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Home My Public Portal About07-10-2017.COW Agenda and Packet&RPPLWWHHRIWKH:KROH:RUNVKRSRIWKH3UHVLGHQWDQGWKH%RDUGRI 7UXVWHHV 0RQGD\-XO\ 30 :/RFNSRUW6WUHHW 3ODLQILHOG,/ ,QWKH%RDUGURRP $JHQGD $ &$//7225'(552//&$//3/('*( % $33529$/2)7+(0,187(6 %$SSURYDORIWKH0LQXWHVRIWKH6SHFLDO0HHWLQJDQG&RPPLWWHHRIWKH:KROH:RUNVKRS KHOGRQ-XQH 6SHFLDO9LOODJH%RDUG0HHWLQJ0LQXWHV &2:0LQXWHV & 35(6,'(17,$/&200(176 ' 75867((6&200(176 ( 38%/,&&200(176PLQXWHV ) :25.6+23 )'(9(/230(17675$7(*,(6)259,//$*(2:1('3$5.µ1¶5,'( 3523(57< 6WDIIZLOOSUHVHQWVWUDWHJLHVIRUSXUVXLQJGHYHORSPHQWRIWKHVXUSOXVSURSHUW\WKDWLVQRW UHTXLUHGIRUWKH3DFH3DUNµQ¶5LGHIDFLOLW\([SORULQJPDUNHWLQWHUHVWLQGHYHORSLQJWKH SURSHUW\PD\DGYDQFHPXOWLSOH9LOODJHJRDOVDQGREMHFWLYHVZKLFKZLOOEHKLJKOLJKWHGLQ WKHSUHVHQWDWLRQ 'HYHORSPHQW6WUDWJLHVIRU3DUN15LGH6WDII5HSRUW 5(0,1'(56 -XO\ &RIIHHZLWKWKH0D\RU±DP -XO\ +LVWRULF3UHVHUYDWLRQ&RPPLVVLRQ±SP -XO\ 9LOODJH%RDUG0HHWLQJ±SP -XO\ 1H[W&RPPLWWHHRIWKH:KROH:RUNVKRS±SP 1 &RPPLWWHHRIWKH:KROH:RUNVKRSRIWKH3UHVLGHQWDQGWKH%RDUGRI7UXVWHHV 3DJH 2 VILLAGE OF PLAINFIELD SPECIAL MEETING MINUTES JUNE 26, 2017 AT: VILLAGE HALL BOARD PRESENT: L.NEWTON, E.O’ROURKE, B.WOJOWSKI, M.BONUCHI, B.LAMB, AND C.LARSON. BOARD ABSENT: M.COLLINS. OTHERS PRESENT: B.MURPHY, ADMINISTRATOR; D.KISSEL, WASTEWATER SUPERINTENDENT; J.PROULX, PLANNING DIRECTOR; K.GOSKA, BUILDING OFFICIAL; T.PLECKHAM, MANAGEMENT SERVICES DIRECTOR; AND K.GRECO, POLICE COMMANDER. CALL TO ORDER, ROLL CALL, PLEDGE Trustee Bonuchi called the meeting to order at 7:00 p.m. Roll call was taken, all Trustees were present. Mayor Collins was absent. Trustee Bonuchi led the pledge to the flag. There were approximately 8 persons in the audience. Trustee Lamb moved to appoint Trustee Bonuchi as this evening’s Chair. Second by Trustee Larson. Vote by roll call. Newton, yes; O’Rourke, yes; Wojowski, yes; Bonuchi, yes; Lamb, yes; Larson, yes. 6 yes, 0 no. Motion carried. PUBLIC COMMENTS (3 – 5 Minutes) No Comments. BUSINESS MEETING 1) APPROVAL OF AGENDA Trustee Lamb moved to approve the Agenda. Second by Trustee Larson. Vote by roll call. Newton, yes; O’Rourke, yes; Wojowski, yes; Bonuchi, yes; Lamb, yes; Larson, yes. 6 yes, 0 no. Motion carried. 2) CROSSROADS BUSINESS CENTER PLANNED DEVELOPMENT (PC CASE #1760-050817.SU/FP) Trustee Lamb moved to adopt Ordinance No. 3316, approving a major change for the planned development to permit a self-storage facility, memory care facility, and up to three (3) drive-thru operations for the planned development known as the Crossroads Business Center at the southeast corner of 143rd Street and Wallin Drive. Second by Trustee Larson. Vote by roll call. Newton, yes; O’Rourke, no; Wojowski, yes; Bonuchi, yes; Lamb, yes; Larson, yes. 5 yes, 1 no. Motion carried. Trustee Lamb moved to approve the Final Plat for the Crossroads Business Center at the southeast corner of 143rd Street and Wallin Drive. Second by Trustee Larson. Vote by roll call. Newton, yes; O’Rourke, no; Wojowski, yes; Bonuchi, yes; Lamb, yes; Larson, yes. 5 yes, 1 no. Motion carried. 3 3) NEXT DOOR SELF-STORAGE SITE PLAN REVIEW (PC CASE #1761- 050817.SPR) Trustee Newton moved to approve the site plan review for a proposed self-storage facility on Lot 2 of the Crossroads Business Center 2nd Resubdivision, subject to the stipulations noted in the staff report. Second by Trustee Lamb. Vote by roll call. Newton, yes; O’Rourke, no; Wojowski, yes; Bonuchi, yes; Lamb, yes; Larson, yes. 5 yes, 1 no. Motion carried. Trustee Lamb moved to adjourn. Seconded by Trustee Newton. Voice Vote. All in favor, 0 Opposed. The meeting adjourned at 7:05 p.m. Michelle Gibas, Village Clerk 4 Minutes of the Committee of the Whole Workshop of the President and the Board of Trustees Held on June 26, 2017 At Village Hall Trustee Bonuchi called the meeting to order at 7:06 p.m. Board Present: Trustee Newton, Trustee O’Rourke, Trustee Wojowski, Trustee Bonuchi, Trustee Lamb, Trustee Larson. Board absent: Mayor Collins. Others present: Brian Murphy, Administrator; Doug Kissel, Wastewater Superintendent; Jon Proulx, Planning Director; Traci Pleckham, Management Services Director; and Kevin Greco, Police Commander. There were approximately 6 persons in the audience. Trustee Lamb moved to approve the Minutes of the Joint Historic Preservation Commission and Committee of the Whole Workshop held on May 22, 2017. Second by Trustee O’Rourke. Vote by roll call. Newton, yes; O’Rourke, yes; Wojowski, yes; Bonuchi, yes; Lamb, yes; Larson, yes. 6 yes, 0 no. Motion carried. PRESIDENTIAL COMMENTS No Comments. TRUSTEE COMMENTS Trustee Lamb asked staff to look at shopping centers to ensure that the landscaping is not obstructing the point of view and also suggested not mandating landscaping, trees are fine, at the entrances/exits of shopping centers. Trustee O’Rourke inquired about the plan for the Ridge Road property. Administrator Murphy stated that the attorney is working on recording the necessary documents and that he will follow up with the attorney. PUBLIC COMMENTS WORKSHOP 1) C.W. AVERY YMCA PRESENTATION Mr. Jim Watts, President and CEO of the Joliet Area YMCA, and other representatives gave a presentation highlighting plans for near-term improvements and long-term improvements to the C.W. Avery YMCA including walking paths, storm shelter, storage areas, washrooms, splash pad area, additional multi-purpose rooms, gym addition, parking lot expansion , and fitness and Presence Health addition. Director Proulx pointed out that staff is working with the YMCA on the parking lot expansion. Trustee Bonuchi thanked the YMCA representatives and read the reminders. Trustee Lamb moved to adjourn. Second by Trustee O’Rourke. Voice Vote. All in favor, 0 opposed. Motion carried. The meeting adjourned at 7:25 p.m. Michelle Gibas, Village Clerk 5 6 Plainfield Park ‘n’ Ride – Development Strategies Enclosures and Resources “Public-Private Partnerships” presentation by Design-Build Institute of America (enclosed) “P3 Basics in Design-Build Projects” presentation by Susan Roberts, Texas A&M and Nancy C. Smith, Mossaman via Design-Build Institute of America (enclosed) “Public-Private Partnerships” from A Handbook of Alternative Service Delivery for Local Government by Kurt Thurmaier, editor, published by Northern Illinois University in partnership with HR Green, Inc. (enclosed) Representative Example of P3 Request for Qualifications Michigan Department of Transportation – Delivery of Freeway Lighting as Public-Private Partnership Project (see link) 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 A HANDBOOK OF OF ALTERNATIVE SERVICE DELIVERY FOR LOCAL GOVERNMENT EXECUTIVE SUMMARY VERSION Kurt Thurmaier, Editor with Dawn Peters Craig Rapp Authors: Jerry Gabris Heidi Koenig Craig Maher Katherine Piker Alicia Schatteman Northern Illinois University and Kimberly Nelson University of North Carolina-Chapel Hill This project was underwritten by HR Green, Inc. 24 12 CHAPTER 6: PUBLIC-PRIVATE PARTNERSHIPS Gerald Gabris Definition: Public private partnerships (P3s) in local government are the most complex and unique forms of alternative service delivery. A 3P venture is a long-term, strategic contractual agreement between a local government and a private sector entity, where the skills and assets of each sector are shared in delivering a service or facility for the use of the general public, and where each party shares in the risks and rewards. Why consider Public-Private Partnerships? Entering into this type of P3 arrangement by a local government should not be taken lightly. A common problem is that some local governments end up assuming almost all of the risk associated with the partnership, and when they go south, end up absorbing all of the losses. What we learned from a survey of recent research: x P3s are unique in that the planning for and rewards of such contracts are normally long term, often taking several years to unfold and mature. x The local government needs to engender a realistic, flexible attitude toward a P3, and realize that it will involve a long term commitment that will unlikely produce immediate, short term results. What we learned from the focus group discussions: x Developing a sense of readiness to engage in a P3 is associated with transformational leadership by a local executive. Transformational leaders tend to be visionaries who believe it is possible to accomplish complex goals if an organization generates to will to so. This type of strong commitment to a larger vision is useful in convincing the broader local organization that a partnership is plausible. x A unified governing board that generally shares in this vision is an important ingredient of readiness. So is a stable, strong in-house expertise in economic development. There are so many possible paths a P3 might take; the local government needs in-house expertise to separate the forest from the trees. x Importantly, both the administrative staff and elected officials need skill and competence in explaining how a public partnership advances a specific public good. x Success depends heavily on the stability and low turnover of the staff and elected officials who initially designed the P3 agreement. They possess ownership of the partnership and have a stake in seeing that it is successful. x The partnership needs to remain part of the long term vision of the community, and continue to be grounded in a collaborative relationship between the partners that is flexible and evolving. The flexibility is needed to address environmental changes and conditions that neither partner initially anticipated, but nonetheless, is now crucial. x The governing board needs to have developed sufficient skill in managing any within board conflicts regarding the partnership, and understand the risks and rewards of the long term relationship. x Successful P3's are based on positive results. Fundamentally, the public good utilized for justifying the P3 initially must be sufficiently achieved to claim success. Success builds success. Readiness checklist for P3: 9 What style of leadership is exercised by the chief executive? 9 Is the governing board unified in a shared vision with the chief executive that a P3 is an important ingredient for community economic development? 9 Is there a stable, strong in-house expertise in economic development? 9 Has the governing board developed sufficient skill in managing any within board conflicts regarding the partnership, and understand the long term risks and rewards of the relationship? 25 26 27 28 29 30 31 32 33 34 35 36