This time last year, I wrote to you all about the progress we made in 2024. We initiated a lot of projects and set the City up for success by filling key staff positions, correcting financial issues, and strengthening partnerships. One year later, I am proud of the year we had in 2025 or, as I like to call it, our breakout year.

In fall of 2025, the City Council approved a new strategic plan — the first in nearly a decade. Our leadership team worked together to assess our strengths and weaknesses, our opportunities and threats, and our priorities for improving our community and organization over the next four years. The four goals identified through that process were (1) maintain roads and sidewalks, (2) ensure public safety, (3) provide opportunities for growth and development, and (4) maintain financial transparency and stability. As we move into 2026, the future looks bright for the progress on all of these goals.

Court Street reconstruction will continue and finish down to 8th Street this year, and the engineering for resurfacing Broadway Avenue between Parkway and 14th will be done so we can bid the project in early 2027. Preparations will begin to finish Derby Street, and plans will be finalized to start replacing our 60-year-old fire stations. We will continue to adhere to our ADA transition plan by correcting trip hazards and reconstructing areas of noncompliance, and we will implement our first formal road maintenance plan. We will leverage federal funding from the Community Development Block Grant program to carry on the police department’s social worker program, and the fire department will continue its equipment replacement program to ensure our firefighters have the proper tools for their job.

While the City does not itself act as a developer, we will find ways to provide opportunities for developers and businesses to thrive. Phase 1 engineering for Veterans Drive extension will be completed. We will maintain relationships with regional and state-level agencies to promote Pekin globally. We will partner with private investment to expand our businesses, renovate dilapidated buildings, and encourage new development that will bring new jobs and expand the tax base. 

Finally, none of this is possible without financial stewardship. Without it, we can’t build roads or repair sidewalks. Without it, we can’t buy fire trucks or train our police officers. Without it, we can’t manage development projects or market the City as the preferred place to live, work, and play. In 2026, our next audit is set to be approved in February, staff will present a budget this spring that maintains our General Fund cash balance, and we will make financial decisions with long-term stability in mind. While our work is not done, we have made strides in establishing financial best practices, growing our reporting for transparency, and ensuring our ability to provide high-quality public services for generations to come.