect
to plantings on public lands of the Village with the exception of the business districts. The MLP will be in
accordance with the landscape planting theories, concepts and principles of Frederick Law Olmsted.
To promote stewardship of public lands in cooperation with the Department of Public Works and to
prepare and organize efforts such as volunteer groups, lectures, media blasts, children’s school or other
public relations activities for the purpose of educating and inspiring the community regarding the
landscape plan and plantings of Riverside.
To cooperate with organizations working to preserve or improve the public landscape of Riverside in the
MLP.
To offer advisory comments on hardscape proposals.
To collaborate upon request with the Parks and Recreation Board on changes or improvements to
recreational parks as related to the MLP.
To prepare from time to time a list of recommended parkway and private tree and shrub plantings.
To undertake such further studies and projects regarding plantings within the Village as may be referred
to it, from time to time, by the Village Board.

2026 Accomplishments
Yearlong
• ILM continues invasive species removal and native plant monitoring at Swan Pond. A year-end restoration
report is expected.
January
• Began partnership with a Scout pursuing an Eagle Scout project.

February
• Presented Certificates of Appreciation to volunteers, park stewards, and community partners
• Published educational article: "Pesticides and Herbicides – Don't Misuse."
March
• Co-hosted Wanted Dead! Invasive Species with Wyatt E. Coyote with the Riverside Library and Olmsted
Society (approximately 30 attendees).
• Launched the Invasive Trade-In Program.
April
• Launched the Native Garden Contest.
• Hosted a presentation by Ted Haffner (Chicago Wilderness Alliance) on gas-powered landscape
equipment as part of the Village Board's electric landscape equipment education initiative (7 attendees).
May
• Surveyed Swan Pond irises; only native blue irises were identified.
• Distributed educational brochures and posters during Global Big Day.
• Assisted Eagle Scout candidate with planting approximately 44 trees near the Indian Gardens tennis
courts.
• Co-hosted a University of Illinois Extension presentation, Gardening for Pollinators, with the Riverside
Library (30–35 attendees).
• Co-hosted a Native Plant Giveaway with the Riverside Library. More than 100 residents attended with
each receiving four native plants from six available species.
• Completed eight Invasive Trade-In Program projects, distributing native shrubs and forbs to participating
homeowners.
June
• Partnered with the RB Ecology Club to prepare and plant native species at Swan Pond.
• Staffed an educational booth at the Farmers Market.
• Met with Illinois Institute of Technology (IIT) regarding a collaborative project with the RBHS Ecology Club.
• Prepared and mulched Triangle T47 (Uvedale/Selborne/Southcote) for native plant installation.
July
• Judged the Native Garden Contest and recognized winners with gift certificates and yard signs.
• Distributed more than 20 Mosquito Dunk Buckets, with additional inventory on order.
• Published educational article: "The Benefits of Trees."
August
• Updated the LAC Volunteer webpage with current volunteer opportunities and resources.
• LAC Workday with the Olmsted Society
• LAC Farmers Market Booth
• Continue Invasive Trade-In Program
September
• Native Plant Giveaway at the Riverside Library
October
• OAKtober Celebration at the Riverside Library featuring children's crafts

2027 Goals
•

Expand native plant promotion through giveaways, sales, and educational programming.

•

Continuing Spring and Fall Invasive Trade-In Programs.

•

Provide ongoing education on sustainable landscape practices.

•

Continue outreach on the benefits of electric landscape equipment.

•

Partner with University of Illinois Extension for educational programming (Master Watershed Steward,
Rain Gardens, or Climate Steward, based on availability).

•

Offer custom triangle tours and demonstrate the Village's Public Tree Map.

•

Participate in the Farmers Market with educational outreach.

•

Continue monitoring and restoration efforts at Swan Pond.

•

Continue the annual Native Garden Contest.

BOARD OF POLICE & FIRE COMMISSIONERS
FUND: General Fund

SUMMARY

The Board of Fire and Police Commissioners is composed of three members appointed by the Village
President, with the consent of the Board of Trustees. Each member serves a three-year term and
continues to serve until a successor is appointed.
The Board is responsible for establishing rules and procedures for testing applicants to the Police
Department, as well as creating promotional rankings based on test results. Promotional eligibility lists
remain active for three years for the rank of Sergeant and two years for patrol officers, beginning from
the date they are posted.
Additionally, the Board may be called upon to conduct hearings related to disciplinary actions, including
the removal or sanction of Police Department personnel.
All actions of the Board must conform to the requirements outlined in Section 10-2.1-1 of the Illinois
Municipal Code.
A Register of Eligible Candidates for the position of patrol officer was completed in 2024 and is currently
posted. Listings for Sergeant promotions were last posted in 2022.
Candidates interested in taking the patrol officer exam in Riverside must apply through the Municipal
Registry, a service that requires applicants to complete an application and take a written exam before
proceeding to an interview with the Riverside Board of Fire and Police Commissioners. The current
eligibility lists are as follows:
Police Officer:
Police Officer Lateral:
Sergeants Promotional List:

Posted December 6, 2024, expiration date December 6, 2026
Posted June 4, 2026, expiration date June 4, 2028
Posted December 18, 2025, expiration date December 18, 2028

2026 Accomplishments
The Board of Fire and Police Commissioners met on a quarterly basis to review and evaluate the
Department's patrol officer eligibility and promotional lists, ensuring they remained current and
responsive to staffing needs.
In 2026, the Board established a new Lateral Patrol Officer Eligibility List to facilitate the recruitment of
experienced law enforcement officers. The eligibility list is scheduled to expire on June 4, 2028.
In 2026, the Board approved the hiring of two Patrol Officers. One officer was selected from the Lateral
Patrol Officer Eligibility List, while the second officer was appointed from the Patrol Officer Eligibility
List, supporting the Department's continued efforts to maintain appropriate staffing levels.

2027 Goals
IDENITFIED GOALS: The Board of Fire and Police Commissioners will maintain current eligibility lists for the
positions of Police Officer and Sergeant while collaborating with the Director of Public Safety to enhance
recruitment and retention efforts.
IDENITFIED GOALS: The Board of Fire and Police Commissioners will assist the Fire Department command staff in
establishing a promotional eligibility list for the rank of Fire Lieutenant to support succession planning and fill
supervisory vacancies within the Fire Department. The promotional list will ensure continuity in leadership and
operational readiness within the Fire Department when vacancies arise.

PLANNING & ZONING COMMISSION
FUND: General Fund

SUMMARY
The Plan Commission and Zoning Board of Appeals were combined into one commission in 2014 in an effort by the
Village Board to help expedite the review process. The Planning and Zoning Commission conducts reviews and makes
recommendations to the Village Board of Trustees about proposed zoning actions and various planning documents.
The Commission's responsibilities include review of the following application types: variations, special uses, zoning
map amendments, subdivisions, and text amendments to the Zoning Ordinance.
The Planning and Zoning Commission consists of seven members who are appointed to five-year terms by the Village
President and Board of Trustees.
The Planning and Zoning Commission conducts public hearings for variations, special uses, subdivisions and text or
zoning map amendments. The Planning and Zoning Commission also reviews and approves site plans for
development in the B-1 and B-2 districts and multifamily or townhome developments in the R-3 and R-4 districts.
The Planning and Zoning Commission also hears and makes final decisions on appeals of interpretations, decisions or
determinations made by the Zoning Administrator.

2026 Accomplishments
Drafted and Recommended Text Amendments to Exclude Portion of Decks from Building Coverage Standards.
Discussed and Provided Recommendations to the Village Board on Standards for Vacation Rentals, Mobile Food
Units, and Outdoor Dining Areas.
Discussed and Provided Recommendations to the Village Board on the Proposed Zoning for the Village’s Parks
and Open Space.
Reviewed and Provided Feedback to the Village Board on the Landmark Applications for the Trolley Shelters and
the Stone Gutter at Harrington Park.
Reviewed Provided a Recommendation to the Village Board Regarding the Sign Variation for Devat Auto Service.

2027 Goals
Consider designating preferred park uses with park land use and zoning guidelines based on land use classifications

to guide future active/passive development decisions.
Based on Goal #1 from the Parks and Recreation Department Master Plan.
Consider defining permitted land use standards for each designation such as allowable types of
development, percent coverage of site available for development, and development offsets such as trees
planted.
Consider driveway width standards for single-family homes with single-car, front-loaded garages.
Consider options to allow an additional area for parking in street yards for these types of lots.
Consider refining the Village’s site lighting standards to reduce nuisance lighting.
Certain lighting features such as automatic sensors may not be appropriate in some areas.
Review and revise the standards for fences.
Evaluate permitted materials, standards for non-conforming fences, standards for fences along alleys, the
maximum allowed heights of fences between different intensities of uses (multi-family next to single-family,
for example), the separation requirement between fences and property lines and other fences, and fence
standards for unusually shaped or developed properties.
Consider the implementation of incentives and bonuses to incentivize permeable surfaces, green spaces, trees,
native grasses, and native vegetation.
Encourage sustainable development by implementing an incentive program to prioritize environmentallyfriendly practices.
Consider clarifying that invasive, non-native plants listed in Section 10-12-5 shall not be planted.
Evaluate the mitigation requirements for the removal of parkway trees.
Evaluate and update the mitigation requirements for the removal of parkway trees to ensure the long-term
sustainability of parkway trees.
Evaluate standards for parking lots to reduce unnecessary impervious surfaces while ensuring vehicle
maneuverability and landscaping coverage.
Examine whether drive aisle widths can be reduced for certain types of development, thereby reducing
impervious surfaces and development costs.
Establish the minimum and maximum widths for drive-through lanes.
Consider amending the requirements for the distribution of landscape islands and parking lot landscaping
coverage to allow more flexible site design while ensure sufficient green space is maintained.
Consider amending street yard encroachments and other encroachment standards.
Review the standards for compost bins, mechanical equipment, patios, playground and recreational
equipment, water gardens and manmade ponds, and window wells.
Consider adding standards for artificial grass, outdoor cooking equipment, and pillars.
Consider reducing the minimum parking requirements in all zoning districts for all non-residential uses that are
within proximity of a transit facility.
As part of the TOD-related text amendments, the minimum parking requirements were reduced for some
uses, including some but not all non-residential uses within transit-oriented areas. Schools like Central-

Hauser are not permitted to reduce their minimum parking requirements, even when they are within
proximity of a transit facility.
Evaluate design standards for the Business Districts.
Consider waiving window opacity standards for business that need opaque windows for safety.
Understand why certain building materials are prohibited and ensure the lists of approved and prohibited
materials are comprehensive and appropriate.
Evaluate whether the maximum height allowed in the R1-A and R1-AA Districts is appropriate.
Ensure the maximum allowed heights in residential districts are appropriate for Riverside.
Consider revising the Zoning Code to permit second-story decks by right and provide any needed standards for
those structures.
The Zoning Code prohibits decks higher than the first-floor elevation of the principal building, though
historically Village staff has permitted second-story decks as a different type of structure.
Consider the definition of grade and how the average grade is calculated.
Defining and specifying how to calculate average grade will improve the utility of the Zoning Code.
Evaluate the appropriate zoning for Assisted Living Facilities & Independent Living Housing.
Ensure the zoning standards will allow the development of Assisted Living Facilities and Independent Living
Housing in appropriate locations.
Evaluate the standards for Home Occupations.
Ensure the zoning standards for home occupation are reasonable, clear, and enforceable.
Review buffer yard requirements.
Evaluate whether buffer yard requirements can be reduced or eliminated where fences solid separate
properties.

HISTORICAL COMMISSION
FUND: General Fund

SUMMARY
The Historical Commission is to operate and maintain the Riverside Museum and establish rules and
regulations governing all aspects of the collection, legally owned by the Village of Riverside, and designate
the days and hours of operation. It also registers, identifies, stores, exhibits, and adopts all measures
necessary to preserve historical records and materials related to the Village of Riverside.

2026 Accomplishments
STATED GOAL: Increase awareness of the Riverside Museum.
Open the museum consistently each Saturday and for select Village Events. Except on Holidays.
Enhanced Museum page on the Riverside website and expanded presence on Village Social Media.
Held Women’s History Month contest.

STATED GOAL: Promote accessibility of museum materials to public.
Preparing West Wellhouse for public presentations and utilization.
Digitized structure files and made them available to the public on Village museum page.
Worked with Community Development to request photos of homes prior to demolition for the historical
structure file record.

STATED GOAL: Generate revenue to promote museum operations.
Evaluate current ornament, book, and map stock.
Successfully sold “River Runs Through It” 2026 Calendars stock.
Receive $200 in donations per year. Received $124 in donations as of July 31, 2026.

2027 Work Plan
STATED GOAL: Increase awareness of the Riverside Museum.
Open the museum consistently each Saturday and for select Village Events (i.e. RAW, Farmers' Market,
etc.). Except on Holidays.
Expand presence on Village’s Website and Facebook.

STATED GOAL: Promote accessibility of museum materials to public.
Process 24 accessions into the Past Perfect system.
Finish preparing West Well House for public use.
Digitize local history files, and make them available to the public online.

STATED GOAL: Generate revenue to promote museum operations.
Find replacement merchandise to substitute annual ornament sales.
Sell $1,500 in merchandise.
Receive $200 in donations.

ECONOMIC DEVELOPMENT COMMISSION
FUND: General Fund

SUMMARY
The Riverside Economic Development Commission consists of seven (7) resident members appointed by the
President with the advice and consent of the Board of Trustees.
In Title 2, Chapter 24 § 4 of the Village Code, the duties of the Economic Development Commission are described in
detail. Members serve as the primary business conduit for the Village, which includes encouraging residents and
nonresidents to shop in Riverside, and to develop plans for attracting business and patrons to the village through use
of fairs, exhibitions, advertising, external improvements to the business districts, and other activities. To be able to
develop plans, members are expected to examine the retail businesses and the business districts within the Village
and determine the best uses for retail spaces.
The Commission must also recommend to the Village Board opportunities to encourage commercial development
within the Village and improve the Village's tax base and sales tax revenue. The Commission must also, from time to
time, prepare and recommend ordinance changes involving zoning, parking restrictions, licensing, or other changes
which will enhance or otherwise benefit the commercial districts and activities within the Village. Overall, the
Commission must be willing to undertake such further studies and projects regarding economic development within
the Village as may be referred to it, from time to time, by the Village Board.
The Commission must also work closely with the Chamber of Commerce to coordinate cooperative ventures and
activities to benefit the business districts and commercial activities within the Village of Riverside.

2026 Accomplishments
Further public and business awareness of Riverside through Commission activities and sponsorship of
economic activities and continued to grow partnerships with Visit Oak Park and the Riverside Chamber of
Commerce.
Analyze available commercial properties within the Village to effectively address vacancies, work
collaboratively with property owners, and market and target opportunities for economic development,
business expansion, and relocation in Riverside.
Assess opportunities to establish Riverside as a destination location, for a range of tourism interests,
through publicity and supporting programs and events.

2027 Goals
Promote economic development by hosting coffee talk sessions with business owners to build relationships,
identify challenges, gather ideas, and offer information about available resources to help strengthen the
local business community.
Develop a strategy for the Commission to enhance support and promotion for Riverside businesses.
Support existing businesses by advertising façade improvement grants.
Implement the business recognition program.

PRESERVATION COMMISSION
FUND: General Fund

SUMMARY
The Riverside Preservation Commission was established in December 1991 to promote the educational,
cultural, economic and general welfare of the community by preserving the character of the General Plan of
Riverside, and preserving the National Historic Landmark designation of the Riverside Landscape and
Architectural District. All Zoning Code and subdivision proposals and road construction plans must be reviewed
and reported by the Commission to the Board of Trustees as to the aforementioned proposed changes’ impact
the National Landmark designation of the Village. The Commission also reviews all building projects for
designated Riverside Historic Landmarks through the Certificate of Appropriateness process and makes
recommendations to the Village Board for the designation of any new local landmarks.
The Riverside Preservation Commission consists of seven resident members appointed by the Village President
with the advice and consent of the Board of Trustees.
The Riverside Preservation Commission is the advocate for the designated Riverside Historic Landmark
properties, Olmsted’s General Plan for Riverside and Riverside’s designation as a National Historic Landmark
District. It works with the Village Board of Trustees, other Village boards and commissions, and the owners and
users of historic properties in Riverside to preserve the character of the Village, promote investment in historic
resources, assist in planning public improvements, and raise awareness of the rich history and architectural
heritage of the Village.

2026 Accomplishments
Reviewed 9 Applications for Certificates of Appropriateness, 2 Applications for Signs, and 1 Application
for a Demolition Permit.
Reviewed and Provided Recommendations to the Village Board on the Text Amendments Regarding
Excluding Decks from Building Coverage and Mobile Food Units.
Provided Feedback to the Village Board on the Blythe Park Playground Improvements, the Turtle Park
Playground Redevelopment, the New Public Safety Facility, and Designs for Trolley Shelter Signage.
Prepared Applications, Held a Public Hearing, and Recommended to the Village Board Designating the
Trolley Shelters and the Stone Gutter in Harrington Park as Local Historic Landmarks.
Provided Feedback to Owner of 172 Maplewood Road on Improvements to a Three-Season Room.

Provided Feedback on the Colocation of Antennas on the Existing Pole at 59 Pine Avenue.

2027 Goals
The Preservation Commission will continue to perform the duties and responsibilities listed in Title 11 of the
Village Code. These duties include but are not limited to:
Review Certificate of Appropriateness applications for local historic structures.
Perform activities consistent with the Commission’s role as a preservation advocate for the Village.
Preserve the National Historic Landmark designation of the Riverside Landscape Architectural District
and its significance as Frederick Law Olmsted’s first planned suburban community and protect such
designation from possible adverse impacts of future development.
Reconsider the Preservation Commission’s role in reviewing hardscape improvements to Swan Pond.
Provide Village staff with support on facility reviews.
Explore opportunities to provide information on preservation to officials and the public.
At the end of 2027, the Commission will send a report of its annual activities to the Board and the State Historic
Preservation Office.

RIVERSIDE TV COMMISSION
FUND: General Fund

SUMMARY
Riverside has long had the benefit of local television and cable programming production. Beginning services in the mid-nineties
as volunteers engaged with the purpose of televising Village Board meetings, iterations included Net10, Net6 and Riverside
Cable Commission. The Riverside TV Commission was rebranded in 2016 and continues to operate as it does today, overseeing
the operation of local access TV programming activities within Riverside, pursuant to any regulations established by the
Riverside Village Board. The Commission provides counsel and advice to the President and Village Board on matters pertaining
to public access TV and on-line video broadcast communications within the Village; serves as a local access programming group
overseeing local access TV and on-line video broadcast communications within the Village; provides local access TV coverage of
local events, including Village Board meetings and other public meetings; coordinates and assists in the process of character
generation for the local TV bulletin board; and performs such other duties and functions as may be requested of it by the Village
President and Village Board of Trustees.

The Riverside TV Commission consists of five members appointed by the Village President with the advice and
consent of the Village Board. Each member serves for a three year term, expiring on June 1st.

2025 Accomplishments
Provided filming, production, and broadcast services for Village of Riverside, Riverside Township and School
District 96 meetings.
Completed productions featuring Riverside Sesquicentennial celebrations.
Continue RTV discretionary filming opportunities, including “seasonal showcases”, sports, community
celebrations and adding to a collection of film that highlights and captures the essence of Riverside.
Worked collaboratively with the West Central Cable Agency to effectively partner on joint programming and
production.
Assessed equipment needs for possible Riverside TV facility upgrade in coordination with Village facility
planning.
Annually supported local community organizations and schools through provision of technical guidance,
quality film production services, and engaging, educational programming.

2026 Goals

Provide filming, production, and broadcast services for Village of Riverside, Riverside Township and School
District 96 meetings.
Continue RTV discretionary filming opportunities, including “seasonal showcases”, sports, community
celebrations and adding to a collection of film that highlights and captures the essence of Riverside.
Work collaboratively with the West Central Cable Agency to effectively partner on joint programming and
production.
Continue to assess equipment needs for possible Riverside TV facility upgrade in coordination with Village
facility planning.
Annually support local community organizations and schools through provision of technical guidance,
quality film production services, and engaging, educational programming.
Create greater training and mentorship opportunities with industry contacts.

FOREIGN FIRE TAX BOARD
FUND: General Fund

SUMMARY
The Foreign Fire Tax Board (FFTB) manages a fund made up of the revenues received from the Foreign Fire Tax
for the Village of Riverside. The general purpose of the fund is to allocate monies for the use, maintenance and
benefit of the Riverside Fire Department, within the guidelines established Village Ordinance (3-12:1-05, 1995)
and the State of Illinois (65ILCS5/11-10). The FFTB reviews and suggests requests for equipment to the Fire
Department and approves them at their quarterly meetings.
The State law and Riverside Ordinance require any insurance company not incorporated within the State of
Illinois to pay 2% of their receipts from fire tax on properties within the Village of Riverside to the Village of
Riverside FFTB.

CROSS-COMMUNITY CLIMATE
COLLABORATIVE
FUND: General Fund

SUMMARY
The Cross Community Climate Collaborative (C4) is a local effort focused on bringing together municipalities of
the Western Cook Municipal Conference (WCMC) to foster sustainability initiatives and establish educational
and programming partnerships among the collective communities. Participants share ideas, secure resources,
and drive large-scale projects within and across communities, which achieve agreed upon greenhouse gas
(GHG) emissions reductions, equity, and sustainability goals. Fundamental principles of C4 are Resiliency, Equity,
and Climate Protection. The GHG emissions reduction targets are currently set at a 45% reduction from 2010
levels by 2030 and by 100% by 2050. A consultant team has been secured and fifteen municipalities have joined
C4. Riverside created its own C4 working group in 2022 comprised of Village Trustees and residents called the
Riverside C4 Team. In 2024, Riverside officially incorporated a C4 budget to address climate and sustainability
efforts. The 2025 C4 Budget supports the administrative function of the C4 Team as specific objectives are
planned for implementation during future years.

2025 Accomplishments
On May 1, 2025, the Village Board adopted the Village’s first climate action and resilience plan, titled Road
to 2050.
Engaged with Nutter Consulting to develop the energy efficiency component with funds allocated by a 2024
Energy Efficiency and Conservation Block Grant, from IEPA and the Department of Energy.
Coordinated with the Riverside Sesquicentennial celebrations and held a photo contest featuring a newly
developed reference tool, 150 Green Ideas.
Engaged with community organizations and businesses to host multiple education and engagement activities
throughout the year.

2026 Goals
Work with community organizations and businesses to implement Road to 2050 climate action and
resilience plan recommendations.
Approve the Energy Effciency and Conservation Block Grant funded energy plan supplement.

VILLAGE MANAGER
FUND: General Fund

SUMMARY
The Village Manager’s Office coordinates activities for the entire Village organization, including general
administration, employee relations, human resources, central purchasing, capital planning and budgeting, risk
management and loss prevention, public liability, worker’s compensation, employee health insurance and public
relations. Programs providing support to each department are generally monitored and tracked through the
Manager’s Office. The Manager’s Office provides day-to-day support to enact the Village Board’s priorities and
policies. The Manager’s Office also provides the required support to all departments, the Village Clerk and Advisory
Boards and Commissions. The Manager’s Office is the Village’s key liaison to intergovernmental agencies and
legislative actions. The Village strives to provide excellent services in a fiscally responsible and responsive manner.
Incorporated as part of the Village Manager’s budget is the Special Events division. This cost center funds the
provision of personnel services (public safety, public works, etc.) as it relates to special events within the Village.

2026 Accomplishments
STATED GOAL: Evaluate further options for sustainable and green initiatives.
Continued to leverage resources and participate in the Cross-Community Climate Collaborative (C4) and
began implementing sustainability items identified by the Climate Action and Resiliency Plan – Road to 2050
and the Energy Action Plan.
Completed the annual hazardous waste event in coordination with Flood Brothers and Public Works.
Achieved a Bee City USA designation acknowledging the Village’s continued efforts to advance
environmental sustainability and climate resilience through pollinators.
Adopted the Village of Riverside Nighttime Light Environment, the first step on the path for the Village to
achieve a Dark Sky Community designation
Applied to be a Bird City Illinois community. Joining the Bird City Network will support the Village’s efforts
in being a bird-friendly community by helping guide different initiatives through expanded resources.
Reevaluated the Village’s Municipal Aggregation Program prior to the expiration of the Village’s contract with
MC Squared Energy Services in October 2026. Continued with 100% green energy fixed rate but the new

contract will be for a 2-year term.
STATED GOAL: Successfully move through the identified phases for the construction of a new public safety facility.
Continued to work with Williams Architects, Village staff, the Village Board and the community to facilitate
a successful and phased project for constructing a new public safety facility and ample community space.
Facilitated ongoing project development by coordinating meetings, reviewing architectural proposals, and
integrating community feedback, laying the groundwork for a successful facility that meets both safety and
community needs
Utilizing new technology, surveying residents, conducting tours, and creating informational materials to
enhance transparency with the public on the need for a new facility.
Successfully held a Public Safety Facility Open House to allow members of the public direct engagement
with Public Safety personnel, the architects, the Village Board, and other Village personnel.
STATED GOAL: Engage other governmental and non-governmental entities to promote common goals and create
intergovernmental partnerships.
Continue to participate in the West Central Cable Agency (WCCA). Manager Frances will continue to serve
as a Board member in 2026.
Continued to participate in the Intergovernmental Risk Management Agency (IRMA) Manager Frances will
continue to serve as the Village’s delegate for the IRMA in 2026.
Continued to participate in West Central Consolidated Communications (WC3) dispatch agency. Manager
Frances currently serves as the Chairperson of the Executive Board.
Continued to work with Army Corp of Engineers, Metropolitan Water Reclamation District (MWRD) and
Illinois Department of Natural Resources (IDNR) regarding the Groveland Avenue Levee project.
Continued to collaborate with other communities (Managers Working Group) to share equipment, bid
projects jointly and sharing of resources.
Continued to serve on Municipal GIS Partners group to evaluate alternate support services for technology.
With the new alternate service model, MGP built out 4 different applications for the Village which will
decrease future costs to the Village but enhance services.
o Copilot training
o Places for Eating app
o Streaming Tax app
o Employee Benefits Statement app
o Parking Permit app
STATED GOAL: Continue to evaluate opportunities for further economic development.
Facilitated the opening of new businesses within the Village.
Completed a Request for Proposal for the parcels located at 363 E Burlington and 3320 S Harlem Avenue.

STATED GOAL: Promote and encourage diversity, equity and inclusion (DEI).
Provided ongoing learning opportunities about DEI for all employees to keep the organization informed and
engaged.
Ensured job descriptions use inclusive language and focus on essential qualifications to avoid
unintentionally discouraging diverse applicants.
Approved the Village of Riverside Land Acknowledgment Statement, honoring the numerous indigenous
peoples who settled, traveled through, and traded on this land.
Advertised job openings in diverse media outlets and on platforms that reach underrepresented
communities, whenever possible.
STATED GOAL: Ensure a high performing, open and transparent local government organization with strong financial
policies, practices and public transparency.
Strengthened financial policies and practices as necessary to ensure both public transparency and the most
responsible use of all taxpayer dollars.
Modernized government operations to expand in-person and digital services for residents leveraging
Microsoft 365 and other systems.
Continued refining the annual capital and operating budget process to accurately outline future
infrastructure projects and funding sources and improve overall service quality.
STATED GOAL: The Communication and Marketing Manager will enhance communication strategies with visitors,
residents, businesses, potential staff members regarding issues of public concern or interest.
Implemented a new website design and increased the site's accessibility with different tools to con.
(DocAccess and AI Chat bot)
Maintained and continued growing the Village's social media presence, surpassing 6,000 followers on
Facebook, and serving as the community's primary source of Village news and updates.
Continued to make information and Village happenings easy to understand for residents and transparent,
across all departments.
Created a new communication tool in the form of the Weekly Newsletter currently utilized for Parks and
Recreation and will be utilized for Village news in the future.
STATED GOAL: Update risk management policies.
Enhance approach to risk management, cultivating a safety culture within each department and Villagewide
Update policies labeled as high priority by the Intergovernmental Risk Management Agency (IRMA).
Update policies to incorporate or update risk management and liability language as relevant.
Incorporate new policies into the Village of Riverside Employee Handbook where applicable.

STATED GOAL: Continue to work with the Army Corps of Engineers and the Metropolitan Water Reclamation District
(MWRD) to reduce flooding in the neighborhood around Forest, Groveland and West Avenue.
Acquired property in anticipation of the Groveland Floodwall project and easements that are potentially
required to complete the project.
Worked with Army Corps of Engineers and MWRD to secure additional funding for the Groveland Floodwall
Project.

2027 Goals
IDENTIFIED GOAL: Evaluate further options for sustainable and green initiatives.
Continue to leverage resources and participate in the Cross-Community Climate Collaborative (C4)
Utilize the Climate Action and Resiliency Plan: Road to 2050 and the Village of Riverside Energy Action Plan
to identify key measures to progress the Village’s sustainability goals.
Continue evaluation of solar panels and other sustainable construction alternatives for the new public safety
facility and improvements at existing Village facilities such as the Public Works building.
Evaluate opportunities to install sustainable infrastructure.
Evaluate solar panels and other sustainable construction alternatives for the new public safety facility and
improvements at existing Village facilities.
Pursue a Dark Sky Community Designation and improve responsible lighting across the Village.
Pursue grants related to sustainability.
IDENTIFIED GOAL: Successfully complete the Public Safety Facility Referendum and continue to the next phase of
creating a safe, efficient, and functional facility for the Public Safety Department to operate out of.
Identify and pursue funding sources—including bonds, grants, and alternative financing—to support facility
upgrades or new construction, regardless of referendum results.
Develop contingency plans to ensure progress on facility improvements, adapting project scope and
timelines as needed based on available resources and community input.
Continue engaging stakeholders to refine facility needs, prioritize safety and functionality, and maintain
transparency throughout the process.
Prepare for the next phase of the project by coordinating design, permitting, and procurement activities,
ensuring readiness to move forward regardless of funding outcome.
IDENTIFIED GOAL: Engage other governmental and non-governmental entities to promote common goals and
create intergovernmental partnerships.
Continue to participate in the West Central Cable Agency (WCCA). Manager Frances will continue to serve
as a Board member in 2026. Clerk Stenzel will take on the role of Treasurer in 2027.
Continue to participate in the Intergovernmental Risk Management Agency (IRMA). Manager Frances will
continue to serve as the IRMA delegate in 2026.

Continue to participate in West Central Consolidated Communications (WC3) dispatch agency. Manager
Frances will serve as the Chairperson of the Executive Board in 2026 but will pass the role to the Brookfield
Village Manager as per the Intergovernmental Agreement which outlines a rotation of the roles of the
Executive Board.
Continue to work with Army Corp of Engineers, Metropolitan Water Reclamation District (MWRD) and Illinois
Department of Natural Resources (IDNR) regarding the Groveland Avenue Levee project.
Continue to collaborate with other communities (Managers Working Group) to share equipment, bid
projects jointly and sharing of resources.
Continue to serve on Municipal GIS Partners group to evaluate alternate support services for technology.
IDENTIFIED GOAL: Continue to evaluate opportunities for further economic development.
Assist with the opening of new brick-and-mortar businesses within the Village.
Identify opportunities to create incubator spaces for new businesses.
Sell 363 East Burlington Street for redevelopment based on the Village Board’s vision of a multi-use building.
Sell 3320 S. Harlem Avenue for redevelopment.
Partner with Explore Oak Park and Beyond, a local tourism bureau, to promote local attractions, events, and
businesses to visitors and residents alike.
IDENTIFIED GOAL: Promote and encourage diversity, equity and inclusion (DEI).
Review and revise policies as relevant to ensure they promote equity and do not disproportionately affect
any group negatively.
Provide ongoing learning opportunities about DEI for all employees to keep the organization informed and
engaged.
Ensure job descriptions use inclusive language and focus on essential qualifications to avoid unintentionally
discouraging diverse applicants.
Advertise job openings in diverse media outlets and on platforms that reach underrepresented
communities, whenever possible.
IDENTIFIED GOAL: Ensure a high performing, open and transparent local government organization with strong
financial policies, practices and public transparency.
Strengthen financial policies and practices as necessary to ensure both public transparency and the most
responsible use of all taxpayer dollars.
Modernize government operations to expand in-person and digital services for residents.
Continue refining the annual capital and operating budget process to accurately outline future
infrastructure projects and funding sources and improve overall service quality.
Continue to review Village Code and remove dated information.

IDENTIFIED GOAL: The Communication and Marketing Manager will enhance communication strategies with
visitors, residents, businesses, potential staff members regarding issues of public concern or interest.
Continue to grow the Village's social media presence and serving as the community's primary source of
Village news and updates, reaching as many households as possible, with a goal of reaching 8,000 Facebook
followers by the end of the year.
Maintain and continue growing the Village's municipal website, updating every webpage to ensure
information is up-to-date and accurate.
Identify ways to humanize the Village and give residents a look at the people behind the work that keeps
operations going.
Develop more ways to keep the community informed, such as a weekly e-newsletter from the Village,
serving as another avenue to keep residents informed of Village happenings that is not social media.
Implement wider use of the Village’s emergency alert system, Everbridge. Everbridge allows for more
streamlined communication with residents on emergencies and other hazards than the Village’s E-Flash
system.
IDENTIFIED GOAL: Update risk management policies and reduce claims.
Enhance approach to risk management, cultivating a safety culture within each department and Villagewide
Update policies labeled as high priority by the Intergovernmental Risk Management Agency (IRMA).
Update policies to incorporate or update risk management and liability language as relevant.
Incorporate new policies into the Village of Riverside Employee Handbook where applicable.

FINANCE
FUND: General Fund

SUMMARY
The mission of the Finance Department is to properly administer the financial affairs of the Village through
accurate and timely financial reporting and maintenance of strong internal controls, uphold the ordinances and
laws of the Village and State and advise the Village Manager and Village Board of Trustees of sound financial and
fiscal policies. The Department also manages the human resources function for the Village, including
administration of compensation and employment, employee benefits, risk management, occupational health,
employee relations, and employee safety.

2026 Accomplishments
STATED GOAL: Continue to identify new revenue streams
Explore grant funding options.
Improve cost efficiency by improving financial operations and leveraging current software improvements.
STATED GOAL: Software advancements
Move to cloud-based ERP system.
Improve parking permit process.
Build out the 365 intranet platform.
STATED GOAL: Utilize Climate Action Resilience Plan: Road to 2050 to create a more sustainable and fiscally efficient
future for the Village
Track fleet usage and encouraging EV solutions.
Encourage paperless billing for residents and the accounts payable function of the Village.
STATED GOAL: Resident Workshops
Greater engagement with residents.
Gather resident input to guide planning, projects, and services that will identify community priorities.

STATED GOAL: Performance of accounting, budgeting, and reporting functions in accordance with all Federal, State
and Local statutes and Government Finance Officer Association Recommendations
Receive Government Finance Officer Association’s award for Excellence in Financial Reporting for the
Village’s Annual Comprehensive Financial Report for Fiscal Year 2025.
Receive Government Finance Officer Association’s Distinguished Budget Presentation Award for Fiscal Year
2026.

2027 Goals
IDENTIFIED GOAL: Risk Management
Update Village Risk Management policies per 2026 IRMA Loss Control visit.
Expand safety training opportunities for staff members.
Improve claims tracking system, allowing for department heads to track claims in real-time.
IDENTIFIED GOAL: Software advancements
Further automate the employee onboarding process for new employees, thus increasing departmental
efficiency, and speeding up the onboarding process.
Explore installation and implementation of a new phone system.
Further leverage Microsoft 365 intranet platform.
Utilize new functionality in cloud-based ERP, and offer trainings to staff.
IDENTIFIED GOAL: Utilize Climate Action Resilience Plan: Road to 2050 to create a more sustainable and fiscally
efficient future for the Village
Encourage paperless billing and ach payments for residents.
Reduce the use of paper checks by expanding electronic payment methods within the accounts payable
function of the Village.
Expand and educate the public on the benefit of online options for resident services, including renewals,
applications, permits, and other routine transactions, to improve efficiency, reduce paper consumption,
and enhance customer service.
IDENTIFIED GOAL: Performance of accounting, budgeting, and reporting functions in accordance with all Federal,
State and Local statutes and Government Finance Officer Association Recommendations
Receive Government Finance Officer Association’s award for Excellence in Financial Reporting for the
Village’s Annual Comprehensive Financial Report for Fiscal Year 2025.
Receive Government Finance Officer Association’s Distinguished Budget Presentation Award for Fiscal Year
2026.
Receive Government Finance Officer Association’s Popular Annual Report Presentation Award for Fiscal

Year 2026.
KEY PERFORMANCE MEASURES/SERVICE
INDICATORS
Water & Sewer bills issued
Water & Sewer direct debits processed
Water & Sewer lockbox payments processed
Water & Sewer online bill payments processed
Commuter parking permits issued
Residential/24 Hour parking permits issued
Business parking permits issued
Water meters changed
Pet Licenses Issued
Vehicle Licenses Issued
Truck Licenses Issued
Motorcycle Licenses Issued
Payroll checks Issued

YTD 2026 (thru
7/29/2026)
9,182
1,776
790
4,265
213
365
159
33
11
377
3
0
317

Actual 2025
18,348
3,168
1,683
8,523
271
595
195
61
605
4,780
224
67
688

Actual 2024
18,109
2,958
2,313
8,935
242
503
500
902
641
5,471
243
82
692

Gallons of Water Billed
Utility Bill Accounts Maintained
W2s Issued
1099 Forms Issued
New Hires Processed
Accounts Payable checks issued

83,302,821
3,076
211
0
37
1,241

182,666,139
3,078
197
58
62
2,324

162,298,661
3,078
196
68
37
1,992

Actual 2023
19,959
2,855
2,456
8,177
236
503
567
1,631
672
5,085
214
81
676
196,791,24
3
3,096
196
69
68
1,999

LEGAL

FUND: General Fund

SUMMARY
The Village Attorney, Prosecutor and special counsel provide support to the day to day operations of the Village.
Legal counsel is responsible for defending the Village in all legal matters (not assigned to IRMA), providing legal
counsel to the Village Board and staff and protecting the Village’s interests.
The Village completed a competitive request for qualifications (RFQ) process in 2023 for general counsel, labor
counsel, and prosecutor services. The Village selected the following firms:
•
•
•
•

Filippini Law Firm (General Counsel)
Clark Hill PLC (Labor Counsel)
Law Offices of Thomas J. Brescia (Prosecutorial Counsel)
Clark Baird Smith LLP (Public Safety Employment Benefits Act (PSEBA) Hearing Officer)

Tasks
Provide effective legal services at a reasonable cost
Defend claims against the Village
Advise the Board of Trustees and staff so as to minimize potential legal conflicts
Notify Village Staff of legislative changes that would require Village Code modifications
Assist in implementation of Village policies
Maintain or decrease the annual legal costs

COMMUNITY DEVELOPMENT
FUND: General Fund

SUMMARY
The Community Development Department provides efficient and effective permitting, inspection, code
enforcement, and planning and zoning services to protect the safety, health and welfare of the residents and
the community. The Department conducts long-range planning projects and implements Village policies related
to preservation, land use, and zoning. The Department also provides technical advice to the Planning and Zoning
and Preservation Commissions.

2026 Accomplishments
68% of permits were ready to be issued in less than 7 business days.
Completed inspections an average of 3 business days after the request.
Staff have had 166 inspections and contacts related to property maintenance issues.
Nearly all rental units have been inspected and 45% of units are fully compliant with the rental program.
Provided support for three businesses seeking Façade Improvement Grants.

2027 Goals
Increase department efficiency by processing building permits in a timely manner and maintaining a userfriendly system for residents.
Track and report permitting from application to issuance, maintaining an average of 70% of permits
ready to issue in less than 7 business days.
Track and report the average number of days between inspection request and conducted inspection,
maintaining an average of 3 business days or fewer between request and inspection.
Evaluate customer interactions to ensure consistent, high-quality customer service.
Enhance code enforcement processes for property maintenance to protect property values and ensure nuisance
situations are abated.
Track the number of private property complaints addressed by Community Development staff.
Increase the percentage of fully compliant rental units to 60% of all rental units.
Track and refine the new tree removal permit process to ensure the permits are reviewed efficiently.

Provide support to economic development organizations and work with local businesses to generate vibrant
commercial districts that serve our residents and draw visitors.
Provide technical support to Riverside small businesses and support the efforts of the Economic
Development Commission.
Encourage businesses to participate in the Façade Improvement Grant program and amend the program
to include outdoor dining areas as eligible projects.
KEY PERFORMANCE MEASURES/SERVICE INDICATORS
Number of businesses participating in grant or façade incentive
programs
Number of building department communications shared with
contractors
Percentage of building permits taking 7 days or less from
application to issue-ready status
Business days between code violation recognition and resolution
Property Maintenance Inspections/Contacts
Number of rental registration program inspections conducted
Percentage of rental registration units in 100% compliance status
Number of residential permits issued
Building Inspections conducted
Percentage of inspections conducted within 3 days or less
(including weekends), between inspection request and conducted
inspection

YTD
2026
4
1

Actual
2025

Actual
2024

0

0

2

4

Actual
2023

Actual
2022

2

3

1

0

68%
14
72
166
53%
371
1,511

64%

66%

16
334
244
45%
675
1,832

13
221
376
31%
614
2,169

43%
26
334
110
42%
672
1,893

47%
16
291
67
10%
729
1,388

65%

62%

61%

60%

52%

INFORMATION TECHNOLOGY
FUND: General Fund

SUMMARY
The Information Technology (IT) cost center tracks the costs associated with maintaining the Village’s computer
and information technology hardware and software. The Finance Director and Special Assistant to
Administration and Finance oversee the Managed Service Provider (MSP) that is funded within this cost center.

2025 Accomplishments
STATED GOAL: Village Technology Infrastructure Improvements
Replacinged user PCs across Village Departments in accordance with the annual Computer Equipment
Replacement plan
Completion of additional switch replacements project to remove outdated / end of life hardware from
the environment
Continue applying Windows Operating System Upgrades for servers that have reached End of Life for
support
STATED GOAL: Village Cybersecurity Posture Improvements
Developed a written Disaster Recovery Plan, Incident Response Plan, and Data Loss Protection Plan
Regular testing for Cybersecurity threats
Identified the rapidly developing concerns regarding AI and adjusted to put protections in place
Developed formal IT policies

2026 Goals
IDENTIFIED GOAL: Village Technology Infrastructure Improvements
Replacing user PCs across Village Departments in accordance with the annual Computer Equipment
Replacement plan

Completion of additional switch replacements project to remove outdated / end of life hardware from
the environment
Continue applying Windows Operating System Upgrades for servers that have reached End of Life for
support
Successfully migrate to BS&A Cloud and retire the BS&A Server when possible
Evaluate a potential upgrade to Village phone systems
IDENTIFIED GOAL: Village Cybersecurity Posture Improvements
Conducting a Cybersecurity Assessment survey with CISA
Conduct in-house testing with Executive Staff on roles during a Cybersecurity Incident
Create new procedures and policy as Cybersecurity attacks evolve

PUBLIC LIABILITY INSURANCE
FUND: General Fund

SUMMARY
The Village participates in the Intergovernmental Risk Management Agency (IRMA), which pools the risk
management needs of its members. The agency, consisting of over 70 public entities, administers a mix of selfinsurance and commercial insurance coverage, risk management and loss control consulting, unemployment
claim administration and extensive training programs and joint purchasing opportunities. The annual village
contribution is determined each year based on the loss data derived over a 5-year period and eligible revenue
that is directly correlated to workers’ compensation exposure and as defined by the existing by-laws of IRMA.
These costs and deductibles are accounted for in this department.

2026 Goals
Enhance risk management training and ensure all relevant Village staff receive proper job training, focusing
on safety protocols, emergency preparedness, and claims management.
Maintain and improve a streamlined claims management process to ensure timely and efficient handling of
claims.
Achieve financial savings through effective risk management practices, including reducing the frequency and
severity of claims and optimizing resource allocation for risk management activities.
Participate in IRMA boards and committees to stay up to date with the latest news, training resources, grant
opportunities and learn from the successes and failures of other IRMA members.
Participate in all required IRMA visits, including Loss Control visits, Facility Assessments and Risk
Management Policy visits.
Utilize the Village’s excess surplus fund balance with IRMA as identified within the Excess Surplus Utilization
Policy, providing for a year-end true-up of budgeted expenditures versus actual expenditures within the
Fund.

POLICE

FUND: General Fund

SUMMARY
The Police Department works in partnership with the community in order to provide prompt, unbiased, professional
police services that enhance the quality of life while maintaining respect for individual rights and human dignity. The
Department seeks to maintain and build confidence and respect between the community and the Department.

2026 Accomplishments
STATED GOAL: The Riverside Police Department recognizes the need for roadway, pedestrian, and cyclist safety

awareness.
The Department will provide safety awareness techniques for residents of all ages to promote bicycle safety
and mindfulness to drivers navigating Riverside’s non-linear roadway layout .
The Department will continue to increase traffic enforcement in the business district, near schools, parks, and
interior streets to ensure pedestrians and cyclists have a safe environment for their travels.
The Department will use traffic data collected by resources available to the department, such as J.A.M.A.R. (a
traffic speed evaluator) to implement data-driven traffic enforcement strategies.
ACCOMPLISHMENT: Throughout 2026, the Riverside Police Department partnered with Village staff to
develop and distribute Public Service Announcements (PSAs) to educate and inform the community on a
variety of public safety topics. The Department also provided bicycle and pedestrian safety training to
students at all Riverside schools, reinforcing safe practices for children traveling to and from school and
throughout the community. In addition, the Department actively participated in community events promoting
bicycle safety alongside local organizations, including RIDE Riverside and Riverside RIDE. These collaborative
efforts strengthened community partnerships, increased public awareness of traffic safety, and reinforced
the Department's commitment to fostering a safe and informed community.

STATED GOAL: Prepare for anticipated 2026 vacancies through leadership development and succession planning.
The Department will utilize available law enforcement resources to actively recruit qualified, motivated patrol
candidates as part of its succession plan.
To address anticipated vacancies, the Department will be sending one qualified candidate to attend the police
academy in 2026.
The Department will send at least one Sergeant to the School of Staff and Command to develop the
administrative and leadership skills necessary for future supervisory roles within the department.
ACCOMPLISHMENT: During 2026, the Police Department prepared for anticipated vacancies by hiring two new
Patrol Officers, one from the Lateral Eligibility List and one from the Police Officer Eligibility List. These hires

helped maintain staffing levels while bringing both experienced and newly selected personnel into the
Department. The Department also invested in leadership development by sending the newly appointed Deputy
Chief to a leadership conference and a Sergeant to the Northwestern University School of Police Staff and
Command. These professional development opportunities were intended to enhance leadership skills, support
their transition into their new roles, and ensure the Department continues to develop capable and effective
leaders for the future.

STATED GOAL: Ensure the Police Department operates in a fiscally responsible manner by monitoring operational
costs throughout the year.
The Department will conduct quarterly budget meetings to review expenditures and discuss necessary future
purchases to support operations.
The Department will evaluate current budget preparation procedures to improve the accuracy of future
projections and identify spending trends for more effective long-term budget planning.
ACCOMPLISHMENT: Throughout 2026, the Police Department closely monitored expenditures in key budget
areas, including overtime, attrition, and vehicle maintenance, to better identify spending trends and improve
the accuracy of future budget projections. The Department also developed and implemented a monthly
overtime tracking tool to monitor overtime usage and make proactive scheduling adjustments. These efforts
reduced unnecessary overtime expenses.

2027 Goals
IDENTIFIED GOAL: The Riverside Police Department will engage with the community to inform and educate residents
of the upcoming referendum on a new public safety facility.
The Riverside Police Department will engage with the community to provide factual, transparent, and
informative communications regarding the proposed public safety facility referendum. Through community
outreach efforts, educational materials, and public engagement opportunities, the Department will provide
residents with information on the purpose of the project, its anticipated impact on public safety services, and
the operational benefits of a modernized public safety facility.
These efforts will ensure residents have access to accurate information to make an informed decision during
the referendum process. In addition to educating the public, the outreach initiatives strengthened relationships
between the Police Department and the community by encouraging open dialogue, increasing transparency,
and reinforcing the Department's commitment to serving the Village through active community engagement.

IDENTIFIED GOAL: Promote safety and enforcement regarding the Village ordinances on the use of electric bicycles

and scooters (e-bikes/e-scooters).
The Riverside Police Department will focus its efforts on promoting the safe and lawful use of electric bicycles
and electric scooters through a combination of public education and proactive enforcement. The Department
will inform residents on Village ordinances and applicable Illinois statutes governing the operation of e-bikes
and e-scooters, emphasizing the importance of safe and responsible operation on public roadways and shared
use areas.
In addition to community education, officers will begin implementing enforcement initiatives targeting
violations of Village ordinances and state laws related to electric bicycles and electric scooters. These efforts
will increase awareness of the regulations, and enhance the safety of motorists, pedestrians, and cyclists
throughout the Village.

IDENTIFIED GOAL: The Riverside Police Department will focus on a crime prevention initiative to promote awareness

and safety in the community.
The Police Department will emphasize and inform residents on crime prevention strategies related to bank
fraud, financial scams, safeguarding personal property, and internet-related crimes.
The Riverside Police Department will focus its crime prevention initiative by providing residents with education
and resources designed to reduce opportunities for criminal activity and increase public awareness of emerging
crime trends.
WORKLOAD & PERFORMANCE MEASURES

Annual Uniform Crime Reporting

YTD 2026

Actual 2025

Actual 2024

Actual 2023

Homicide
Criminal Sexual Assault
Robbery
Aggravated Assault and Battery
Burglary
Theft
Motor Vehicle Theft

0
0
0
0
3
16
4

0
4
1
0
7
44
5

0
3
0
0
6
43
5

0
2
1
0
14
48
3

Calls for police service
Investigative Assist Responded To
Accident Reports Taken
Felony Arrests
Misdemeanor Arrests
DUI Arrests
Compliance Arrests
Traffic Citations

8,961
1
154
20
190
29
305
1,131

16,935
12
358
79
357
46
594
1948
3049
25
486
527
1578
8
133
178
349

17,714
6
304
56
312
51
506
2,118

16,607
20
279
33
327
68
769
1751

50
518
929
2,800
9
132
170
344

52
510
1268
2453
4
171
22
964

Workload Measures

Parking Tickets

Juvenile Arrests
Assist other agency
School Checks
Business Checks
Car seat Install/Check
Speed sign deployment
Traffic detail requests
Vacation watch

1,160
7
231
254
2,038
8
0
72
152

2,273

1790

FIRE

FUND: General Fund

SUMMARY
The mission of the Riverside Department of Fire/Rescue and Emergency Services is to protect the lives and property
within the boundaries of the Village of Riverside by providing high performance fire suppression, emergency
medical services, fire prevention, public education, and other emergency related services.

2026 Accomplishments
STATED GOAL: The Fire Department will reduce the number of preventable accidents in 2026.
The Fire Department will continue to provide extensive training and conduct mandatory drills focused on
proper equipment operation and safe handling procedures.
The Fire Department will review and update the Department policies related to equipment operation and
safety to ensure alignment with best practices and current standards.

ACCOMPLISHMENT: The Fire Department reduced the number of preventable accidents through

continuous mandatory training, reviews of equipment handling policies, and ongoing department safety
meetings. These proactive efforts reinforced safe operating practices, increased accountability, and
contributed to a measurable improvement in overall operational safety.

STATED GOAL: Maintain Fire Department equipment and perform regularly scheduled equipment inspections.
The Fire Department will perform equipment inspections regularly on all apparatuses to verify Department
equipment is functioning properly and ensure operational readiness.
Review the documentation process for the equipment inspections with all Fire Department staff to ensure
all records are accurate and up to date.

ACCOMPLISHMENT: The Fire Department implemented and strictly enforced mandatory equipment

inspection schedules to improve accountability and operational readiness. Inspections are conducted on a
daily, weekly, and monthly basis, depending on the type of equipment. Equipment inspection forms are
completed each day by personnel assigned to the shift and reviewed to ensure compliance with
departmental standards. The implementation of these inspection procedures has enhanced the
Department's ability to track the location and condition of tools and equipment, identify maintenance needs
in a timely manner, and develop more accurate estimates of each asset's useful service life. These efforts
help ensure equipment remains operational, reliable, and ready for emergency response.

STATED GOAL: The Fire Department will continue to focus efforts on a succession plan that ensures the firefighters
are highly proficient and well-trained.

The Fire Department will continue to provide training to firefighters to prepare them to transition to roles
with additional responsibilities, such as apparatus engineer (driver), or shift supervisor.
The Fire Department will provide refresher courses for firefighters to keep them current with best practices
and familiar with equipment and tools that are not utilized regularly.

ACCOMPLISHMENT: The Fire Department Training Division works closely with firefighters of all skill levels

to ensure everyone is using the most current recommended best practices, is current on all training
requirements, and incentivizes firefighters to obtain additional certifications recognized by the Office of the
State Fire Marshall (OSFM).

2027 Goals
IDENTIFIED GOAL: Conduct a comprehensive assessment of qualified Fire Department personnel to evaluate their

knowledge, skills, abilities, and leadership competencies in preparation for promotions to the rank of Lieutenant.
The Fire Department will conduct a promotional assessment for qualified firefighters interested in serving
the Department in a greater leadership capacity. The assessment will evaluate each candidate's knowledge,
skills, abilities, and leadership characteristics to establish an eligibility list for promotion to the rank of
Lieutenant. This process is designed to ensure that promotions are based on merit and that the Department
is prepared to meet its future leadership needs.
The Fire Department will continue to maintain a promotional list to ensure preparedness in the event of an
unexpected vacancy.

IDENTIFIED GOAL: The Fire Department will assist in educating residents about the proposed new public safety
facility.

The Fire Department will provide factual information regarding the project's purpose, operational benefits,
and community impact. These outreach efforts are intended to ensure residents have the information
necessary to make an informed decision when voting on the referendum.
These outreach efforts will also foster meaningful engagement between Fire Department personnel and
community members, strengthening relationships, enhancing public trust, and promoting a more informed
and connected community.

IDENTIFIED GOAL: The Fire Department will continue to implement and strengthen its succession planning efforts
to ensure firefighters are highly proficient, well-trained, and prepared to assume future leadership and operational
responsibilities.
The Fire Department remains committed to developing personnel through ongoing training, professional
development, and new leadership opportunities to maintain skilled and dedicated firefighters.

Firefighters in leadership roles will consider new recruitment techniques to ensure Riverside attracts the
most talented and skilled firefighters seeking new employment opportunities.

KEY PERFORMANCE MEASURES/SERVICE INDICATORS

Major Incidents

Fires
Overpressure rupture/explosion/overheat - no fire
Rescue & emergency medical service
Hazardous condition; no fire
Service call
Good intent call (Good Intent and Service Call combined in
2026)
False alarm/false call

Workload Measures

Building Fire
Passenger vehicle fire
Brush and grass mixture fire
Outside rubbish, waste, or trash fire
EMS call, excluding vehicle accident with injury
Motor vehicle accident with injuries
Extrication of victims from vehicle
Gas leak (natural gas, LPG)
Chemical spill/leak
Power line down
Public service
Assist
Cover assignment; standby, move up
Dispatched, but cancelled en route
Smoke scare; odor of smoke
Smoke detector activation due to malfunction
Smoke detector activation; no fire-unintentional
Alarm system activation; no fire-unintentional
Carbon monoxide detector activation, no CO

YTD 2026

Actual 2025

Actual 2024

Actual 2023

18
0
3
47
5

39
0
870
79
51

35
0
785
67
33

45
0
996
67
44

96
266

338
259

289
231

311
234

9
3
2
4
325
43
1
19
1
16
19
23
8
180
9
50
467

19
5
4
1
754
84
2
49
0
8
7
3
7
326
5
19
34
64
11

20
1
3
2
720
70
1
37
4
14
7
1
6
319
8
14
42
61
11

20
1
3
1
832
101
1
29
2
6
6
2
10
300
5
14
26
60
4

4

PUBLIC WORKS
FUND: General Fund

SUMMARY
The Public Works Department is responsible for the planning, design, construction, operation, and maintenance of
the Village's infrastructure, including municipal facilities, utility systems, transportation networks, and
environmental assets. Utility systems include the Village's water distribution and sanitary sewer systems.
Transportation infrastructure includes streets, sidewalks, signage, street lighting (gas and electric), parking lots, and
the maintenance of the Village's fleet. Environmental responsibilities include the maintenance of public trees, park
landscapes, and other Village-owned green spaces.
In addition to these core functions, the department assists with the planning and management of community
events, provides emergency response and recovery support during natural and man-made disasters, and serves as
the staff liaison to the Landscape Advisory Commission.

2026 Accomplishments
STATED GOAL: Resurface roadways affected by the 2025 Sewer Separation and Water Main Project, including
Olmsted Road, Gage Road, a portion of Blackhawk Road, and South Herbert Road.
Successfully resurfaced roadways including various curb replacements and ADA crosswalks.
STATED GOAL: Replace lead service lines as part of the IEPA Lead Service Line Replacement and Notification Act
Successfully replaced approximately 300 lead water services as identified in the Village’s Lead Service Line
Replacement Program.
STATED GOAL: Replace sidewalk as part of the Village’s annual sidewalk replacement program.
Successfully replaced approximately 575 sidewalk squares, totaling 14,375 square feet, throughout Riverside
focusing on areas adjacent to planned Village projects to maximize efficiency and reduce costs.

2027 Goals
IDENTIFIED GOALS:
Resurface Herrick Road
Replace sidewalk as part of the Village’s ongoing Sidewalk Replacement Program.
Replace lead service lines, contingent upon securing additional funding.
Continue the expanded reforestation effort to replace trees lost during the 2022 storm.

KEY PERFORMANCE MEASURES/SERVICE INDICATORS
Workload Measures
Work Orders
J.U.L.I.E. Locates
Utility Permits Issued
Miles of Street Resurfaced
Sidewalk Repairs
Street Sweeping Tonnage
Street Sweeping Cycles (Leaf Pickup)
Water Gallons Pumped (millions)
Water System Repairs
Sewer System Repairs
Catch Basins Cleaned
Gas Lamps Repaired
Trees Removed
Trees Planted
Trees Trimmed Contractually (cyclic)
Trees Trimmed by Staff
Mowing Cycles Completed
Ball Field Cycles Completed
Lead Service Lines Replaced

YTD 2026 (through7/31)
225
770
7
0
11
61.35
4
109.61
6
9
158
26
15
102
0
286
7
11
60

Actual 2025
780
1,822
4
0
1,738
113
7
232
14
12
28
90
86
56
894
975
20
35
477

Actual 20242
869
1,272
6
0
15
133
7
224
31
4
83
44
94
148
916
747
17
32
10

Actual 2023
2,432
1,342
6
0.30
50
104
9
233
85
14
31
38
98
95
761
548
17
34
8

PARKS & RECREATION
FUND: Recreation

SUMMARY
The Parks and Recreation Department is committed to providing a quality of life through programs, activities, and
park services for the Riverside Community. The Department is responsible for all recreational programming, special
events and maintenance of park spaces as defined in the Village Code. Maintenance of recreation facilities, including
the Historic Water Tower and Community Center at 43 E. Quincy St., are covered by the Public Works Department.
The Parks and Recreation Department’s financials are reported in a Special Revenue Fund to clearly represent that
the Recreation Tax Levy and programming revenue fully support the operations and capital activities of the
Department. The Department has completed a Master Plan which will inform future planning for the community.

2026 Accomplishments
STATED GOAL: Maximize usage of all department facilities for programming and rentals.
Strengthen and increase programming options at every facility.
Create party packages which could include themes, decorations, and supplies in order to increase rentals.
Conduct a review of facility rental fees and update as needed.
STATED GOAL: Collaborate with the village Communications and Marketing Manager for enhanced communication
with residents.
Create an advertising strategy and update our communications calendar.
Review our program brochure and make any necessary changes for a more appealing and user friendly
document.
Increase our social media footprint while expanding our audience and engagement.
STATED GOAL: Work closely with the Parks & Recreation Board to execute our Master Plan goals and projects.
Prioritize projects and allocate within the budget process.
Determine funding options, including grant opportunities to assist in project completion.
Work with Hitchcock Design Group for engagement and design for playground renovations.

2027 Goals
IDENTIFIED GOAL: Promote natural resources and conservation through programs and events.
Create and develop a nature-based, immersive preschool.
Secure a kayak vendor for rentals and guided trips.
Continue to offer Star Parties and promote the Dark-Sky initiative.
Work with GIS staff to create a natural resource map showing trails and river entry points.
IDENTIFIED GOAL: Assess, prioritize, and complete projects and initiatives as presented in our Master Plan.
Resurface and repurpose courts to accommodate additional pickleball opportunities.
Repair and reinvest in current facilities to bring them up to date or offer increased variability.
Create a universal evaluation system for programs to produce data that can be utilized for future
programming planning.
IDENTIFIED GOAL: Continue to provide safe and attractive parks, playgrounds, and facilities.
Work with the Department of Public Works to develop a comprehensive maintenance plan for courts and
playgrounds.
Assess courts and playgrounds to determine what could be repaired in-house or contracted within the
budget.
IDENTIFIED GOAL: Work with local agencies to provide services to the community.
Provide additional Mobile DMV events.
Host State of Illinois I-Pass on demand event.
CCPH Mobile Vaccination Clinic.
KEY PERFORMANCE MEASURES/SERVICE INDICATORS YTD 2026

Workload Measures

Scholarships Provided
Before/After School Participation
Summer Camp Participation
Programs Offered
Total Participation

12
1,608
1,865
384
5,013

Actual 2025

Actual 2024

Actual 2023

23
3,024
2,158
570
8,301

25
3,521
2,602
626
9,078

17
2,370
1,539
475
7,221

PARKS AND RECREATION BOARD
FUND: Parks and Recreation Fund

SUMMARY
The Parks and Recreation Board, appointed by the Village President and Board of Trustees, consists of five
members serving five year terms. One member is designated as the chairperson. The Parks and Recreation
Board was created in 1937 following approval of an ordinance delegating the tasks outlined in the Illinois
Municipal Code for maintaining a recreation system to the Parks and Recreation Board. This action took place
following approval of a referendum in 1937, where the residents permitted the Village to levy a tax for parks
and recreation. The Parks and Recreation Board possesses authority over designated public park and recreation
areas within the Village.
Before establishing anything in the parks, the Parks and Recreation Board must first consult with the Village
Board of Trustees. In consultation with the Village Manager, the Parks and Recreation Board adopts rules and
regulations governing the use and operation of designated public park and recreation areas as well as
establishes policies for the day-today operations of the Parks and Recreation Department. Approval of
expenditures for Parks and Recreation Board initiatives must follow the Village’s procurement policy as outlined
within the Village Code. Currently, any expenditure less than $25,000 must be approved by the Village Manager,
with expenditures in excess of this amount requiring Village Board approval. All Parks and Recreation Board
initiatives are budgeted within the Parks and Recreation Fund.

2026 Accomplishments
Continue to work with and engage residents to form a 501c3 to provide funding for scholarships and special
projects.
Assess the Master Plan to determine priorities and provide direction to the department and recommendations
to the Village Board of Trustees.
Work with the department and community to help design and complete the replacement of Turtle Park
Playground.

2027 Goals
Remain engaging residents to form a 501c3 to provide funding for scholarships and special projects.
Continue to assess the Master Plan to determine priorities and provide direction to the department and
recommendations to the Village Board of Trustees.
Pursue grant funding and outreach opportunities for additional grant funding. Host and attend on-site feedback
booths at events and programs.

MOTOR FUEL TAX FUND

SUMMARY
Motor Fuel Tax (MFT) revenues are collected from fuel purchases throughout Illinois and distributed by the State
to municipalities on a per capita basis. These funds are restricted to the operation and maintenance of public
streets and may be used for expenses such as street lighting, traffic signal maintenance, pavement markings,
street resurfacing, and other roadway-related improvements.
The Village of Riverside receives approximately $340,000 annually in MFT funding, which is primarily used to
support the operation and maintenance of the Village's street system. This allows the Village to fund roadway
resurfacing through the General Fund. In addition, the Village dedicates approximately $350,000 annually in
Non-Home Rule Sales Tax revenue to its street resurfacing program. These local funding sources are
supplemented by grant funding whenever available for eligible projects. Street improvements are accounted for
through the Capital Projects Fund.
During 2026, the Village replaced approximately 14,350 square feet of sidewalk. In addition, pavement
rejuvenation, crack sealing, and pavement marking were completed on numerous streets throughout the
community.
Southcote Road was reconstructed between Selborne Road and Uvedale Road. As part of the project, localized
curb repairs were completed where necessary to address deteriorated sections.

Proposed projects to occur during 2027 include:
Sidewalk Replacement
A combination of full replacement, saw cutting, and mud jacking. The bulk of sidewalk replacement is done in
conjunction with a larger construction project, within the Village, to ensure the best pricing.
Pavement Rejuvenation
The process of applying a sealant that inhibits the infiltration of water into the asphalt surface.
Pavement Marking
Thermoplastic pavement marking is applied to roads to ensure visible long-lasting lines and symbols for things

MOTOR FUEL TAX FUND

like crosswalks and lane delineation.
Crack Sealing
A rubberized material that is heated and poured into roadway cracks to seal them. This keeps out the debris and
water helping to prolong the life of the roadway.

STREET IMPROVEMENT FUND

SUMMARY
The Village of Riverside established the Street Improvement Fund beginning in fiscal year 2025 to allocate all
revenues specifically for street maintenance, repairs and improvements. Revenues allocated in this fund include
non-home rule sales taxes, transfers from the General Fund for motor fuel taxes and the portion of the Village’s
annual property tax levy dedicated to streets. The eligible expenses in this fund include:
• Construction, maintenance, repair, improvement, and resurfacing of streets
• Bike lanes
• Pedestrian islands
• Sidewalks
• Traffic calming mechanisms and improvements
• Traffic safety improvements
• Construction, repair, and replacement of traffic signs and signals
• Street markings, pavement rejuvenation, and crack sealing
The creation of the Fund ensures an added layer of transparency and financial accountability following passage
of the Village’s Street Tax Levy Referendum in November 2024. The approved referendum permits the Village
to reallocate funding previously earmarked for bond interest and issuance costs to instead be used for the
maintenance of streets beginning for the 2024 tax levy (to be collected in 2025). The financial impact of the
referendum for residents is property tax neutral in that the amount of funds typically included in the annual tax
levy for street improvements remain unchanged in 2025 and will incrementally increase by the Consumer Price
Index (CPI) in future years.

SPECIAL RECREATION FUND

SUMMARY
The Special Recreation Fund was created by a special recreation tax levy and accounts for membership fees for the
West Suburban Special Recreation Association (WSSRA), inclusion aide salaries, and Americans with Disabilities Act
(ADA) capital projects. Parks and Recreation Director Ron Malchiodi is the Village representative to serve on the
WSSRA Board along with an alternate annually who will vote on the WSSRA budget and coordinate programming.

HARLEM AVENUE BUSINESS DISTRICT NO.1

SUMMARY
Business District development and redevelopment is specifically provided for in 65 ILCS § 5/11- 74.3-1 et seq. (the
“Act”). Pursuant to the Act, the Village may designate a specific area of the Village as a Business District, with the
authority to levy an additional sales tax therein. The Harlem Avenue Business District is generally bounded by
Berkeley Road to the north, Harlem Avenue to the east, the gas station just south of Longcommon Road to the
south and residential properties to the west. The Business District was created to address economic
underutilization of the properties within the district and encourage redevelopment of the commercial frontage
along Harlem Avenue to increase business activity, attract sound and stable commercial growth, create and retain
job opportunities and enhance and diversify the tax base. The Village levies an additional 1% sales tax within the
district per the enabling Act. These monies can be used for paying Business District Project Costs and any obligations
incurred by the Village to pay such Business District Project Costs.

2026 Accomplishments
Installed of a gateway sign and streetscape features at Harlem Avenue and Longcommon Road in coordination
with a private property owner.
Began discussions with business owners in the district about economic incentive opportunities

2027 Goals
Increase business activity, attract sound and stable commercial growth, and create and retain job opportunities.
Enhance and diversify the tax base.
Continue redevelopment efforts in the district to attract commercial growth and support existing businesses.
Enrich the attractiveness of the north entry of the Village with signage and other enhancements.

HARLEM AVENUE BUSINESS DISTRICT NO. 2

SUMMARY
Business District development and redevelopment is specifically provided for in 65 ILCS § 5/11- 74.3-1 et seq. (the
“Act”). Pursuant to the Act, the Village may designate a specific area of the Village as a Business District, with the
authority to levy an additional sales tax therein. The Harlem Avenue Business District No. 2 is generally bounded by
Selborne Road to the north, Harlem Avenue to the east, Lawton Road to the south and E. Burlington Street from N.
Delaplaine Road to the west and Harlem Avenue to the east. The Business District was created to address economic
underutilization of the properties within the district and encourage redevelopment of the commercial frontage
along Harlem Avenue to increase business activity, attract sound and stable commercial growth, create and retain
job opportunities and enhance and diversify the tax base. The Village levies an additional 1% sales tax within the
district per the enabling Act. These monies can be used for paying Business District Project Costs and any obligations
incurred by the Village to pay such Business District Project Costs.

2026 Accomplishments
Received Proposals for the redevelopment of the property at 363-369 E Burlington Street and 3320 S Harlem
Avenue.
Addressed business concerns related to food truck parking and supported businesses bolstered by food truck
vending.

2027 Goals
Increase business activity, attract sound and stable commercial growth, create and retain job opportunities.
Enhance and diversify the tax base.
Continue redevelopment efforts in the district to attract commercial growth.
Coordinate with new redevelopment partners for properties along E Burlington Street.
Encourage businesses and property owners to make façade updates and other streetscape improvements.

OGDEN-HARLEM BUSINESS DISTRICT NO.3

SUMMARY
Business District development and redevelopment is specifically provided for in 65 ILCS § 5/11- 74.3-1 et seq. (the
“Act”). Pursuant to the Act, the Village may designate a specific area of the Village as a Business District, with the
authority to levy an additional sales tax therein. The Ogden-Harlem Avenue Business District No. 3 is generally
bounded by Blackhawk Road to the north, Harlem Avenue to the east, Ogden Avenue to the south and Lionel Road
to the west. The Business District was created to address economic underutilization of the properties within the
district and encourage redevelopment of the commercial frontage along Harlem and Ogden Avenues to increase
business activity, attract sound and stable commercial growth, create and retain job opportunities and enhance
and diversify the tax base. The Village levies an additional 1% sales tax within the district per the enabling Act. These
monies can be used for paying Business District Project Costs and any obligations incurred by the Village to pay
such Business District Project Costs.

2026 Accomplishments
Activity in Business District 3 remains stable.

2027 Goals
Increase business activity, attract sound and stable commercial growth, create and retain job opportunities.
Enhance and diversify the tax base.
Continue redevelopment efforts in the district to attract commercial growth.

[Type text]

WATER AND SEWER FUND

SUMMARY
The Water and Sewer Fund accounts for the operation and maintenance of water and wastewater
services within the Village. The largest expenditure item in the Water and Sewer Fund is the cost
of the water commodity, which is purchased from the Village of McCook. Other expenditures in
this Fund include water and sewer infrastructure projects, repayment of debt issued by the Fund
and personnel expenses.

In 2026, the Public Works Department oversaw the completion of the Olmsted Sewer Separation
and Water Main Improvement Project, which included roadway reconstruction and resurfacing.
The project focused on separating combined sewers within the second division, primarily along
Olmsted Road and Gage Road, with additional improvements on portions of Lawton Road and East
Quincy Street. Water mains were replaced on Olmsted Road, Gage Road, and a section of
Blackhawk Road, and lead water service lines within the project limits were also replaced.
Beyond the Olmsted project, the Village replaced approximately 300 lead water service lines as
part of its community-wide Lead Service Line Replacement Program. These improvements are
being funded through a zero-interest loan from the State of Illinois and represent the Village's
ongoing commitment to improving drinking water infrastructure.
The Water Department also replaced one of its water distribution pumps and a water and sewer
utility vehicle. Both purchases were part of the department's planned equipment replacement
program and will help maintain the reliability and efficiency of the Village's water utility.
The Village intends to continue its Lead Service Line Replacement Program in 2027, contingent
upon receiving additional loan funding from the State of Illinois.

PARKING LOT FUND

SUMMARY
The Parking Lot Fund accounts for the operation and maintenance of the Village’s
commuter/residential and public parking lots. The Village maintains 5 commuter and residential
parking lots in and around the Central Business District (CBD) and 4 parking lots for use by visitors,
patrons and employees of local businesses. There are currently 216 commuter and overnight
resident permit parking spaces and 43 business permit spaces within these lots. In addition, there
are 64 metered spaces for use by the public.
No personnel are budgeted in this fund; however, an annual fee is charged to this fund by the
General Fund for the maintenance and administration costs, including snow removal,
maintenance and repairs, landscaping, fencing, lighting and signage.

In 2026, the Village cleaned the paver brick joints at Metra Commuter Lot 1 as part of its
maintenance agreement with the Metropolitan Water Reclamation District (MWRD). This
maintenance is required in perpetuity under the funding terms used for the parking lot’s
installation.
No large-scale parking lot maintenance projects are planned for 2027.

AGENDA ITEM SUMMARY

Agenda Item

DIRECTION ON LICENSING VILLAGE PROPERTY TO RIVERSIDE PRESBYTERIAN CHURCH AND
PAYING FOR THE ASSOCIATED LEGAL FEES
☐ Ordinance

Meeting Date:

September 3, 2026

Submitted By:

Anne Cyran, Community
Development Director

Department:

Community Development

☐ Resolution
☐ Bid Authorization/Award
☐ Information
☒ Other

Discussion

EXECUTIVE SUMMARY
Mark Zimmerly, Pastor of Riverside Presbyterian Church located at 116 Barrypoint Road, recently requested to
place two small tables with chairs in the area adjacent to the walkway in front of the sanctuary; the location is
identified in Attachment A. The purpose is to provide a welcoming space for fellowship, conversation, and
community gathering before and after worship services and church events.
Reverend Zimmerly stated that, while the church understood there may be a fee associated with a license, they
do not think it is practical for the church to pay the Village Attorney’s fees related to drafting a license.
Staff requests the Board’s direction on whether the Board supports licensing the space to the church and, if so,
whether the church should pay the associated legal fees.

ACTION PROPOSED
Action Requested:

☐ Approval

☒ Discussion

☐ Information

Staff requests the Board’s direction:
A. Should the Village license the space to the church?
B. Should the church pay the Village Attorney’s fees related to drafting a license?

ATTACHMENT
A. Requested Outdoor Seating Area




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Location of Proposed
Seating Area

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Property line

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