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T O F
CiTry
WEST CHICAGO
WHERE HISTORY & PROGRESS MEET
NOTICE
PUBLIC AFFAIRS COMMITTEE
Thursday, July 20, 2023
7:00 P.M. — Council Chambers
AGENDA
Call to Order, Roll Call, and Establishment of a Quorum
Approval of Minutes
A. Public Affairs Committee of May 22, 2023
Public Participation / Presentations
A. Marketing and Communication Strategic Plan
Items for Consent
A. Marketing and Communication Strategic Plan
B. Resolution 23-R-0062 — Intergovernmental Agreement with the
West Chicago Fire District for Certain Code Enforcement Matters
Items for Discussion
Unfinished Business
New Business
Reports from Staff
Adjournment
475 Main Street
West Chicago, Illinois
60185
T (630) 293-2200
F (630) 293-3028
www.westchicago.org
Ruben Pineda
MAYOR
Nancy M. Smith
CITY CLERK
Michael L. Guttman
CITY ADMINISTRATOR

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MINUTES
PUBLIC AFFAIRS COMMITTEE
Monday, May 22, 2023 7:00 P.M.
Call to Order, Roll Call, and Establishment of a Quorum.
Chairman Chassee called the meeting to order at 7:07pm. Roll Call found Alderman
Brown via phone call, Birch Ferguson, Smith and Short.
Alderman Hallett and Jakabcsin were not in attendance.
A. Selection of Chairman and Vice Chairman
Alderman Smith nominated Alderman Chassee as the Chairman of the Public Affairs
Committee, seconded by Alderman Birch Ferguson and the vote was unanimous for
approval.
Alderman Swiatek nominated Alderman Hallett as the Vice Chairman of the Public
Affairs Committee, seconded by Alderman Birch Ferguson and the vote was
unanimous for approval.
B. Selection of a Meeting Day and Time
Committee agreed to have Public Affairs Meetings changes to the third Thursday of
each month at 7pm.
Approval of Minutes.
A. Public Affairs Committee Minutes of April 24, 2023. Alderman Birch
Ferguson made a motion, seconded by Alderman Short to approve the revised minutes
of the Public Affairs Committee meeting. Voting Aye: Chairman Chassee, Alderman
Brown, Birch Ferguson, Smith and Short. Voting Nay: 0. Abstain: 0. Motion carried.
Public Participation / Presentations.
Items for Consent.
A. HWC 5k Special Event Permit Application - Alderman Birch Ferguson made a
motion, seconded by Alderman Smith to direct this item to City Council for approval.
Voting Aye: Chairman Chassee, Alderman Brown, Birch Ferguson, Smith and Short.
Voting Nay: 0. Motion carried.
B. B. WC HS Homecoming Parade Special Event Permit Application -
Alderman Birch Ferguson made a motion, seconded by Alderman Smith to direct this

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10.
item to City Council for approval. Voting Aye: Chairman Chassee, Alderman Brown,
Birch Ferguson, Smith and Short. Voting Nay: 0. Motion carried.
C. C. MID Funding Agreement - Alderman Birch Ferguson made a motion,
seconded by Alderman Smith to direct this item to City Council for approval. Voting
Aye: Chairman Chassee, Alderman Brown, Birch Ferguson, Smith and Short. Voting
Nay: 0. Motion carried.
Dz D. MID Special Event Permit Application - Alderman Birch Ferguson
made a motion, seconded by Alderman Smith to direct this item to City Council for
approval. Voting Aye: Chairman Chassee, Alderman Brown, Birch Ferguson, Smith
and Short. Voting Nay: 0. Motion carried.
E. E. Frosty Fest Special Event Permit Application - Alderman Birch
Ferguson made a motion, seconded by Alderman Smith to direct this item to City
Council for approval. Voting Aye: Chairman Chassee, Alderman Brown, Birch
Ferguson, Smith and Short. Voting Nay: 0. Motion carried.
Items for Discussion.
Unfinished Business.
New Business.
Reports from Staff.
A. West Chicago Police Department Monthly Reports.
Adjournment. Alderman Birch Ferguson made a motion to adjourn, seconded by
Alderman Short. The motion approved by voice vote, and the meeting adjourned at
approximately 7:27pm.
Respectfully submitted,
Yahaira Bautista
Administrative Assistant to Chief of Police
West Chicago Police Department

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CITY OF WEST CHICAGO
MEMORANDUM
TO: Michael Guttman, City Administrator
FROM: Daniel Peck, Marketing & Communications Manager
SUBJ: Marketing & Communications Strategic Plan
DATE: June 27, 2023
The City currently lacks a comprehensive plan that provides a specific strategy to tackle the
existing and future challenges arising from the constantly evolving field of marketing and
communications. To address this issue, staff is presenting the attached Marketing and
Communications Strategic Plan.
As the initial component of a three-tiered Master Plan, the Plan establishes a framework for
building a stronger foundation for the City's present and future marketing and communications
efforts. The overall direction of the Plan is guided by the Strategic Priorities of establishing
effective communications practices and adopting a targeted and strategic approach to the City's
marketing initiatives.
To align with these priorities, five Strategic Goals have been formulated to steer the desired
outcomes of the Plan. Each Goal is accompanied by a set of Strategic Initiatives, which represent
the clear objectives of the Plan for staff to implement. For each Initiative, an action plan is
provided, outlining specific tasks, team members involved, and the steps required to effectively
achieve the objectives.
To summarize the document, outlined below are the individual Strategic Goals included in the
Plan. Each is accompanied by a brief summary that emphasizes their benefits as well as a list of
the corresponding Strategic Initiatives staff would be expected to implement within a timeframe
of approximately two years.
Provide the appropriate tools, resources, and guidelines that empower additional City staff
to assist with the communications process.
Establishing comprehensive guidelines on effectively utilizing different communications
platforms, along with clear policies for interacting with the public through those platforms, will
lay the groundwork for organizational practices that enable additional staff to participate and
engage in the City's communications processes.
Strategic Initiatives include developing an organizational Communications Plan, and analyzing
and updating the City’s current communications policies.

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Position the City as the primary source of community information.
The City can further build public trust by ensuring its communications platforms are reliable and
secure sources of accurate information. Additionally, by actively monitoring its digital presence
and promoting informational content from its partners, the City can establish itself as the primary
source for community information in West Chicago.
Strategic Initiatives include registering the City’s website as a government (.gov) domain,
increasing and monitoring the City’s digital presence and footprint, and increasing the promotion
of content from the City’s community and intergovernmental partners.
Enhance the user experience of the City’s website.
The reliance on technology for conducting business and accessing information is constantly
increasing. By ensuring the City’s website content is accessible to all users and frequently used
features operate efficiently for end-users the City can remain in sync with this trend. In addition,
through actively seeking out improvements and staying at the forefront of technological
advancements, the City can continue to enhance the ways in which the public communicates and
conducts business with the City.
Strategic Initiatives include developing and implementing a Website Accessibility and ADA
Compliance Plan, enhancing the calendar and meeting records management systems on the
City’s website, and conducting a Feasibility Study to determine the practicality of installing a
digital help desk and a service request system on the City’s website.
Evaluate West Chicago's visual brand.
Regularly evaluating the visual brand and brand assets is crucial for all organizations, including
government entities. By conducting periodic assessments, valuable insights can be gained into
public perceptions of West Chicago as both a community and an organization. Furthermore, this
process ensures that visual elements are in line with current design trends and technological
requirements. As part of these evaluations, it is equally important to make sure that all available
branding assets are in place to maintain an effective brand presence.
Strategic Initiatives include conducting a Visual Branding Study and developing an
Implementation Plan for City’s Wayfinding Master Plan.
Promote West Chicago as a great place to live, work, and visit.
Promoting the services and amenities of a community attracts new residents and families.
Similarly, creating and advertising an appealing downtown environment draws in more people,
which in turn appeals to more employers leading to a boost in the local economy. To highlight
West Chicago as an exceptional place to live, work, and visit, it is beneficial to develop and
execute individual targeted marketing strategies and similar development plans that address these
different aspects.
Strategic Initiatives include developing separate marketing strategies for community, economic
development, and downtown place marketing, and developing a Public Arts Master Plan.

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Marketing & Communications Strategic Plan: Foundation (2023 & 2024)
As methods, best practices, and trends for marketing and communications continue to evolve, it is important to
establish a systematic approach to tackle the dynamic landscape.
The provided Marketing and Communications Strategic Plan shall serve as a clear course of action for the next two
years that ensures the City is addressing current challenges while being prepared for potential changes in the field
of marketing and communications. The objective of this Plan is to ensure the City is providing a high quality
approach to its marketing and communications efforts that is effectively serving and promoting the City of West
Chicago and its community.
About the Plan
Foundation is the initial Strategic Plan component of a three-tiered Marketing and Communications Master Plan.
The purpose of Foundation is to establish base from which the City can build upon in the subsequent components
of the overall Master Plan.
Future components of the three-tiered Master Plan consist of Build and Grow, which will concentrate primarily on
strengthening the City's brand and assisting with the community’s planned growth outlined in the City’s
Comprehensive Plan.
The primary responsibility for executing the components of the Master Plan, including each Strategic Plan, lies with
the Marketing and Communications Division, which will operate under the guidance of the City Administrator and
the West Chicago City Council.
Strategic Priorities, Goals, and Initiatives
The Strategic Plan is divided into two primary Strategic Priorities: Effective Communications and Strategic
Marketing. Within each Priority, there are several Strategic Goals, each of which outlines a set of Strategic
Initiatives that staff will need to implement over the next two years. These Initiatives are accompanied by clear
objectives that outline the desired outcomes upon successful completion.
The following priorities, goals, initiatives, and outcomes will be organized in the following format.
A. Strategic Priority
1. Strategic Goal
a. Strategic Initiatives
i. Desired Outcome(s)
A. Effective Communications
1. Empower additional City staff to assist with communications efforts
The City can empower additional staff to assist with its communications efforts by providing them with the
necessary tools and resources. This includes providing access to relevant information and guidelines on how to
use communications tools effectively in addition to clear policies for how to interact with the public on behalf
of the City.

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a. Develop an organizational Communications Plan
i. Formulate guidelines that are applicable to most instances where staff members engage
with the public as part of their job duties
ii. Institute an organizational culture that places a high priority on public communications
and actively encourages all City staff to participate in the communications process
b. Analyze and update communications policies
i. Confirm communications policies are relevant and effective with changing technologies
and practices
ii. Establish clear policies that prevent misunderstandings and ensures staff are
communicating effectively and efficiently with the public
Position the City as the primary source of community information
The City can build trust and improve relationships with its residents by being a reliable and trustworthy source
of community information. Ensuring that community information is available on multiple secure platforms can
increase transparency, which can further enhance trust and community engagement.
a. Register the City’s website as a government (.gov) domain
i. Reinforce the City as a trusted source for information by validating the City website as
an official government website
ii. Increase cyber security for the City and its residents
iii. Increase visibility and discoverability of the City’s offered programs and services
b. Increase the City’s digital presence and footprint
i. Measure the impact of the City's digital outreach by actively monitoring and analyzing
relevant statistical data
ii. Improve the City’s digital footprint through an established strategy
c. Increase promotion of events, services, and programs offered by community and
intergovernmental partners
i. Define community and intergovernmental partner organizations
ii. Set up guidelines and submission requirements for community and intergovernmental
partners to provide content on the City's platforms
iii. increase awareness of partner events, programs, and services
Enhance the user experience of the City’s website
Enhancing the user experience of the City's website would make the website more user-friendly and intuitive
for visitors, making it easier for them to find the information and services they need on the website. This can
be achieved by improving the design and layout of current functions, adding functions that further empower
residents to conduct business online with the City, and ensuring that it is accessible to all users, including
those with disabilities.
a. Develop and implement a Website Accessibility and ADA Compliance Plan
i. Execute a full website audit to evaluate current status of website content and its
accessibility
ii. Formulate an Implementation Plan that outlines strategies that ensures all current and
future web content is accessible and available to all members of the public
b. Enhance the calendar and meeting records management systems on the City’s website
i. Integrate a calendar tool that can be efficiently managed by multiple staff members and
has an aesthetically pleasing front-end design for website visitors

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ii. Optimize file management processes on the City website, and integrate front-end
design upgrades to improve usability for end-users
iii. Ensure that frequently utilized website systems’ front-end designs comply with the
Website Accessibility and ADA Compliance Plan
c. Conduct a Feasibility Study to determine practicality of installing a digital help desk and a service
request system on the City’s website
i. Evaluate whether implementing a digital help desk and service request platform would
be advantageous for both the organization and the community
ii. Assess the feasibility of adding new platforms and whether they can be effectively
managed using the City's current content management system (CMS) and organizational
staff
B. Strategic Marketing
1. Evaluate West Chicago’s visual brand
It is important to periodically assess how the City's visual brand is perceived by its residents, visitors, and
stakeholders, and whether it accurately reflects the City's values, culture, and unique offerings. By conducting
a thorough analysis, the City can make informed decisions about any necessary updates or revisions to its
visual brand, ensuring that it effectively communicates the City's identity and resonates with its audience. This
can help to build stronger connections between the City and its constituents, foster community pride, and
attract new investment and visitors.
a. Conduct a Visual Branding Study
i. Perform an objective analysis of the City's existing visual brand identity to develop
recommendations for improvement, if necessary
b. Develop an Implementation Plan for City’s Wayfinding Master Plan
i. Design an implementation plan that will progressively achieve the City's Wayfinding
Master Plan incrementally
ii. Ensure that the design elements in the current Wayfinding Master Plan accurately
represent the City's visual brand identity
2. Promote West Chicago as a great place to live, work, and visit
Through carefully thought out strategies the City can best promote itself as a great place to live, work and
visit. Attracting more visitors boosts the local economy; building and promoting a good reputation attracts
new residents; and promoting the city as an attractive investment encourages development. Additionally, a
city that is promoted and celebrated can help build civic pride and a sense of community with residents.
a. Develop a Community Place Marketing Strategy
i. Improve marketing materials and content used to promote community-based initiatives
ii. Establish a strategy that highlights the City's positive reputation to attract new residents
and cultivate civic pride among current residents
b. Develop an Economic Development Place Marketing Strategy
i. Merge the City's website and economic development micro-site to enhance visibility
and increase traffic

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ii. Improve economic development marketing materials and verify that economic
development information is up-to-date for future marketing initiatives and campaigns
iii. Establish a strategy that actively promotes the City as an attractive investment
opportunity for development
c. Develop a Downtown Place Marketing Strategy
i. Establish a strategy that highlights the downtown's events, attractions, and businesses
while presenting it as a lively place to visit and conduct business
d. Develop a Public Arts Master Plan
i. Increase community pride and celebrate local culture through the display of public art
ii. Improve long-term management and planning of public art
iii. Ensure that public art harmonizes with the buildings, streetscapes, and open spaces of
the City

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‘A.1.2: Develop an organizational
‘Communications Plan
‘A.1b.: Analyze and update communications
policies
a ee
‘A.2.a: Register the City’s website as a
government (.gov) domain
‘A.2.b: Increase and monitor City's digital
presence and footprint,
‘A.2.¢: Increase promotion of events,
services, and programs offered by
community and intergovernmental partners
A.3.a: Develop and implement a Website
Accessibility and ADA Compliance Plan
‘A.3.b: Enhance the calendar and meeting
records management systems
‘A3.c: Conduct a Feasibility Study to
determine practicality of installing digital
help desk and service request system on City
website
B.1.a: Conduct a Visual Branding Study
oe
B.1.b: Develop an Implementation Plan for
City’s Wayfinding Master Plan
of
B.2.a: Develop a Community Place
Marketing Strategy
——__qa—cmoana
B.2.b: Develop an Economic Development
Place Marketing Strategy
—_—
B.2.c: Develop a Downtown Place Marketing
Strategy
tt
B.2.d: Develop a Public Arts Master Plan
Development
Implementation

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Strategic Priority: Effective Communications
Strategic Goal: Empower additional City staff to assist with communications efforts
Overview: The City can empower additional staff to assist with its communications efforts by providing them with the necessary tools and
resources. This includes providing access to relevant information and guidelines on how to use communications tools effectively in
addition to clear policies for how to interact with the public on behalf of the City.
Si nizational Communications Plan
egic Initative A.1.a: Develop an o}
Desired Outcomes:
« Formulate guidelines that are applicable to most instances where staff members engage with the public as part of their job duties
¢ Institute an organizational culture that places a high priority on public communications and actively encourages all City staff to
participate in the communications process
Action Plan
Action Phase Start Finish Resources
Seek guidance and recommendations from the City
Administrator on protocols and guidelines that should be Planning Jan 2023 Jan 2023
included in Plan
Marketing & Communications; City
Administrator
Conduct a review of current communications operations Planning Jan 2023 Feb 2023 Marketing & Communications
[Biante nceieerorancntane Tee Planninee pay 2023 Feb 2023. +=Marketing a Conmmunicaniens
) Analyze Gikparibs communications plans Planning Feb 2023 Feb 2023 aang & Gnu ed
jl
Prepare draft Plan for review Development Feb 2023 Mar 2023. Marketing & Communications
Review Draft Plan with Administration Department; make
Marketing & Communications;
necessary revisions Administration
Development Mar 2023 Aug 2023
Review Draft Plan with Department Heads and relevant
staff; make necessary revisions in Final Draft
Marketing & Communications;
Department Heads; Relevant Staff
Development Sep 2023 Sep 2023
a
Approve final draft for implementation; circulate
Communications Plan with relevant staff
Implementation Sep 2023 Oct 2023 = City Administrator
Conduct individual kick-off meetings with relevant staff to
discuss implementation needs and platform(s) access to Implementation Nov 2023 Dec 2023
ensure they are fully functional within their roles
Marketing & Communications; Relevant
Staff
Evaluate effectiveness of Plan through quarterly reviews
with relevant staff (March, June, September, December); Implementation Mar 2024 On-going
update as necessary
Marketing & Communications; Relevant
Staff
Strategic Initative A.1.b: Analyze and update communications policies
Desired Outcomes:
¢ Confirm communications policies are relevant and effective with changing technologies and practices
¢ Establish clear policies that prevent misunderstandings and ensures staff are communicating effectively and efficiently with the public
Action Plan
Action Phase Start Finish Resources
el
Conduct a review of current communications policies Planning Jul 2023 Jul 2023. = Marketing & Communications

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Analyze comparable communications policies Planning Jul 2023 Aug 2023 ~=Marketing & Communications
k dati for i t fi Depart it Marketing & C ications;
Seek recommendations for improvement from Departmen: Planning Aug 2023 Aug 2023 jarketing ommunications;
Heads Department Heads
Prepare draft policies for review Development Aug 2023 Marketing & Communications
Review dri licies with Administration Department; make Marketing & Communications;
cuweleis pele P Development Aug2023 —-Sep 2023 eareet
necessary revisions Administration
i lici ith D Heads; mak Marketing & Communications;
Review draft Po icles wit epartment Heads; make Detelenment Sep 2023 Sep 2023 arketing munications,
necessary revisions in final draft Department Heads
Approve final draft for implementation Implementation Sep 2023 Sep 2023 — City Administrator
Publish policies on City communications platforms; circulate
with staff; update Communications Plan
Implementation Oct 2023 Oct 2023. =Marketing & Communications Division
Review policies annually and update as needed Implementation Jan 2025

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Strategic Priority: Effective Communications
Strategic Goal: Position the City as the primary source of community information
Overview: The City can build trust and improve relationships with its residents by being a reliable and trustworthy source of community
information. Ensuring that community information is available on multiple secure platforms can increase transparency and engagement,
which can further enhance trust and community engagement.
Initative A. egister the City’s website as a government (.gov) domain
Desired Outcomes:
¢ Reinforce the City as a trusted source for information by validating the City website as an official government website
¢ Increase cyber security for the City and its residents
¢ Increase visibility and discoverability of the City’s offered programs and services
Action Plan
Action Phase Start Finish Resources
Review .gov transition process Planning Apr 2023 Apr 2023 Marketing & Communications
E abli ish ct team; hold ki Koff meeti to discuss rol Marketing & Co ications; IT.
stablish project te eting to discu les Planning May 2023 May 2023 eting mmunications
and transition process Consultant
Marketing & Communications; Cit
Submit authorization letter to .Gov Domain Registration Development May 2023 Jun 2023 Se Peer O ST Cy,
Administrator; Mayor
Submit online domain request for review Development Jun 2023 Jul 2023. + Marketing & Communications; IT
Add server addresses to. recy feeistrar Development i 2023 Aug 2023 _IT Division; Consultant
Cond: tim lementation pl: aan ; Outline email Marketing & Communications; IT;
‘onduct imple: n plan meeting; ou evelopment Aug 2023 sep 2023 arketing junications
domain server transition to .gov Consultant
eS
Marketing & Communications; IT;
Consultant
Launch new domain Implementation Oct 2023 Oct 2023
Marketing & Gommunleaienss IT;
Consultant
Establish redirect from original .org URL to new .gov URL Implementation Oct 2023 Oct 2023
Update all communications platforms with new URL;
publicize and d promo Implementation Nov 2023 Nov 2023 Marketing & Communications
Update internal staff email domains Implementation Nov 2023 Dec 2023. Marketing & Communications; IT
ncrease and monitor the City’s digital presence and footprint
Strategic Initative A.2
Desired Outcomes:
¢ Measure the impact of the City's digital outreach by actively monitoring and analyzing relevant statistical data
Improve the City’s digital footprint through an established strategy
Action Plan
Action Phase Start Finish Resources
Identify and analyze the City's current digital platforms Planning May 2023 May 2023 Marketing & Communications
Identify key performance indicators (KPIs) for measuring
eae: Planning Jun 2023 Jul 2023 Marketing & Communications
success of initiative
Establish annual KPI were goals Development Jul 2023 Aug 2023. Marketing & Communications
Develop de data reporting process to track KPIs Development Ate 2023 Sep 2023 Marketing & Communications
Prepare Di ital Communications Strate; that identifies
P ata By : Development Sep 2023 Oct 2023. Marketing & Communications
actions to achieve targeted goals
Pn ed
Initiate actions set within Strategy Implementation Nov 2023 ig & Communications
Report quarterly KPI metrics implementation lets) Quarterly Marketing & Communications
Marketing & Communications; City
Identify new KPI target goals and evaluate Strate; Implementation Annuall Annuall
iy eats BY 2 y Y administrator

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Strategic Initative A.2.c: Increase promotion of events, services, and programs offered by community and intergovernmental partners
Desired Outcomes:
© Define community and intergovernmental partner organizations
Set up guidelines and submission requirements for community and intergovernmental partners to provide content on the City's
platforms
¢ Increase awareness of partner events, programs, and services
Action Plan
Action Phase Start Finish Resources
Identify relevant ity and intergovernmental partner
iy See Doe P Planning Nov 2023 Dec 2023. Marketing & Communications
organizations; identify points of contacts
Review identified partners’ regular communications content Planning Dec 2023 Dec 2023. Marketing & Communications
Prepare draft submission guidelines and requirements for
Devel t Dec 2023 Jan 2023 Marketin mmunications
submitting content to the City for dissemination Se oa es oe arketing 2 communicat
Review draft guidelines with intergovernmental Marketing & Communications;
pat he Development Jan 2023 Feb 2023
communications group; make necessary revisions Community Partners
Circulate guidelines with relevant organizations; update
Communications Plan with guidelines
Implementation Feb 2023 Mar 2023 Marketing & Communications
Disseminate content received from approved partners Implementation Mar 2023 On-Going Marketing & Communications

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Strategic Priority: Effective Communications
Strategic Goal: Enhance the user experience of City's website
Overview: Enhancing the user experience of the City's website would make the website more user-friendly and intuitive for visitors,
making it easier for them to find the information and services they need on the website. This can be achieved by improving the design and
layout of current functions, adding functions that further empower residents to conduct business online with the City, and ensuring that it
is accessible to all users, including those with disabilities.
tegic Initative A. Develop and initiate Website Accessibility and ADA Compliance Implementation Plan
Desired Outcomes:
e Execute a full website audit to evaluate current status of website content and its accessibility
¢ Formulate an Implementation Plan that outlines strategies that ensures all current and future web content is accessible and available to
all members of the public
Action Plan
Action Phase Start Finish Resources
Establish project team; hold kick-off meeting to discuss roles Planning Aug 2023 Aug 2023 Marketing & Communications; Human
Resources; Consultant
and goals
REELED ao Garnier Guidelines and Web Content Planning Aug 2023 sep 2023 Marketing & Communications; Human
Accessibility Guidelines 2.2 (WCAG 2.2) Resources
Conduct full audit of City website Planning Sep 2023 Sep 2023 Consultant
a
Website A ibilit ADA Compliance Marketing & Communications; Human
Develop cleit ebsite Accessibility and Compliance pevelooment Oct 2023 Nov 2023 arketing ui i
Implementation Plan Resources
Review draft Pl ith j eam; make ne Marketin; Communications; Human
ioe ro See prolect eae Development Nov 2023 Nov 2023 etn e. u
revisions in final draft Resources; Consultant
ed
Marketing & Communications; IT;
Consultant
Implement final Plan Implementation Nov 2023 Jan 2024
Update City Communications Plan to include general
guidelines for generating new content
Bi-annually review most current ADA/WCAG guidelines; i Marketing & Communications; Human
y . - U g Implementation Jan 2026 On-Going e
conduct audit of website Resources; Consultant
Implementation Jan 2024 Jan 2024 Marketing & Communications
Strategic Initative A. Enhance city calendar and meeting records management system
Desired Outcomes:
¢ Integrate a calendar tool that can be efficiently managed by multiple staff members and has an aesthetically pleasing front-end design
for website visitors
* Optimize file management processes on the City website, and integrate front-end design upgrades to improve usability for end-users
¢ Ensure that frequently utilized website systems’ front-end designs comply with the Website Accessibility and ADA Compliance Plan
Action Plan
Action Phase Start Finish Resources
Revi i ( rketin, ications;
eview current city calendar and meeting records Planning Jun 2023 Jul 2023 Marketing & Communications;
management systems Consultant
i h , , uti I 3 Marketing & C ications; Ri
Identify relevant staff who are, or may, utilize platforms Planning Jul 2023 Jun 2023 arketing & Communications; Relevant
within their roles
Staff
Review Initiative objectives and identify issues with current
processes and software with relevant staff; seek consensus Planning Jun 2023 Jul 2023
of approval to proceed with future actions
Marketing & Communications; Relevant
Staff
Research new systems and software compatible with City’s
content management system (CMS)
Marketing & Communications; Relevant
Staff; Consultant
Planning Aug 2023 Sep 2023

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Present suitable solution(s) based on feedback and research Marketing & Communications; Relevant
A % Development Sep 2023 Sep 2023
to relevant staff; select appropriate solution Staff; Consultant
Develop draft Action Plan for installation and training of new peveooment Sep 2023 Oct 2023 Marketing & Communications;
systems Consultant
R Action Plan with rast staff; make necessa Marketin, & Communications; Rele a
panea eat a Development Oct 2023. Oct 2023 8 cat a
revisions in final draft Staff
Marketing & Communications; Relevant
Staff; Consultant
dual Action Plan Implementation Nov 2023 Dec 2023
Update Graaniatenions Plan with general guidance ron
systems
Implementation Jan 2024 Jan 2024 Marketing & Communications
Strategic Initative A.3.c: Conduct a Feasibility Study to determine practicality of installing a digital help desk and a service request system
on City website
Desired Outcomes:
Evaluate whether implementing a digital help desk and service request platform would be advantageous for both the organization and
the community
¢ Assess the feasibility of adding new platforms and whether they can be effectively managed using the City's current content
management system (CMS) and organizational staff
Action Plan
Action Phase Start Finish Resources
Research digital help desk and online service request
systems utilized by other government organizations; develop Planning Jun 2024 Jun 2024 Marketing & Communications
proposal for review
Present Initiative objectives to Department Heads; seek 5 Marketing & Communications;
E - Planning Jul 2024 Jul 2024
consensus of approval to proceed with future actions Department Heads
Marketing & Communications;
Department Heads; Relevant Staff
Planning Jul 2024 Jul 2024
Identify raievarit staff to jbe involved with the development
d impl tion of the Initiati
Hold kick-off meeting with relevant staff members to discuss Marketing & Communications; Relevant
o Planning Aug 2024 Aug 2024 o
roles and goals in developing and implementing the Initiative Staff
f City’s CMS and
es ot Citys CMsian Planning Jun 2024 Jul 2024
Conduct review of technical capabil
Email platform Staff
Research costs and capabilities of software platforms Planning Jul 2024
n irvey of reli it depart! tal staff t luate Marketing & Communications; Relevant
co clasiau ey of relevant departmental staff to evaluate Piannine jul 2024 Aug 2024 4 van’
interest in systems Staff
Compile data from planning and research into draft Marketing & Communications; Relevant
Development Aug 2024 Sep 2024
Staff
Operational and Technical Feasibility Study
Bove SRY with City Administrator; make necessary Development Sep 2024 Oct 2024 Reeune) & GLUTEN E Relevant
revisions in final draft Staff; City Administrator
Present final Study to Department Heads for consideration Marketing & Communications; Relevant
Implementation Nov 2024 Nov 2024
and final direction I iy Staff; Department Heads

===== PDF PAGE 17 =====
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Strategic Priority: Strategic Marketing
Strategic Goal: Evaluate West Chicago’s visual brand
Overview: It is important to periodically assess how the City's visual brand is perceived by its residents, visitors, and stakeholders, and
whether it accurately reflects the City's values, culture, and unique offerings. By conducting a thorough analysis, the City can make
informed decisions about any necessary updates or revisions to its visual brand, ensuring that it effectively communicates the City's
identity and resonates with its audience. This can help to build stronger connections between the City and its constituents, foster
community pride, and attract new investment and visitors.
Strategic Init
Desired Outcomes:
Perform an objective analysis of the City's existing visual brand identity to develop recommendations for improvement, if necessary
Action Plan
Action Phase Start Finish Resources
aaa x SRI e a
Review the City’s previous branding initiatives and current Planning Sep 2023 Sep 2023 Marketing & Communications
visual branding components
Present Initiative objectives to Public Affairs Committee;
seek consensus of approval to proceed with future actions
Marketing & Communications; City
Planning Oct 2023 Oct 2023 Council
Reward regional and national cameelelde municipalities’
visual branding
Planning Nov 2023 Dec 2023 Marketing & Communications
Identify key stakeholders who will assist with Study Planning Dec 2023 Dec 2023 Marketing & Communications
Conduct audit of City’s current internal and external printed
communications collateral; current online communications Planning Jan 2024 Jan 2024 Marketing & Communications
_platforms; elu experiential assets
C duct k akeh Ide to licit insight and Marketing & Communications; K
‘onduct surveys with key st: olders to solicit insig Bisnning fpooes Feb 2024 arketing unications; Key
feedback on current visual brand Stakeholders
Fd
Compile data from research, audits, and surveys into draft
Visual Branding Study
Establish recommendations for consideration based on
Development Mar 2024 Apr 2024 Marketing & Communications
Development Apr 2024 Apr 2024 = Marketing & Communications
Review draft Study with City Administrator; make necessary
revisions into final draft
Marketing & Communications; City
Administrator
Development May 2024 Jun 2024
Marketing & Communications; City
Present Study to Public Affairs Committee Implementation Jun 2024 Jun 2024 Council
tation Plan for City's Wayfinding Master Plan
Desired Outcomes:
¢ Ensure that the design elements in the current Wayfinding Master Plan accurately represent the City's visual brand identity
* Design an implementation plan that will progressively achieve the City's Wayfinding Master Plan incrementally
Action Plan
Action Phase Start Finish Resources
itiati jectives te lic Affairs C ittee; i ications; Ci
Present Initiative objectives to Public Affairs Committee, Planning Mar 2024 Mar 2024 hiss & Communications; City
il
seek consensus of approval to proceed with future actions
Present Initiative objectives to Department Heads; seek
recommendations and feedback for improvement; designate Planning Mar 2024 Apr 2024
staff to assist with Initiative
Marketing & Communications;
Department Heads

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Research and assess City’s current Wayfinding Master Plan
components: audience, movements, and destination; Planning Mar 2024 Apr 2024
signage map; signage types; specifications
Marketing & Communications; Relevant
Staff
Review relevant City Code to confirm proposed signage is in
compliance
Marketing & Communications; Relevant
Staff
Planning Apr 2024 Apr 2024
Marketing & Communications; Relevant
Staff
Marketing & Communications; Relevant
Staff
ing M PI h d
UpRen Wayfinding Master Plan where necessary based on Dereicoment Apr 2024 May 2024
Development May 2024 Jun 2024
Marketing & Communications; Relevant
Development Jun 2024 Aug 2024 ay ing unit Vi
Compile research and Needs Assessment into draft
Wayfinding Sign Program Implementation Pla
Review draft Plan with Department Heads; make necessary
revisions in final draft
Marketing & Communications;
A 4 2024
Development ug 202 Sane Department Heads; Relevant Staff
Request funding for implementation of Plan within the FY
2025 Budget Implementation Oct 2024 Oct 2024 ~=Marketing & Communications

===== PDF PAGE 19 =====
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Strategic Priority: Strategic Marketing
Strategic Goal: Promote West Chicago as a great place to live, work, and visit
Overview: Through carefully thought out strategies the City can best promote itself as a great place to live, work and visit. Attracting more
visitors boosts the local economy; building and promoting a good reputation attracts new residents; and promoting the city as an
attractive investment encourages development. Additionally, a city that is promoted and celebrated can help build civic pride and a sense
of community with residents.
Strategic Initative B. Develop a Community Place Marketing Strategy
Desired Outcomes:
Improve marketing materials and content used to promote community-based initiatives
¢ Establish a strategy that highlights the City's positive reputation to attract new residents and cultivate civic pride among current
residents
Action Plan
Action Phase Start Finish Resources
Revi nt community based content bsite; i 4
Sse, Gate ullyyls stated Planning Aug 2023 Aug 2023 = Marketing & Communications
_update content where necessary
Define (3) key characteristics of the community to promote Planning Aug 2023 Aug 2023 = Marketing & Communications
Marketing & Communications; Finance;
Administration
Create ity culture webpage; update hist Marketing & Ci nications; West
reate a community culture webpage; update history Planning Oct 2023 Nov 2023 1g & Communicati
Webpaes p chicago SNES
Identify eonoruniies to eaves aautainlay to attract new
residents
Update new resident welcome materials Planning Sep 2023 Sep 2023
Marketing & Gonmnibeioas
Economic Development
Planning Nov 2023 Nov 2023
Prepare Community Place Marketing Strategy that identifies
annual cyclical action items
Initiate actions set within the Strategy Implementation Jan 2024 Jan 2024 Marketing & Communications
Review Strategy, Ant actions AGRLAll Implementation (ED 2025 On-Going Sirarkerine & Communications
Strategic Initative B.2.b: Develop an Economic Development Place Marketing Strategy
Desired Outcomes:
© Merge the City's website and economic development micro-site to enhance visibility and increase traffic
Improve economic development marketing materials and verify that economic development information is up-to-date for future
marketing initiatives and campaigns
¢ Establish a strategy that ensures economic development content is current and actively promotes the City as an investment opportunity
to developers
Development Nov 2023 Dec 2023. Marketing & Communications
Action Plan
Action Phase Start Finish Resources
Migrate all content from economic development microsite Marketing & Communications;
Woe ¥ content i 2 she a ; Planning Jan 2024 Jan 2024 ne
stchicagonow.org) to primary website Consultant
Review and update all content on economic development Marketing & Communications;
ate soe ia P Planning Jan 2024 Feb 2024 aS a
page(s) Economic Development
Marketin & Comm nications;
Review and update all business based content on website Feb 2024 Mar 2024 e nae s
Economic Development
Marketing & Communications;
Economic Development
Define (3) key enarscterctcs of the City that makes it
attractive to Potential developers and businesses
Identify opportunities to advertise the City to businesses and Planning Apr 2024 Apr 2024 Mend ei & Communications;
developers Economic Development

===== PDF PAGE 20 =====
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Prepare Economic Development Place Marketing Strategy Marketing & Communications;
Development Apr 2024 May 2024
that identifies annual cyclical action items a 2 u Economic Development
Marketing & Communications;
Initiate actions set within the Strategy Implementation Jun 2024 Jun 2024 E
Review Strategy and actions annually
Implementation Jan 2025
Strategic Initative Develop a Downtown Place Marketing Strateg'
Desired Outcomes:
¢ Establish a strategy that highlights the downtown's events, attractions, and businesses while presenting it as a lively place to visit and
conduct business
Action Plan
Action Phase Start Finish Resources
Identify and catalog all downtown businesses, organizations, is Marketing & Communications;
fy eons 8 * Planning Jun 2024 Jun 2024 ne z
restaurants, and attractions/features Economic Development
Identify (3) unique characteristics of the downtown area that Marketing & Communications; Special
Dee cere Planning Jun 2024 Jul 2024 Bore p
makes it attractive to visitors Events; Economic Development
Identify regional opportunities to advertise the downtown as y Marketing & Communications; Special
a Planning Jul 2024 Jul 2024 L
a place to visit and explore Events; Economic Development
Conduct aerial photo/video shoot of downtown area with Marketing & Communications;
Planning Jul 2024 Aug 2024
Marketing & Communications; Special
Create webpage specifically highlighting the downtown area Planni Aug 2024 Sep 2024
ep Se a aC a me, ne ay Events; Economic Development
Prepare Downtown Race Marketing Strategy that identifies mevelonmenc sep 2024 Oct 2024 Marketing & CETTE SECT Special
annual cyclical action items Events; Economic Development
Initiate actions set within the Strategy Implementation Nov 2024 Nov 2024 Marketing & Communications
Marketing & Communications; Special
Events; Economic Development
Review Strategy and actions annually Implementation Jan 2025 On-Going
Strategic Initative M evelop a Public Arts Master Plan
Desired Outcomes:
Increase community pride and celebrate local culture through the display of public art
¢ Improve long-term management and planning of public art
Ensure that public art harmonizes with the buildings, streetscapes, and open spaces of the City
Action Plan
Action Phase Start Finish Resources
eek direction fi the City C il fe ducti Publi Marketin; mmuni ns; Ci
Si rom the City Council for conducting a Public Planning 2021 2021 a Gal g & Communications; City
Arts Master Plan Council
Create a comprehensive inventory of existing public art
PI i 2024 = Marketi Gi icati:
Gienaveand prostame (lie artbannenesnibit) lanning Jan 2024 Jan 20: arketing & Communications
Marketing & Communications; Public
Planning Jan 2024 Jan 2024 Works; Community Development;
Community Partners; Property Owners
Identify and designate public and private facilities and areas
appropriate for public art displays
Investigate and identify potential funding mechanisms and
Gs Planning Feb 2024 Feb 2024 Marketing & Communications
opportunities

===== PDF PAGE 21 =====
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Marketing & Communications;
ity Development
Identify key stakeholders and define roles aut)
responsibilities of potential public art projects
Identify City Code provisions for public art Planning Apr 2024 Apr 2024
Planning Apr 2024 May 2024 Marketing & Communications
Establish general guidelines and Gin for the selection or
submittal of acceptable public art
Planning May 2024 May 2024 Marketing & Communications
Establish procedure and guidelines for artist submissions and
com missioned artwork
Planning May 2024 May 2024 Marketing & Communications
Establish conservation and maintenance guidelines for
_Public art works
Planning jun 2024 Jun 2024 Marketing & Communications; Public
Establish procedure for deaccession of public art Planning Jun 2024 Jun 2024 Marketing & Communications
Marketing & Communications; Cultural
Arts Commission
Identify and develop short term and long term goals for Plan Planning Jul 2024 Jul 2024
pl
ile planni onents in raft document; revi Marketing & Communications; Cit’
Gavitlte p Eoutdy comps 's into dra a review Development juizoz4 Aug 2024 ‘ ting unicatioi y
with City Administrator and make necessary revisions Administrator
Marketing & Communications; Cultural
Arts Commission
Review draft Plan with Cultural Arts Commission; request
recommendations and suggestions
Development Sep 2024 Sep 2024
Review recommendations from Commission with City
Administrator; make necessary revisions into final draft
Marketing & Communications; IT
2024
Development Sep 20: Sep 2024 Division: Consultant
Nl
Marketing & Communications; Cit
Present final Plan to Public Affairs Committee for direction Implementation Oct 2024 Oct 2024 bests B uy

===== PDF PAGE 22 =====
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CITY OF WEST CHICAGO
PUBLIC AFFAIRS COMMITTEE
AGENDA ITEM SUMMARY
ITEM TITLE:
AGENDA ITEM NUMBER: _ ‘+:©. __
Intergovernmental Agreement with the
West Chicago Fire District for
Certain Code Enforcement Matters
FILE NUMBER:
Res. 23-R-0062 COMMITTEE AGENDA DATE: July 20, 2023
COUNCIL AGENDA DATE:
sionarure_P>——
APPROVED BY CITY ADMINISTRATOR: Michael Guttman SIGNATURE
STAFF REVIEW: Tom Dabareiner AICP
ITEM SUMMARY:
The West Chicago Fire District upgraded their capabilities and asked City Staff to revisit the outdated
IGA currently in place between the two entities. Over several meetings, City Staff met with Chief Tanner
and Fire Marshall Bill Schultz to discuss the contents of the proposed IGA. Without surrendering the
City’s role as the Authority Having Jurisdiction (AHJ), the Fire District has been given greater responsi-
bility for fire-related construction plan review and code enforcement. Previously, those duties fell under
the auspices of B&F under contract with the City, and less so under the Fire District. The proposed IGA
also defines a procedure for handling differences between City and Fire District staff.
ACTIONS PROPOSED:
Recommend approval of Resolution No. 23-R-0062 and the updated IGA with the West Chicago Fire
District.
COMMITTEE ACTION:

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a oa
hes 7 2 ars > |
ila ay
a

===== PDF PAGE 24 =====
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RESOLUTION NO. 2023-R-0062
A RESOLUTION AUTHORIZING THE MAYOR TO EXECUTE
AN INTERGOVERNMENTAL AGREEMENT WITH THE WEST CHICAGO FIRE
DISTRICT REGARDING CERTAIN CODE ENFORCEMENT MATTERS
BE IT RESOLVED by the City Council of the City of West Chicago, in regular session
assembled, that the Mayor is hereby authorized to execute an Intergovernmental Agreement
by and between the West Chicago Fire District and the City of West Chicago, a copy of which
is attached hereto and incorporated herein as Exhibit 1.
APPROVED this day of July 2023.
AYES:
NAYS:
ABSTAIN:
ABSENT:
Mayor Ruben Pineda
ATTEST:
Executive Office Manager Valeria Perez

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===== PDF PAGE 26 =====
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EXHIBIT 1
NTERGOVERNMENTAL COOPERATIVE AGREEMENT
BETWEEN THE CITY OF WEST CHICAGO
AND THE WEST CHICAGO FIRE PROTECTION DISTRICT
WHEREAS, the City of West Chicago and the West Chicago Fire Protection District (hereinafter
referred to as the City and Fire District respectively) both possess the power to establish regulations
regarding fire protection and fire safety within their respective boundaries; and
WHEREAS, the Intergovernmental Cooperation Act, 5 ILCS 220/3 (1996), provides that any power
or powers, privilege, or authority exercised or which may be exercised by a public agency may be exercised
and enjoyed jointly with any other public agency of the State; and
WHEREAS, the governing bodies of both the City and Fire District desire to coordinate their
enforcement of their legally adopted Building and Fire Codes to the greatest extent possible; and
WHEREAS, the City and the Fire District acknowledge that the public health, safety and welfare of
the citizens of the City of West Chicago can best be served through a coordinated inspection program; and
WHEREAS, pursuant to Article VII, Section 10 of the Illinois Constitution, 1970, public bodies may
enter into intergovernmental agreements whereby their powers may be shared.
NOW, THEREFORE, BE IT RESOLVED AND AGREED BETWEEN THE CITY AND THE FIRE
DISTRICT, BOTH MUNICIPAL CORPORATIONS IN DUPAGE COUNTY, ILLINOIS, as follows:
1. The City and the Fire District shall coordinate their enforcement activities as they
relate to matters concerning the construction, alteration, addition, repair, removal,
demolition, use, location, occupancy and maintenance of all buildings and structures
within the City and shall apply these efforts to existing or proposed buildings and
structures.
2. It shall be the responsibility of the City to issue building permits, collect fees
pertaining to building construction, issue stop work orders, post structures, maintain
inspection reports and issue certificates of use and occupancy. Any legal fees
connected with the enforcement of the Building Codes shall be assumed by the City.
3. The City shall be responsible for the administration and enforcement of the adopted
International Building Code as amended (hereinafter IBC), and further be
responsible for providing the Fire District with one copy of all approved building plans
of all non-residential buildings. Any fines collected by the City under this provision
shall be retained by the City.
4. Unless otherwise rescinded in writing by the City, the Fire District shall be
responsible for the administration and enforcement of the City-adopted International
Fire Code as amended (hereinafter IFC). The Fire District may issue permits as
specified in the IFC and collect fees associated with such permits. Any legal fees
connected with the enforcement of the International Fire Code shall be assumed by
the Fire District. In the event of non-compliance, notice of violation shall be issued
on City forms, by the City, citing the City IFC provisions. Any fines collected on
behalf through enforcement compliance shall be provided to and/or retained by the
Fire District. For those cases where voluntary compliance is not achieved, the City
will issue a Notice to Appear in its Administrative Adjudication Hearing to the property

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===== PDF PAGE 28 =====
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owner and/or tenant who remains in violation of the IFC, and Fire District personnel
will assist in providing expert and witness testimony to assist in the prosecution of
those cases. Any fine collected through Administrative Adjudication shall be made
payable to the Fire District. In the event the Administrative Adjudication Finding is
appealed, or certification of the Finding is required for collection, any legal fees
incurred by the City which are not collected from the property owner or tenant shall
be paid to the City by the Fire District, within thirty (30) days of invoice for same. The
City shall confer with the Fire District prior to expenditure of any legal fees following
Administrative Adjudication.
. The Fire District agrees to provide written comments for initial plan reviews within
ten business days of receipt of the original plans from the City, and inspection
services for the City for the Sections of the IBC pertaining to the following:
1. Fire Service Features (e.g. fire apparatus access roads; fire
protection water supply; et cetera)
2. Special Detailed Requirements Based On Use and Occupancy
(e.g. Storage, Use, and Handling of hazardous materials; high piled
storage practices; et cetera)
Fire and Smoke Protection Features (e.g. fire resistance; fire
separation; et cetera)
Fire Protection Systems (e.g. automatic sprinkler systems; smoke
and heat removal; et cetera)
5. Means of egress
6. Membrane Structures
7. Temporary Structures
8
9.
1
A
. Automatic Vehicular Gates
Photovoltaic Panels, Modules, and Alternative Power Systems
0. Safeguards During Construction
Subsequent plan reviews shall be completed within five business days. Plan Review
and Inspection fees for these listed services will be charged by the City to the building
permit applicant in accordance with the Fee Schedule adopted by the Fire District.
The City shall forward such payment to the Fire Protection District.
. The City will not issue a Final Certificate of Occupancy for new or re-occupied
nonresidential occupancies until it receives a final inspection report from the Fire
District, which report shall be forwarded to the City within 48 hours of the request for
a final inspection. All violations of the approved plans and permit shall be noted and
it shall be the responsibility of the City to notify the holder of the permit of any
discrepancies.
. The City agrees to make inspections of existing buildings and structures within two
business days upon the written request of the Fire District to assist in the
enforcement of the IFC.
. The City and Fire District shall cooperate to resolve interpretations, discrepancies or
amendment to the IFC and any disagreements over the implementation of this
Intergovernmental Agreement (or any matters that it covers). Should any
interpretation, discrepancy or proposed amendment to the IFC or any disagreement
over the interpretation of a term of this Intergovernmental Agreement (or any matters

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===== PDF PAGE 30 =====
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that it covers) not be resolved between the personnel identified in #10 and #11
below, the matter will be presented to the City Administrator and Fire Chief for an
attempted resolution. Should the matter not be resolved between the City
Administrator and Fire Chief, the position of the City shall be adopted by the Parties.
9. Changes in the IBC and IFC as they relate to the items listed in Section 5 of this
Agreement shall only be made with the concurrence of the other party and legally
adopted by an amending ordinance.
10. The City designates its Chief Building Official or his designee as the employee
responsible for administering and enforcing this Agreement.
11. The Fire District designates its Fire Marshall or his designee as the employee
responsible for administering this Agreement.
12. The City and the Fire District agree to work cooperatively on the sharing of
information related to properties regulated by either Party within the boundaries of
the City and upon written request by either Party.
13. The City and the Fire District agree to work cooperatively to better serve the citizens.
Any costs associated with improvements may be shared in a manner that is fair,
equitable, and agreed upon by both Parties.
14. Each Party to this Agreement shall indemnify and hold harmless the other Party,
together with their respective officials, officers, employees and agents, from and
against any and all third-party litigation or claims arising out of each Party’s own
actions or inactions related to the fire inspection program as set forth in this
Agreement.
15. All notices concerning this Agreement shall be in writing and addressed to the other
Party as follows:
If to the City: City of West Chicago
Attention: City Administrator Michael Guttman
475 Main Street
West Chicago, IL 60185
If to the District: West Chicago Fire Protection District
Attention: Fire Chief Patrick Tanner
200 Fremont Street
West Chicago, IL 60185
Delivery may be by personal delivery, or certified mail, return receipt requested.
Delivery will be deemed made upon proof of receipt.
15. This Intergovernmental Agreement may be terminated by either Party hereto by the
giving of thirty (30) days written notice to the governing body of the respective local
government unit. This agreement shall be in full force and effect after its passage
by the City Council and by the Fire District Board of Trustees and the affixing of the
signatures of the appropriate officials of those Parties to this agreement.

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===== PDF PAGE 32 =====
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PASSED AND APPROVED by the City Council on the day of , 2023.
MAYOR
ATTEST:
EXECUTIVE OFFICE MANAGER
PASSED AND APPROVED by the Fire District Board of Trustees on the day of
, 2023.
FIRE DISTRICT PRESIDENT
ATTEST:
FIRE DISTRICT SECRETARY

===== PDF PAGE 33 =====
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