HomeMy WebLinkAbout01.19.21
AGENDA
Special City Council Meeting
Tuesday, January 19, 2021
Lorraine H. Morton Civic Center, Virtual
5:30 PM
Due to public health concerns, residents will not be able to provide public comment in -person at the meeting.
Those wishing to make public comments at the Administrative & Public Works Committee, Planning &
Development Committee or City Council meetings may submit written comments in advance or sign up to
provide public comment by phone or video during the meeting by completing the City Clerk's Office's online
form at www.cityofevanston.org/government/city-clerk/public-comment-sign-up or by calling/texting 847-448-
4311.
Community members may watch the City Council meeting online at www.cityofevanston.org/channel16 or on
Cable Channel 16
Page
(I) ROLL CALL - ALDERMAN RUE SIMMONS
(II) MAYOR PUBLIC ANNOUNCEMENTS
(III) CITY MANAGER PUBLIC ANNOUNCEMENTS
(IV) COMMUNICATIONS: CITY CLERK
(V) PUBLIC COMMENT
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Members of the public are welcome to speak at City Council meetings.
As part of the Council agenda, a period for public comments shall be
offered at the commencement of each regular Council meeting. Public
comments will be noted in the City Council Minutes and become part of
the official record. Those wishing to speak should sign their name and
the agenda item or non-agenda topic to be addressed on a designated
participation sheet. If there are five or fewer speakers, fifteen minutes
shall be provided for Public Comment. If there are more than five
speakers, a period of forty-five minutes shall be provided for all
comment, and no individual shall speak longer than three minutes. The
Mayor will allocate time among the speakers to ensure that Public
Comment does not exceed forty-five minutes. The business of the City
Council shall commence forty-five minutes after the beginning of Public
Comment. Aldermen do not respond during Public Comment. Public
Comment is intended to foster dialogue in a respectful and civil manner.
Public comments are requested to be made with these guidelines in
mind.
(VI) SPECIAL ORDERS OF BUSINESS
SP1.
Skate Park Discussion
Staff will present information on skate park installations and is
requesting that City Council provide direction on the following:
1. Whether to proceed with a temporary skate park installation at
one of the locations proposed by staff.
2. Whether to proceed with the planning and design of a permanent
skate park installation at a location to be determined.
Funding will be from the Capital Improvement Fund 2021 General
Obligation Bond. In FY 2021, there is $50,000 budgeted for a temporary
skate park installation and $60,000 budgeted for the planning and
design of a permanent skate park installation.
For Discussion
Skate Park Discussion - Attachment - Pdf
Skate Park1
Skate Park 2
Skate Park 3
5 - 14
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SP2.
Affordable Housing and Homelessness Update for City Council
This memorandum updates the City Council on the projects and activities to
address the City Council goal of expanding affordable housing options in
Evanston that have been undertaken since the Affordable Housing Update on
January 21, 2020, as well as actions taken to address homelessness and
housing insecurity due to the COVID-19 pandemic. Staff requests that it be
accepted and placed on file.
For Action: Accept and Place on File
Affordable Housing and Homelessness Update for City Council -
Attachment - Pdf
15 - 22
SP3.
Sale of City-owned Property at 1805 Church Street
Staff recommends a City Council discussion with representatives of
Mount Pisgah Ministry, Inc. and Housing Opportunity Development
Corporation (HODC) to present their interest in acquiring City-owned
property located at 1805 Church Street and 1708-10 Darrow Avenue for
redevelopment as mixed-use / mixed-income housing.
For Discussion
Sale of City-owned Property at 1805 Church Street - For Discussion -
Attachment - Pdf
23 - 164
SP4.
Resolution 8-R-21 Authorizing the City Manager to Initiate a
Request for Proposal Process for the repurposing of City-Owned
Real Property Located at 506 South Boulevard
Staff recommends City Council approval of Resolution 8-R-21
Authorizing the City Manager to Initiate a Request for Proposal Process
for the repurposing of City-Owned Real Property Located at 506 South
Boulevard.
For Action
Approval of Resolution 8-R-21 Authorizing the City Manager to Initiate a
Request for Proposal Process for the repurposing of City -Owned Real
Property - Pdf
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(VII) CALL OF THE WARDS
(Aldermen shall be called upon by the Mayor to announce or provide
information about any Ward or City matter which an Alderman desires to
bring before the Council.) {Council Rule 2.1(10)}
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(VIII) UPCOMING ALDERMANIC COMMITTEE MEETINGS
Board or Committee Date Time
Animal Welfare Board January 21 3:00 PM
Parks & Recreation Board January 21 6:00 PM
Equity & Empowerment
Commission
January 21 6:30 PM
Reparations Subcommittee January 22 9:15 AM
Administration & Public
Works, Planning &
Development, City Council
January 25 4:30 PM
(IX) ADJOURNMENT
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Memorandum
To: Honorable Mayor and Members of the City Council
CC: Members of the Parks, Recreation, & Community Services Board
From: Lawrence C. Hemingway, Director of Parks, Recreation, & Community
Services
CC: Lara Biggs, Stefanie Levine
Subject: Skate Park Discussion
Date: January 19, 2021
Recommended Action:
Staff will present information on skate park installations and is requesting that City Council
provide direction on the following:
1. Whether to proceed with a temporary skate park installation at one of the locations
proposed by staff.
2. Whether to proceed with the planning and design of a permanent skate park
installation at a location to be determined.
Funding Source:
Funding will be from the Capital Improvement Fund 2021 General Obligation Bond. In FY
2021, there is $50,000 budgeted for a temporary skate park installation and $60,000
budgeted for the planning and design of a permanent skate park installation.
Council Action:
For Discussion
Summary:
Staff has been directed to look at both temporary and permanent options for skate parks in
Evanston. This memo outlines the requested information.
Identified Need:
The City of Evanston receives many requests annually for the construction of a skate park
within the City limits. Although the City owns and maintains 77 parks with 52 playgrounds,
these playgrounds are not generally directed at teen recreation. Also, skateboarding was
slated to make its debut at the 2020 Olympic games in Tokyo which were delayed due to the
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pandemic. As a result of becoming an Olympic sport, the growth of skateboarding has seen a
resurgence which has surfaced in our community.
The benefits of identifying a dedicated space for skateboarding are as follows:
1. Skateparks provide a safe space for skateboarders and help protect property of local
government and businesses. Since the 1970s, skateboarding has gained in popularity,
and municipalities across the country have seen many benefits to providing safe,
designated skateparks to protect skateboarders, as well as concrete surfaces and
public property. Most skateboarding injuries/falls occur because of surface
irregularities and collisions with motor vehicles or pedestrians. If no park is avai lable,
skateboarders tend to use whatever structures are available to them, even if there are
“no skateboarding allowed” signs posted. Having a designated space for skating
activities not only provides a safer environment for skaters, but also is the best way to
curb any unlawful activities or behavior.
2. Skateparks promote an active lifestyle, no matter the age. At a time when all of us are
encouraged to get outside and be active, especially our young people, skateparks
offer a fun and exciting destination. Whether participants are on skateboards, scooters
or rollerblades, skateparks provide a great cardio workout. But, skateboarding is not
just for kids. All ages are welcome. Users include elementary, middle and high
schoolers, as well as college students and adult skaters up into their 50s.
3. A well designed skatepark can provide an economic benefit to the community. By
providing a dedicated space, maintenance cost will be eliminated from damage to
unwanted areas. Also, having a dedicated space will draw participants from outlying
communities to come bring their kids to the skatepark, do some shopping, maybe have
lunch, buy some gas, etc.
Evanston's History
Previously a small skate park installation was operated at the Robert Crown Park in the
paved lot east of the old Robert Crown Center, but the equipment was manufactured of wood
which eventually degraded and was not replaced. Therefore, this facility was u ltimately
discontinued.
However, there are still many residents who enjoy skateboarding. Without a dedicated
space, this activity takes place in other locations, often adapting the installed park furnishings
to this use. For example, it is not uncommon to see skateboarders in Fountain Square Park.
Because the furnishings were not selected with skaters in mind, the use causes increased
wear and tear which results in increased maintenance costs. While providing dedicated
skate park space(s) in Evanston does not guarantee that skating will not occur in other
locations, it does provide an outlet for this legitimate recreational activity frequently enjoyed
by the City’s teen residents.
Purchasing:
Sourcewell is a government purchasing cooperative that has been successfully utilized by the
City of Evanston for other purchases, including roofing and envelope repairs at various City
owned buildings. Sourcewell has awarded a contract for skate park equi pment to American
Ramp Company (ARC), one of the country’s premier skate equipment suppliers. Under the
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contract, ARC can provide engineering design services, equipment and installation. Because
skate parks are a highly specialized product, and because A RC has such a good reputation,
staff is recommending that the City work directly with ARC through the Sourcewell contract
for both temporary and permanent skate park solutions.
Temporary Skate Park Installation
In order to construct a temporary skate pa rk as cost-effectively as possible, it would need to
be installed on existing pavement in relatively good condition. Staff has looked at several
areas, including primarily City-owned parking lots and under-utilized streets. Characteristics
of “good” temporary locations for skate parks include the following:
• An existing paved surface in reasonably good condition that is relatively flat in nature
• Easy to access by multiple modes of transportation
• Adequate setback from residential areas
• Currently owned by City of Evanston
Of the various options discussed, the following locations have been identified:
• Civic Center Parking Lot
• Parking Lot No. 5 (adjacent to the north end of Twiggs Park at Ashland Avenue) - this
lot is a City-owned lot that is currently used for free by adjacent businesses and
residents.
• Parking Lot No. 1 (500 South Blvd. east of Chicago Ave.)
Location diagrams are attached to this memo. These locations could be converted to a skate
park with relatively little site preparation by the City. Therefore most of the funding spent can
go directly to the purchase and installation of the equipment. In both cases, only a portion of
the lot would be utilized, and the remainder of the lot would still be available for parking. Staff
reached out to ARC for a cost estimate. ARC has provided an estimate of approximately
$35,000 per location for the equipment purchase and installation. Materials for a temporary
installation would likely be from their “Skate Lite” system which is comprised of a galvanize d
steel frame and a phenolic surface. The system typically has a 7 to 10 year useful life and the
equipment can be relocated should a permanent skate park site be identified in the future.
Because the sites identified are actively used for parking, staff h ighly recommends that these
locations remain temporary and be considered only as a bridge to a permanent installation.
ARC has provided sample diagrams of what a small temporary skate park might look like
(see attachment for additional information).
Permanent Skate Park Installation
A permanent skate park location can be placed in any park where there is sufficient open
space. Staff has identified several candidate City parks for consideration including Lovelace
Park, Twiggs Park, Beck Park, Mason Park, and James Park. Additionally, staff recommends
considering a partnership with one of the other park districts located in the City to consider
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park space that may be currently underutilized. Criteria for a permanent skate park location
include the following:
• Adequate space that is not currently programmed for other activities or where the
other programming can be easily relocated
• Easy to access by multiple modes of transportation
• Adequate setback from residential areas
A permanent skate park will be more expensive to implement than a temporary skate park for
the following reasons:
• The site will need to be prepped to be suitable, including providing an adequate
subbase for appropriate grades and with enough bearing capacity to minimize future
settlement.
• A paved surface will need to be provided, preferably in concrete which is more durable
than asphalt, but also more expensive.
• The equipment selected will most likely be from a more durable product line in order to
get a longer life. (Some or all of the equipment from the temporary installations will
likely be reused, but with the understanding that it will have a shorter remaining life).
• It will most likely be larger, with more features.
• While ARC will still provide the design of the skate park equipment, the City will need
to contract with architectural and engineering services related to the base, surfacing
and other amenities such as adjacent sidewalks, benches, signage, etc.
The funding needed for the permanent skate park is determined by the proposed size and
capacity (number of features) to be provided as well as the required site preparation. Staff
has not yet been able to gather extensive data on the cost of a permanent s kate park
installation. In addition, the cost will be impacted by the site selected and number of features
that are installed. Staff is estimating a preliminary cost range of $350,000 - $750,000, but
this will need to be refined when more information becomes available.
Next Steps:
1. Work with American Ramp Company to design and build a temporary skate park at the
desired location(s).
2. Develop usage policy for a skate park installation, including hours of operation, etc.
3. Determine options for a permanent skate park installation for public review and
discussion.
Attachments:
2021-01-14 lot 5
2021-01-14 lot 1
2021-01-14 civic ctr
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1/15/2021 2021-01-14 civic ctr.jpg
https://drive.google.com/drive/folders/1McXedLX21wJJndSh4ThdvHK5tNnxmB5o 1/2SP1.Page 12 of 173
1/15/2021 2021-01-14 lot 1.jpg
https://drive.google.com/drive/folders/1McXedLX21wJJndSh4ThdvHK5tNnxmB5o 1/2SP1.Page 13 of 173
1/15/2021 2021-01-14 lot 5.jpg
https://drive.google.com/drive/folders/1McXedLX21wJJndSh4ThdvHK5tNnxmB5o 1/2SP1.Page 14 of 173
Memorandum
To: Honorable Mayor and Members of the City Council
From: Johanna Nyden, Director of Community Development
CC: Sarah Flax, Housing & Grants Administrator, Jessica Wingader, Sr.
Grants & Compliance Specialist, Marion Johnson, Housing &
Economic Development Analyst, Meagan Gibeson, Housing &
Economic Development Analyst
Subject: Affordable Housing and Homelessness Update for City Council
Date: January 19, 2021
Recommended Action:
This memorandum updates the City Council on the projects and activities to address the City Council
goal of expanding affordable housing options in Evanston that have been undertaken since the
Affordable Housing Update on January 21, 2020, as well as actions taken to address homelessness
and housing insecurity due to the COVID-19 pandemic. Staff requests that it be accepted and placed
on file.
Council Action:
For Action: Accept and Place on File
Summary:
The COVID-19 pandemic has brought about unprecedented challenges to maintaining safe,
stable housing in the City of Evanston and beyond. Staff has engaged in addressing this
challenge in two ways: immediate support to stop the spread of the disease through direct
services funding and identifying opportunities to support the recovery and “hardest hit”
populations.
Impact on Homeless & Immediate Response and Support:
The pandemic has had devastating effects on homeless populations and underscores the
need for a long-term reenvisioning of how best to meet the needs of our community. The U.S.
Department of Housing and Urban Development (HUD) and Centers for Disease Control and
Prevention (CDC) both released guidelines for developing comprehensive strategies to
prepare for and respond to public health emergencies; each centered around how to stop the
spread of COVID-19 in populations experiencing homelessness.
● The unhoused population totaled 327 people, 70 of whom are children; many face an
immediate need for both shelter and overnight housing - 78% are Evanston residents.
SP2.Page 15 of 173
● Households are sheltered in emergency shelter settings until a more permanent shelter
stay can be arranged; households are moved out of shelter into leases using federal,
state and local housing subsidies.
● A total of 177 people have been moved into homes between March 2020 through
December, 109 came from hotels/shelters.
● 34 households have been rapidly rehoused with 12 -month leases since the start of the
pandemic.
Initially, those most impacted by the pandemic were chronically homeless individuals,
followed by a second wave of people who were unstably housed (couch surfing and do ubling
up) who sought shelter as the threat of the pandemic meant temporary solutions were less
likely to be viable options due to concerns over how to quarantine and shelter in place.
Thanks to ongoing partnerships and tremendous effort, there were only t wo identified cases
of COVID-19 in the homeless population.
Since March 2020, the City of Evanston and Connections for the Homeless have marshaled
a total of $7,324,830 to address the needs of homeless individuals and families. The City
paid $742,838 to local hotels for non-congregate shelter, outdoor sanitation facilities and for
Interfaith’s shelter, $875,000 to Connections to purchase food and provide rent assistance,
and $128,400 to Connections for outreach/drop-in services and case management/staffing,
for a total of $1,666,238. Connections provided an additional $5,658,592 from a wide range
of additional sources, including the Evanston Community Foundation, to fund this dramatic
expansion of services due to the COVID-19 pandemic.
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Continuing Homeless Shelter Needs:
Connections for the Homeless and Interfaith Action of Evanston currently provide shelter for
approximately 90 homeless individuals, with 70 at the 24/7 Margarita Inn and 20 at Interfaith’s
overnight shelter. An estimated 50 homeless individuals are currently unsheltered, based on
the number of individuals turned away from Interfaith Action’s shelter and Connections’
estimate that approximately half of the users of their drop-in services are homeless. An
interim plan to provide day shelter for people using the Cold Weather Overnight shelter and
people using drop-in services is needed until a more permanent plan for expanded 24/7
shelter capacity is made.
Planning for a permanent 24/7 shelter is a high need. Acquiring a permanent site would
reduce occupancy costs, and significant funding for ongoing operating costs for a 24/7 year -
round shelter will be needed from multiple sources. The operating costs for Connections
shelter at the Margarita Inn average $223,175 per month. This eq uates to $3,200 and
$38,400 per bed per month and annually, respectively. Costs are broken out as follows:
● $106,650 for non-congregate and congregate shelter
● $94,050 for case management/support staff
● $20,875 for to provide shelter residents with 3 meals/day
● $1,600 for laundry
The goal is to move individuals and families out of shelter into permanent housing that meets
their individual needs. Most of the families and single adults in shelter have multiple barriers
to accessing and maintaining housing and need housing subsidies of varying duration that
can include: Rapid Re-housing, Tenant-Based Rental Assistance, Housing Choice Vouchers,
Project Based Vouchers or Permanent Supportive Housing (PSH). Evanston and Cook
County currently have a significant shortage of PSH units, as well as insufficient funding for
other rent assistance programs to address needs in our community. The cost savings of PSH
versus the cost to society of a chronically homeless person living on the street is substantial.
PSH averages $1,250 per month, or $15,000 per year, about 40% of the per bed cost of the
current non-congregate shelter, and an equal or greater cost of a chronically homeless
person living on the street who cycles in and out of emergency departments, inpatient
hospital stays, psychiatric centers, detoxification programs, and jails. The National Alliance to
End Homelessness estimates that on average, the cost is reduced by 49.5% when they are
placed in supportive housing.
Impact on Unstably Housed Families and Individuals:
About 25% or 3,100 Evanston households who rent face eviction, with lower income and/or
non-white HHs facing a much higher risk, according to Pulse Survey data from the Chicago
Metropolitan area (Pulse Surveys are administered by the U.S. Census Bureau to determine
how the COVID-19 pandemic has affected employment, education, and housing security,
among other issues). According to the same Pulse Survey, about 15% or 2,300 Evanston
households who own their homes are at risk of foreclosure. When combined, these two
groups comprise more than 5,000 HHs (or 19.5% of occupied housing) who are at risk of
housing insecurity.
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To provide direct assistance to landlords and tenants as federal regulations allow, and in
preparation for the estimated number of evictions anticipated once the moratorium is lifted,
the City has allocated $1,003,107 and Connections provided $504,690, for a total of
$1,507,797 to directly support residents.
• $504,690 of Connections funding for direct assistan ce (March-December 2020). 185
Evanston households (or 463 people) were provided with direct financial assistance for
rent, mortgage, and utility payments. Average assistance per household: $2,700.
• $453,107 of City of Evanston rental assistance funding provided via the General
Assistance and Emergency Assistance programs to a total of 179 residents. Average
assistance: $2,531.
• $50,000 of ESG-CV allocated by the City of Evanston for Homeless Prevention
assistance.
• $500,000 of CDBG-CV funds for the City of Evanston COVID-19 rental assistance
program. It is forecasted to assist approximately 50 families for up to 6 months.
Approximately $843 million for rental assistance from the Consolidated Appropriations Act will
be made available in the next few months for the State of Illinois. Cook County is a direct
recipient of some portion of this funding to assist suburban Cook County residents, including
Evanston.
Additionally, food insecurity has greatly increased since the beginning of the pandemic.
Northwestern’s Institute of Policy Research Food Insecurity Report, based on the Pulse
survey data, highlighted almost 3 times as much food insecurity in Illinois between April -May
2020 compared to December 2018.
Several food assistance programs were implemented to maintain access to food for residents
including mobile pop-up pantries and assistance:
• $150,000 in CDBG-CV allocated to Curt’s Cafe for Food Assistance Program (twice
monthly Pop-up Food Pantry in West Evanston)
• $80,000 from Cook County and private donations
• $53,000 for James Park Emergency food pantry
Planning Approach:
In October 2020, staff proposed a restructuring of the allocation process of Community
Development Block Grant and Mental Health Board funds for the fiscal year 2021 through a
unified process using a racial equity lens to address inequities in our community and the
systemic obstacles that impact our lower-income residents, particularly Blacks, Latinos and
other people of color. This process will also address changing needs and support the City of
Evanston’s recovery from the COVID-19 pandemic, which has further amplified those
disparities. It is based on the premise that a return to the pre-COVID “normal” will not address
these injustices. It also builds on the recommendations made by the City’s Social Services
Core Committee in 2019, including changing our social services delivery system. The
restructured allocation process will:
• Support the City’s COVID-19 recovery by addressing the needs of those most
impacted
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• Use a racial equity lens to address inequities and adopt a client-focused rather than a
provider focused approach to incorporate residents’ needs and perspectives
• Procure client-identified services through a competitive process to ensure timeliness of
delivery and optimum value to client and funder
• measand services quantifiable that programs Fund provide urable outcomes;
condition the release of payments and continued funding on the achievement of
specific outcomes
Next steps include:
● Prioritizing the needs of groups experiencing higher rates of COVID-19 morbidity and
mortality, as well as those facing systemic bias and discrimination, to ensure an
equitable recovery process
● Funding comprehensive case management to support holistic wellness outcomes for
individuals and families
● Leveraging community resources to secure comprehensive support services in a timely
and cost-effective manner
BoCDBG Mental and Services Public Health funding a provided using be would ard
combination of program grants and fee -for-service agreements. CDBG funding would be
provided as program grants. MHB funding, which is more flexible, would be used for fee -for-
service agreements as well as program grants.
This philosophy also aligns with the framework used by the Health & Human Services
Department for the new City EPLAN that will be completed in March 2022. Staff is using the
Bay Area Regional Health Inequities Initiative (BARHII) to improve the effectiveness and
efficiency of the public health system in Evanston. The BARHII model examines the social
determinants of health, the conditions in the environments where people are born, live, work,
play, worship and age that affect a wide range of health, func tioning, and quality-of-life
outcomes and risks. BARHII also established policy and investment priorities for an equitable
response and recovery to the pandemic which focuses heavily on the relationship between
housing affordability and health. The range o f supports needed to sustain and stabilize
families and individuals and ways to target recovery efforts that establish and promote equity
mirror proposed changes to the allocation process.
Affordable Housing Accomplishments in 2020:
To meet the affordable housing needs in Evanston, a multi-pronged approach has been
used. Despite significant challenges related to the COVID-19 pandemic, we have made
significant progress in the following areas:
• Increasing income-restricted units by funding developments with City Affordable
Housing Fund and federal HOME funds
• Income restricted units in market-rate housing through developments covered by the
Inclusionary Housing Ordinance (IHO)
• Updates to the Inclusionary Housing Ordinance (IHO) to increase compliance with
onsite units vs paying fees-in-lieu
• Expanding the types of ADUs allowed and reducing barriers to their development
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• Leveraging City assets to expand affordable housing
• Supporting homeownership programs
Affordable Units Funded in 2020 - Affordable Housing Fund and HOME:
The City used its Affordable Housing Fund (AHF) from fees-in-lieu of onsite units and federal
HOME funds to fund the development of 61 units of affordable housing in 2020:
• 1011 Howard St, Evergreen/CJE 60-unit senior housing project with $1.5M of AHF and
$500K of HOME (6 units with Project Based Vouchers (PBV) ≤ 30% AMI, 6 units at
30% AMI, 24 units with PBV ≤ 50% AMI, and 24 units at 60% AMI)
• 1930 Jackson Ave, Housing Opportunity Development Corporation ADU/coach house
with $190K of HOME (1 unit at 60% AMI)
Affordable Units in Market Rate Housing:
As planned developments are added to the pipeline, our work to increase IHO units continues
to advance the goal of expanding the number of affordable units in Evanston.
Planned developments approved:
• 1555 Ridge Ave (3 units at 60% AMI + $525K fee in lieu)
• 1900 Sherman/Emerson (34 units with PBV ≤ 50% AMI, 11 units at 80-120% AMI)
Planned developments submitted: 718 Main St (12 units at 60% AMI) will be at the Planning
& Development Committee/City Council in January/February 2021
Developments in the pipeline: Additional developments that would be covered by the IHO are
under discussion and may move forward in 2021.
Total Affordable Units in Market Rate Developments by Year:
The chart below shows the number of affordable units by the year they became available for rent,
broken down by income level.
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Impact of Inclusionary Housing Ordinance (IHO) Effective January 1, 2019:
In 2020, 32 affordable units were added in private developments approved under the 2016
version of the IHO, including 26 units at or below 60% AMI. The changes to the IHO, effective
January 1, 2019, that prioritize onsite units have resulted in at least half of required units
onsite in all covered developments, with an increase in in-lieu fees and updates to IHO
guidelines have led to more on-site units, an important step toward reducing economic
segregation.
Affordable units created through the IHO do not meet the needs of extremely low - and very
low-income families (30% and 50% AMI) and therefore constitute only a partial solution to
affordability issues in Evanston. Additional funding and publicly funded projec ts are required
to address housing challenges for households below 50% AMI.
Expanded types of Accessory Dwelling Units (ADUs) allowed:
The City of Evanston continued to revise its code relating to ADUs in 2020. The most recent
amendments to the ordinance allow the greatest flexibility to date for the development of
ADUs and positions Evanston as a leader employing this strategy to advance affordable
housing development. A forthcoming guidebook on ADU development will assist Evanston
residents in deciding if an ADU is the right choice for them, and how to go about beginning
that process.
A brief history of ADU policy changes in Evanston is outlined below:
• April 2018: Coach House definition was revised to allow rental to tenants who are
unrelated to the household of the principal residential structure
• January 2020:City Council approved Ordinance 171-O-19, revising the definition of
and regulations for Coach Houses to begin addressing inequitable opportunities to
develop ADUs.
• September 2020: With City Council’s adoption of Ordinance 86-O-20 on Sept. 29,
2020, a Text Amendment to the Zoning Ordinance to Create Accessory Dwelling Unit
Regulations, the definition of an ADU now includes internal/attached ADUs and
detached structures that do not have parking spaces.
o Internal/attached ADUs are more seamlessly integrated and often can be
created with a lower construction cost and without potential zoning setback and
lot coverage compliance issues found when increasing the footprint of an
existing building or constructing a new detached structure.
Leveraging City Assets for Affordable Housing:
See individual memos for the following items:
• Sale of City-owned Property at 1805 Church Street
• Approval of Resolution 8-R-21 Authorizing the City Manager to Initiate a Request for
Proposal Process for the repurposing of City-Owned Real Property Located at 506
South Boulevard
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Supporting Homeownership:
Geometry In Construction - Construction at ETHS on the home that was to be moved to 1824
Emerson Street in the summer of 2020 was halted due to the pandemic. The current plan is
to complete the initial phase at ETHS in the spring of 2021 and move the house to its
permanent site in the summer of 2021. Work is underway to secure a site for the home that
will be constructed in the 2021-2022 school year. The 2018-2019 GIC home was moved to
1729 Dodge Avenue in June 2019 and completed in 2020. The property was entered in the
Community Partners for Affordable Housing land trust to retain affordability in perpetuity and
the home was sold on January 11, 2021 to an eligible buyer.
Financial Wellness Program for Evanston Residents - The City entered into an agreement
with First Northern Credit Union for a personal finance education program to assist Evanston
residents with building wealth to enable participation in capital and credit markets; this was
approved by Council at its meeting on January 13, 2020. This program should lead to
increased levels of business startup activity and home ownership, decreased debt and overall
improved community health resulting from financial stress reduction. In 2020, the City co -
hosted 15 workshops on financial wellness via webinar on a variety of topics, including
understanding credit, retirement planning, and identity theft prevention.
Reparations Home Ownership Program - The City of Evanston established a funding source
for 126Resolution by reparations local -R-on tax the from committed $10M 19 that
to cannabis recreational and negatively that practices policies discriminatory address
impacted Blacks in Evanston. Evanston is the first municipality in the country to commit
funding for reparations. The first program that is under development is designed to provide
housing assistance and relief for Black residents by increasing homeownership, enabling the
rehabilitation or renovation of their homes and building equity and intergenerational wealth
through homeownership. Black residents of Evanston between 1910 and 1968 who were
impacted immediate their or City, the by or policies discriminatory the by practices
descendants, will be eligible.
The Restorative Housing Reparations Program has three components:
1. Home Ownership: down payment/closing cost assistance of up to $25,000 to pu rchase
a home in Evanston that will be their primary residence
2. Home Improvement: up to $25,000 to repair, improve, or modernize their primary
residence in Evanston
3. Mortgage Assistance: up to $25,000 to pay down mortgage principal, interest, and/or
late penalties on their primary residence in Evanston.
Conclusions/Next Steps:
The evolving nature of the pandemic and from it will require the City of Evanston and its
community partners to be creative and flexible to address changing needs, both short- and
long-term. Staff will continue to monitor key data and outcomes and to seek direction from
the City Council to achieve Evanston’s successful and equitable recovery from COVID -19.
Page 8 of 8
SP2.Page 22 of 173
Memorandum
To: Honorable Mayor and Members of the City Council
From: Paul Zalmezak, Economic Development Manager
CC: Erika Storlie, City Manager Sarah Flax, Housing & Grants Manager
Subject: Sale of City-owned Property at 1805 Church Street
Date: January 19, 2021
Recommended Action:
Staff recommends City Council discussion with representatives of Mount Pisgah Ministry, Inc.
and Housing Opportunity Development Corporation (HODC) to present their interest in
acquiring City-owned property located at 1805 Church Street and 1708-10 Darrow Avenue for
redevelopment as mixed-use / mixed-income housing.
Council Action:
For Discussion
Summary:
To contribute to the Special City Council Meeting on Affordable Housing, staff has invited
representatives Opportunity Housing and Inc. Development Pisgah Mount of Ministry,
Corporation (HODC) to present their interest in acquiring City-owned property located at 1805
Church Street and 1708-10 Darrow Avenue to redevelop as mixed-use / mixed-income
housing.
At the February 8, 2021 (after the 15 to 30 day public noticing requirement) City Council
meeting, staff will be seeking approval of a recommendation to authorize the city manager to
begin negotiations with the partnership entity to be created by HODC and Mt. Pisgah
Ministry. The preliminary Memorandum of Understanding between Mt. Pisgah Ministry and
HODC was provided to staff on December 18, 2020 and is attached.
Legislative History:
On approved Committee's Development Economic 2, 2020, December staff's the
recommendation to give the City Manager authority to negotiate the sale of city -owned
property and agreed with the recommendation to authorize negotiations with a partnership to
be created by Housing Opportunity Development Corporation (HODC) and Mt. Pisgah
Ministry. Attached is the staff report from that meeting.
SP3.Page 23 of 173
Attachments:
Review of Request for Qualifications for Development of City-owned Property at 1805 Church
Street - Attachment - Pdf
MOU PISGAH and HODC final signed
Page 2 of 142
SP3.Page 24 of 173
Memorandum
To: Members of the Economic Development Committee
From: Paul Zalmezak, Economic Development Manager
CC: Erika Storlie
Subject: Recommendation to City Council to Authorize City Manager Negotiate
the sale of City-owned Property at 1805 Church Street
Date: December 2, 2020
Recommended Action:
Staff seeks Economic Development Committee recommendation to City Council to authorize
the city manager to negotiate the sale of City-owned property located at 1805 Church Street
with the partnership entity to be created by Housing Opportunity Development Corporation
(HODC) and Mt. Pisgah Ministry.
Council Action:
For Action
Summary:
Staff is seeking the Economic Development Committee's recommendation to the City Council
to give the City Manager authority to negotiate the sale of city-owned property located at
1805 1708and Church -Darrow 10 - Staff Church. as to referred 1805 collectively
by created be to with a negotiations authorizing recommends partnership Housing
Opportunity Development Corporation (HODC) and Mt. Pisgah Ministry. The first
opportunity for the City Council to consider this recommendation will be January 11th or
January 25th, 2021.
At the June 24, 2020 meeting of the Economic Development Committee meeting, staff sought
the committee's input on HODC's and Mt. Pisgah Ministry's respective qualifications and
preliminary redevelopment plans in response to the Request for Qualifications (RFQ) issued
January 13, 2020, and due March 2, 2020.
As presented to the Committee in June, staff evaluated the submissions and scored them on
the 100 point scale defined in the scoring matrix on page 9 of the RFQ document. Staff
presented their review of the two submittals and reported that HODC proposal demonstrated
stronger financial capacity and direct affordable housing funding sources. Both responses
included potentially viable redevelopment projects for the property.
Page 3 of 142
SP3.Page 25 of 173
At the June 24th meeting, members of the Committee encouraged staff to reconsider the
submittals through an equity lens and perhaps not discount Mt. Pisgah Ministry for lack of
demonstrated financial capacity. Committee members also encouraged the two ent ities to
meet privately to determine if a partnership between the organizations was feasible and if an
economically viable redevelopment of the property was possible.
Recently, HODC and Mt. Pisgah Ministry leadership reported to staff they have come to
terms on a partnership for redevelopment. As a result, staff seeks the Committee's
recommendation to the City Council to authorize the City Manager to initiate negotiations with
the partnership to be formed between HODC and Mt. Pisgah Ministry. The sale of the
property will be dependent upon a negotiated sales price and subject to zoning approvals,
including Plan Commission and City Council.
Background
The City Council approved resolution 7-R-20 issuing the RFQ on January 13, 2020. Staff
issued the RFQ on January 14, 2020 with a due date of March 2, 2020 and published a
webpage: https://www.cityofevanston.org/business/1805-church-street
As a reminder, the RFQ process was recommended as a way to manage interest in the
property. Through this process, the property is presented to the development community as
a potential redevelopment opportunity with defined use parameters. The RFQ/P process is a
two-step process:
1. Developers and interested parties were asked to submit qualifications and capacity to
complete a redevelopment based on a set of parameters set forth through a solicitation
from the City. The set of parameters were outlined in a formal public document.
2. The submissions of qualifications are evaluated and from the total submissions,
several are identified as having the capacity to complete the redevelopment. This group,
or “short list”, is then asked to provide their proposal for redevelopment of the site. From
the proposals, a preferred development concept can be created.
Legislative History:
On December 5, 2019, the Economic Development Committee recommended the City
Council issue the RFQ/P. On January 13, 2020, the City Council approved Resolution 7 -R-
20 directing the City Manager to issue a Request for Qualifications/Proposals (RFQ/P) for
sale and redevelopment of City-owned property located at 1805 Church Street and 1708-
1710 Committee Development Economic 2020, the June On Avenue. Darrow 24,
recommended the two entities who submitted qualifications consider a partnership for
redevelopment.
Attachments:
Mt. Pisgah 1805 Church Street RFQ Response Final
HODC Proposal for Redevelopment of 1805 Church
1805 Church Street RFP Review - Scores
Page 2 of 137Page 4 of 142
SP3.Page 26 of 173
DEVELOPMENT TEAM
2
Table of Contents
I. Qualifications Summary
II. Development Team Overview
III. Project Experience
IV. Current Projects
V. Financial Information
VI. References
VII. Point of Contact for Project
MT. PISGAH MINISTRY
DEVELOPMENT TEAM
RFQ RESPONSE
REDEVELOPMENT OF 1805 CHURCH STREET
CITY OF EVANSTON
1805
Page 3 of 137Page 5 of 142
SP3.Page 27 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
3
Table of Contents
I. Qualifications Summary
II. Development Team Overview
III. Project Experience
IV. Current Projects
V. Financial Information
VI. References
VII. Point of Contact for Project
Page 4 of 137Page 6 of 142
SP3.Page 28 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
4
Qualifications Summary
Mt. Pisgah Ministry is not a formal property or real
estate developer in Evanston, IL. However, Mt. Pisgah’s
40+ years of active community involvement via ownership of
1813-1815 Church Street to provide multifaceted outreach
services to the surrounding neighborhood and the 5th Ward
demonstrates our active and directed vision to continue
affordable housing and business development of the Church
Street business district.
Mt. Pisgah’s assembly of an Affordable Housing
building project team demonstrates the continued and
focused effort to develop 1805 Church Street for the citizens
of the 5th Ward and in line with the City of Evanston (COE)
Master Plan for business development and affordable
housing.
The Mt. Pisgah 1805 Church Street Development
team brings experienced members in sustainable
construction, affordable housing development, financial
management and facility operations to ensure this project is
completed without financial liability and will be sustainable
for future Evanston occupant residents and businesses that
will occupy the development.
Page 5 of 137Page 7 of 142
SP3.Page 29 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
5
Development Team Overview
The Mt. Pisgah Ministry Development team
is comprised of experienced members in sustainable
construction, affordable housing development, financial
management and facility operations to ensure this project is
completed without financial liability and will be sustainable
for future Evanston occupant residents and businesses that
will occupy the development.
Upon the sale or gifting of the 1805 Church Street from
the City of Evanston to Mt. Pisgah Ministry, this development
team will move forward into the required activities with the City
of Evanston for starting all remaining phases of developing
the 1805 Church Street property as conferred by the City of
Evanston.
Please see below all team members:
• Mt. Pisgah Ministry
• Suzuki + Kidd - Architect
• Skender - Contractor
• Aberdeen Associates - Financing/Fund raising
• Plante Moran - Accounting/ Property Management
Page 6 of 137Page 8 of 142
SP3.Page 30 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
6
Development Team Overview
Mt. Pisgah Ministry
Mt. Pisgah Ministries has been serving the western side of
Evanston for over 40 years. Our mission is to be a catalyst
for change in the community. For 20 years, we have had a
vision to participate in community development by building
an affordable senior housing on the 1805 Church Street lot.
Mt. Pisgah has owned outright our current worship facility and
adjacent vacant lot for 30 years. Mt Pisgah has been trying
to purchase the 1805 Church St property years before COE
acquired it, with the sole purpose of erecting affordable senior
housing as a part of Mt Pisgah’s ministry mission. Mt. Pisgah
has been consistent and genuine in our plan to develop 1805
Church Street property with the assurance of “faith” and
approval from the COE for this Mt. Pisgah affordable housing
project. Mt. Pisgah secured architects to design a project of
work to parallel the COE 2017 Master Plan and now have
raised our effort by assemblying a development team that
has the capacity to move our vision forward.
Mt. Pisgah’s rooted social presence on the west side of
Evanston, forward thinking community development mindset,
and physical proximity to the1805 Church Street lot make us
uniquely qualified for such an endeveaor.
Page 7 of 137Page 9 of 142
SP3.Page 31 of 173
Pastor Clifford James Wilson
Clifford James Wilson is Senior Pastor of Mt Pisgah
Ministry, Inc. (MPM) He is married to Sherron
Angela Wilson with whom he has four children;
Katie, Christian, Jacqueline, and Jessica; and six
grandchildren. His family has grown and prospered
in Evanston with his children attending Evanston
Township High School. His son Christian was an
exceptional football player at the high school
earning a full college scholarship. His daughter Dr.
Jessica Wilson also graduated from ETHS, and
currently owns her own medical practice in St.
Thomas, USVI. His wife Sherron; is currently
employed as a tax compliance manager at Mars,
Inc. in Chicago, IL.
Pastor Wilson was born in Eufaula, AL during the
Jim Crow Era in 1950. He migrated with his
mother (Katie Bell) and 8 of his 9 siblings to Harlem, NY in 1964. When he was
twelve years old, he committed his life to Christ, but like most didn’t fully
understand. He re-committed at age 17 and accepted the call into ministry.
Ordained and trained as a local minister at Mt. Calvary Pentecostal Faith Church,
400 Lenox Ave., Harlem, NY. Under the leadership of Pastor R. A. Horn, he
served as a youth minister, camp counselor, camp lifeguard, transportation team
member, and street preacher. In December of 1973 he relocated with his wife of
42 days to Evanston, IL serving as Assistant Pastor to re-establish the ministry
begun in 1929 by the late Rosa Artimus Horn at 1615 Lake Street, Evanston IL.
Pastor Wilson has been serving Christ for over 59 years in numerous positions
and knows the value of hard work.
From 1975 until 2001 (26 years), Pastor Wilson was bi-vocational with a
full-time position at Exelon (ComEd) Corp as well as ministering at MPM where
he was appointed Senior Pastor in November of 1976. He has held several
positions in the community. He served as convener for the Evanston Pastor’s
fellowship for 4 plus years as well as other positive endeavors in the community.
In addition to that, as Evanston’s oldest tenured pastor, he also serves as
co-chair for “Evanston Own It,” a multi-denominational Pastors Consortium
supporting the Mayor of Evanston’s summer youth jobs program as well as
leading the call to prayer for nearly every Evanston “Night Out” in the fifth ward.
Pastor Wilson is a well known orator and singer with many requests for his
appearances at numerous events city wide.
Pastor Wilson’s life's verse: It was by faith that Enoch was taken up to heaven
without dying – “he disappeared, because God took him.” For before he was
taken up, he was known as a person who pleased God. Hebrews 11:5 NLT
Page 8 of 137Page 10 of 142
SP3.Page 32 of 173
Pastor Eric J. Blakely - Biography
(Non Profit / Church / Community / International Missions / Department of Veterans Affairs)
Auxiliary Pastor, Mount Pisgah Ministry, Evanston, IL (3.5 years)
Co-Founder, Trees of Righteousness Int’l Ministry (19 years)
Pastor Blakely is focused in his current assignment under Pastor Clifford J. Wilson, Senior Pastor/Co-Founder of Mount
Pisgah Ministry to fulfill the ultimate community outreach vision for the completion of the 1805 Church Street / MT PISGAH
Affordable Housing building project for Evanston residents, seniors and 4-member families with proof of employment , with AMI
of >50 and >30 . Pastor Blakely was selected by Mt. Pisgah Executive Leadership committee to solidify and manage the 1805
Church Street / MT PISGAH Affordable Housing building project using his 28 years of military Project Management experience
combined with 12 years of Department of Veterans Affairs project administration, management and operations experience.
His additional skills in successfully completing corporate and Non-for-Profit(NFP) operations support plans, solidifying NFP
funding sources & adhering to compliance/reporting processes, 3-International Missions projects in South Africa, 1-Childrens
Homeless Shelter in Honduras and managing funding, logistics, housing and team compilation of 6-Missions Teams to/from China
denotes his competent and consummate leadership as a member of the Mt. Pisgah Development Team.
Functional Areas: Church Administration / Program-Project Manager / Business Ops-Management / Management Analyst
Qualifications:
1. Leading Executive and Operational Change ⮚VA -- Implemented 3-year national VHA Purchase Care strategic plan supporting the VAMC and ensured alignment
with the Director’s VHA Score Card, OIG and Compliance requirements. ⮚Missions -- Researched and implemented fiscal alignment for China Missions team support, on ground operations and
logistics, and solidified operational pathways for evolution of Missions work growth in the interior China provinces. ⮚Mt. Pisgah / Evanston Community -- Identified community outreach opportunity for bi-lingual communication to 5 th
Ward neighborhoods. Increasing Mt. Pisgah summer time / ‘back to school’ clothing drive and FREE food give-a-way
opportunities annually.
2. Leading Executive Teams and Committees ⮚Mt. Pisgah – selected as Auxiliary Pastor and Church Administrator to supervise programmatic analysis of complex
strategic business plans transforming church business operations, ministry in/out puts for the surrounding
neighborhoods, restructuring church executive levels, vendors, internal/external stakeholders, leading teams and
subordinates in organizational re-alignment, SOP restructuring, mission metrics tracking /reporting and professional
development. ⮚US Army – Physical Security and Information Manager coordinating vendor and DoD consortium resolving 10+ years
of aged systems, logistics order lanes and accounts/ costs compliance.
3. Results Driven ⮚US Army and VA -- Designed / managed phased roll out of data-base integrating enterprise information systems for
revenue, acquisitions, expenditures, payroll, and tax obligations ⮚VA -- resolved +30M dollar department LOAs bringing all into OIG compliance; initialize recoupments, VHA
Outsourced Purchased services analysis with enterprise Fiscal & Acquisitions Services.
4. Business Acumen ⮚VA – for SECVA; researched and reported findings on US Pacific Region VA access, submitted to VHA Exec-LDR
Cmte’(Aug. 2018) in support of VA Senate Hearing(Nov. 2018).
5. Building Coalitions ⮚VA -- Advises regional / national executives in phased cost recovery initiatives via metropolitan meta-data. ⮚US Army -- Established congressional and corporate CEO/COO relationships to strategize mobilization capabilities
and logistic systems improvement(FY 2014 to FY 2017)
Page 9 of 137Page 11 of 142
SP3.Page 33 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
9
Development Team Overview
Suzuki + Kidd
Suzuki+Kidd is a registered architectural design firm in the
state of Illinois. We are on a journey to design, develop,
and discover new opportunities to improve the spatial
environments of human experience. We explore each project
with curiosity to uncover the nuances of the site, program,
and client. Design is not always a linear process; this
challenges us to analyze multiple solutions and investigate a
diversity of methodologies. Our team relies on collaboration
of architects, designers, visionaries, and entrepreneurs to
formulate strategic solutions for complex scenarios. As a
result of this approach, our design experiences range from
product design to entire urban fabrics. Regardless of the
context, our architectural designs synthesize beauty and
function into compositions of balance and proportion.
Professional affiliations include Northeast AIA, NCARB, and
LEED AP BD+C.
Page 10 of 137Page 12 of 142
SP3.Page 34 of 173
B E N K I M S U Z U K I
D E S I G N P R I N C I P A L
847.998.4659
b.suzuki@suzukikidd.com
PHONE
EMAIL
C O N T A C T
A B O U T B E N
Ben is currently Design Partner of
SUZUKI + KIDD. He was born in Tokyo
and raised in Kyoto, Japan. Ben loves to
introduce people to the cultural heritage
of Kyoto, and he appreciates diverse
cultures and traditions around the globe.
After graduating from Kyoto Municipal
Horikawa Senior High School, he
received architectural degrees from The
University of Michigan and Harvard
University. Ben currently resides in the
USA and loves to visit his family in Kyoto
as often as he can. Ben is fluent in
Japanese and English.
P R O F E S S I O N A L E X P E R I E N C E
SUZUKI + KIDD PC
Design Principal
Projects involve Yamato Transport USA, Mt. Pisgah
Church, M. Pritzker Pavilion, Willow Creek Community
Church and Good News Partners Center.
BSK Design Inc.
Design Principal
Participated in numerous design competitions including a
collaboration with Anderson & Oh, Chicago and many
Korean architectural firms. Projects ranges from large
urban design projects, to institutional & commercial
developments, and to residential projects in Korea, Japan,
and USA.
Kenzo Tange Associates
Principal Architect / Chief Designer
Led a design team that participated in various
institutional, cultural, and commercial projects in Italy,
Shanghai, Singapore, and Japan. The late Professor Kenzo
Tange supervised the projects.
Perkins & Will
Project Designer
Worked closely with Design Principals, Ralph Jonson,
David Hansen, Jerry Johnson, and Tom Mozina, to
participate in various international as well as domestic
projects
2016 - PRESENT
1996-2016
1994-1996
1990-1992
Page 11 of 137Page 13 of 142
SP3.Page 35 of 173
1987-1990
P R O F E S S I O N A L E X P E R I E N C E C O N T .
SOM
Project Designer
Led the design of Bishopsgate Phase-8, London. Later, he
joined SOM LA to lead the design of American Honda IDS
Building/Campus Planning,Torrance, CA under the
supervision of Ron Flink. Ben was also instrumental in
leading the design of various domestic and international
commercial projects supervised by Richard Keating,
including Fubon Banking Center, Taipei.
1986
1985
A P P R E N T I C E S H I P S
Cesar Pelli &Associates
Junior Designer: Participated as a team designer for
schematic design, presentation drawings and
models, and master planning for domestic projects.
The Stubbins Associates Inc.
Designer: Participated as a team designer for commercial
and institutional interior renovation
projects.
2004—2008
1999-2004
1998-1999
A C A D E M I C A P P O I N T M E N T
Professor of Architecture
Judson University School of Art, Design & Architecture,
Elgin, IL
AIAS Excellence in Architectural Education Award, Judson
University, 2007-2008. Who's Who Among American
Teachers & Educators, 2006-2007
Associate Professor of Architecture:
International Architecture Exchange Program: "East Meets
West, A Search for Authenticity in Architecture." Special
international exchange design studio, seminar, and field
trip held with Kanto Gakuin University School of
Architecture, Yokohama, Japan, September 2002.
Adjunct Professor of Architecture
Page 12 of 137Page 14 of 142
SP3.Page 36 of 173
1986
E D U C A T I O N
HARVARD UNIVERSITY GRADUATE SCHOOL OF DESIGN
Master's Thesis in Architecture: The Impasse of
Architecture and The Architecture of Transcendency
1982 THE UNIVERSITY OF MICHIGAN
Bachelor of Science in Architecture, Class Honors
D E S I G N J U R I E S
AIA, NORTHEAST ILLINOIS CELEBRATE ARCHITECTURE 2001 HONOR AWARD
PROGRAM JUROR IN THE SELECTION OF VARIOUS AIA REGIONAL AWARDS
FROM MORE THAN 50 ENTRIES. THE OTHER JURORS WERE JANET
HAHN LOUG'EE, AIA, AND ED UHLIR, FAIA. NOVEMBER 2001
JUDSON COLLEGE LIBRARY-ACADEMIC CENTER INTERNATIONAL DESIGN
COMPETITION JUROR IN THE SELECTION OF THE DESIGNER-ARCHITECT FROM
INVITED ENTRANTS FOR THE NEW LIBRARY-ACADEMIC CENTER, JUDSON
UNIVERSITY, ELGIN, IL. THE FINALISTS WERE: HOLABIRD AND ROOT, CHICAGO;
ANDERSON AND ANDERSON, SEATTLE + ZAGO ARCHITECTS, DETROIT; RANDY
BROWN, OMAHA; PERKINS EASTMAN, NEW YORK
CITY; ALAN SHORT (WINNER), LONDON. DECEMBER 2000—JANUARY 2001
UNIVERSITY OF ILLINOIS AT URBANA-CHAMPAIGN, MASTER THESIS DESIGN
JUROR, 1998
HARVARD UNIVERSITY GRADUATE SCHOOL OF DESIGN, CAREER DISCOVERY
STUDIO JUROR
ILLINOIS INSTITUTE OF TECHNOLOGY, GRADUATE DESIGN STUDIO JUROR,
CHICAGO, IL
KYOTO SEIKA UNIVERSITY, UNDERGRADUATE DESIGN STUDIO JUROR, KYOTO,
JAPAN
Page 13 of 137Page 15 of 142
SP3.Page 37 of 173
P U B L I C A T I O N S
Daily Herald, Judson team wins building design contest, by
Joanne C. Duffer, Neighbor, Section 5, page 1, Arlington, IL,
Tuesday, December 17, 2002
The Courier News, Judson team wins architectural honors,
by George Rawlinson, A3, Elgin, IL, Thursday, October 17,
2002
The Courier News, At Elgin's Colleges: Judson students to
design murals for Moody Church, D3, Elgin, IL, Wednesday,
December 26, 2001
Architalk, The Newsletter of AIA Northeast Illinois, IL,
November 2001
A&C, Architecture & Design Competition, No. 21, Special
Feature: Ids. Featuring our design projects of the past.
http://www.ancbook.com/en/ Pages 26-57, Feb. 2000, Korea
Ralph Johnson of Perkins & Will, page 168-169, 200-201,
215, Rizzoli 1995
Structure: Journal of Japan Structural Consultants
Association, Essay on Monumentality, page 35, No. 35. July
1990
Architecture & Urbanism, A+U, Special Feature: Richard
Keating, Years at SOM 1976-1990, page 104-113. Page 128,
No. 241, October 1990
Bruce Graham of SOM, Bishopsgate Project, Broadgate
Phase 6, 7, 8. Page 142-149, Rizzoli 1989
Total Design, The Rising Architects, Emerging Voice in
America, page 45, No. 71, April 1988, Korea
Investigation in Architecture, Eisenman Studios at GSD:
1983-1985. Page 40-41, ISBN 0-93567-04-3, Cambridge,
MA, USA, 1986
I N T E R N A T I O N A L C O M P E T I T I O N S
SK-Telecom Dae-Jeon Regional Office Tower Competition,
Daejeon, Korea, '02-‘04 (First Place: Built)
Second District Court Office of Kyungkido Competition
Project, Korea, 1997 (Mentioned)
Gae Yang (Kyeyang) District Court & Office Building
Competition, Incheon, Korea, 1997 (Second Place)
Bung Dang Mixed-use Competition Project, Bundang, Korea,
1996 (First Place: Unbuilt)
Ulchiro 3-Ga Mixed-used Development International
Competition, Seoul, Korea, 1996 (Mentioned)
Incheon City Science-Educational Center Competition,
Incheon, Korea, 1996 (Mentioned)
Incheon District Court & Office Building Competition,
Incheon, Korea, 1996 (Mentioned)
Incheon District Prosecutor’s Administration Office
Competition, Incheon, Korea, 1996 (First Place: Built)
Pidemco Twin Towers Competition Project, Singapore, 1994
—1995
Hanjung Heavy Industries Competition, Seoul, Korea, 1994
(Second Place)
Chek Lap Kok Airport Competition, Hong Kong, China, 1992
Aloha Tower Project Competition, Honolulu, HI, USA, 1990—
1991 (First Place: Unbuilt)
Tower City Center Competition, Cleveland, OH, USA, 1989
(Unbuilt)
Page 14 of 137Page 16 of 142
SP3.Page 38 of 173
C O M M U N I T Y S E R V I C E
Nominating Committee, First Presbyterian Church of
Evanston, IL 2019
Diversity Ministry Team, First Presbyterian Church of
Evanston, PCUSA, Evanston, IL; October 2009—2010. Co-
Chair. Promoting the importance of multiculturalism and
related issues at the local level in partnership with Chicago
Presbytery and PCUSA.
Pastor Nominating Committee, First Presbyterian Church of
Evanston, PCUSA, Evanston, IL; December 2008—October
11, 2009.
Mentorship Program, First Presbyterian Church of Evanston,
IL; 2008
Harvard Club of Chicago, 150th Anniversary Celebration,
Chicago, IL, patron; 2007
Board of Deacons, First Presbyterian Church of Evanston, IL;
2000—2002
"Super-Saturday" Soup Kitchen, First Presbyterian Church of
Evanston, IL; 1997—Present Clothes Closet, First
Presbyterian Church of Evanston, IL; 2000—2003
Visitation Ministry, First Presbyterian Church of Evanston, IL;
2000—2003
Thirteenth Annual Elgin Community Prayer Breakfast, Elgin,
IL; May 15, 2001 Closing Benediction. Invited guest included
Mayor Edward Schock, Elgin, IL
Christmas in April, Habitat for Humanity, First Presbyterian
Church of Evanston, Evanston, IL; 1998
S E M I N A R S
"Arts of Japan: Origin of Japanese Architecture, Man, Nature,
and Spirit": lecture with slide presentation presented at
Richmond Center for the Visual Arts, Gwen Frostic School of
Art,& College of Fine Arts, Western Michigan University,
Kalamazoo, MI, November 17, 2008.
Harvard Design Magazine, Benefit Seminar with Rem
Koolhaas: roundtable seminar and discussion led by
Koolhaas, Professor Sarah Whiting of Harvard, and Donna
Robertson, Dean of the Architecture Department at the
Illinois Institute of Technology (IIT), to discuss the
controversial "The New McCormick Tribune Campus Center"
for IIT. William S. Saunders, the Editor of Harvard Design
Magazine, organized the seminar at the McCormick Tribune
Campus Center, IIT, Chicago, IL. October 4, 2003
Chicago Shop Talk: workshop and discussion held at the
Graham Foundation, led by Peter Rowe, Dean of the Harvard
Graduate School of Design, to discuss three case studies of
the urban housing development in Chicago, IL, April 14, 2003.
East Meets West Seminar: A Search for Authenticity in
Architecture. Seminars and lectures presented for an
International Architecture Exchange Program involving six
students and Dr. Meiji Watanabe from Kanto Gakuin
University, Yokohama, Japan, and eight students from Judson
College, Department of Architecture, Elgin, IL; September 8—
September15, 2002.
Theology Through the Arts: Theology and Built Environment
Colloquium. International colloquium organized and led by
Dr. Murray Rae, King's College, London, and Professor Alan
Torrance, University of St. Andrews, UK. A total of ten
participants from UK, New Zealand, Canada, and USA, were
invited and sponsored by the Calvin Institute of Christian
Worship, Calvin College, Grand Rapids, MI; September 4—
September 6, 2002.
"Sublime Temple vs. Primitive Hut: An Origin of Architecture":
lecture with slide presentation to lead the final panel
discussion at the Evangelical Worship and Church
Architecture Conference, Judson College, Elgin, IL; October 11
—October 13, 2001.
Page 15 of 137Page 17 of 142
SP3.Page 39 of 173
M A T T H E W K I D D
P R I N C I P A L A R C H I T E C T
224.245.8142
matthew.d.kidd@gmail.com
PHONE
EMAIL
C O N T A C T
A B O U T M A T T H E W
Matthew is an architect, designer, and
innovator that is passionate about
shaping environments, products and
experiences that enrich peoples
lives and enhance community. He enjoys
pursuing entrepreneurial endeavors
as well as exploring new ideas and
concepts. Matthew recharges by
competing in long distance endurance
sports as well as creating adventures
with his wife and four boys.
2016 - PRESENT
2009-2017
2008-2009
A R C H I T E C T U R A L E X P E R I E N C E
SUZUKI + KIDD PC
Principal Architect
Projects involve Yamato Transport USA, Mt. Pisgah
Church, M. Pritzker Pavilion, Willow Creek Community
Church and Good News Partners Center.
Carlson Architecture
Architect
Integrated role in the design and master planning of
church facilities along with coordinating preparation of
construction documents. Heavily involved in 2016
Solomon Award winning project at South Park Church in
Park Ridge, IL.
Adrian Smith + Gordon Gill
Architectural Team
Team member contributing to design and presentation of
projects ranging from low-rise residential to high end
corporate headquarters. Projects focused on meeting high
sustainability standards in locations across the globe.
A I A , N C A R B , L E E D B D +C
2016-2017
A C A D E M I C A P P O I N T M E N T
Adjunct Professor of Architecture
Judson University School of Art, Design & Architecture,
Elgin, IL
Page 16 of 137Page 18 of 142
SP3.Page 40 of 173
2009
E D U C A T I O N
JUDSON UNIVERSITY
Master of Architecture
AIA School Medal
2007 JUDSON UNIVERSITY
Bachelor of Arts
Magna Cum Laude
C O M P E T I T I O N S
KROB DELINEATION COMPETITION - 2009 FINALIST
URBAN DESIGN COMPETITION FOR KLAKSVÍK CITY CENTER, FAROE ISLANDS
LAND ART GENERATOR , COPENHAGEN, DENMARK
HOLOCAUST MEMORIAL, ATLANTIC CITY, NJ
RE-THINKING PLAYGROUNDS - FINALIST
RE-THINKING SHANGHAI URBAN DESIGN
REIMAGINE THE CANALS COMPETITION
2015 - PRESENT
2014-PRESENT
B U S I N E S S E X P E R I E N C E
RACER'S EDGE ATHLETICS
Co-Founder, USAT Race Director
Endurance sports management company and racing team.
Home Advantage Design
Founder
Trademarked E-commerce private label company
specializing in office and home stationery products
2017 - PRESENT
L E A D E R S H I P E X P E R I E N C E
WILLOW CREEK HUNTLEY
Leadership Advisory Council Member
Provide direction and input on critical church operations.
Page 17 of 137Page 19 of 142
SP3.Page 41 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
17
Development Team Overview
Skender
Skender changes the way people experience construction.
From our passion to the way we’re innovating project delivery,
our clients and project partners walk away feeling different
about the process. Our approach is different – we believe
a successful project builds on everyone’s expertise. True
collaboration, innovation and a focus on efficiency creates
value that clients see and touch.
Skender is not a traditional contractor. We are an energetic
and aggressive firm that rolls up its sleeves. We are known
throughout the industry for being a partner who shares in risk
and believes in accountability.
Our work process is efficient and strategic, always
collaborative and refreshingly fun. Genuine relationships
emerge after people experience the way we work. True
partnerships and lasting relationships are what matters most
to Skender. Our clients enjoy partnering with us because
everyone at every level is invested in their success.
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SP3.Page 42 of 173
Year Founded
1955
Company Type
Privately-held;
Limited Liability Company
State of Incorporation
Illinois
Date of Incorporation
July 1, 1980
Federal Tax ID
20-3798025
Number of Employees
260
Total Revenues
2020 | $465,000,000*
2019 | $420,000,000
2018 | $415,000,000
2017 | $400,000,000
*Projected
Financial Institution
BMO Harris Bank
Ms. Susie Carroccia, CMA
111 West Monroe Street, 5W
Chicago, IL 60603
General Liability, Workers’
Compensation and
Automobile Insurance
Zurich American
Insurance Company
1400 American Lane
Schaumburg, IL 60196
800.987.3373
Bonding Company
Liberty Mutual
Mr. Dick Kaufmann
2815 Forbs Avenue, Suite 102
Hoffman Estates, IL 60192
847.490.2325
Bonding Broker
Mr. Bill Reidinger
Assurance Agency
One Century Centre
1750 East Golf Road
Schaumburg, IL 60173
About Skender
Skender changes the way people experience construction. From our passion to the
way we’re innovating project delivery, our clients and project partners walk away feeling
different about the process. Our approach is different – we believe a successful project
builds on everyone’s expertise. True collaboration, innovation and a focus on efficiency
creates value that clients see and touch.
Skender is not a traditional contractor. We are an energetic and aggressive firm that rolls
up its sleeves. We are known throughout the industry for being a partner who shares in
risk and believes in accountability.
Our work process is efficient and strategic, always collaborative and refreshingly fun.
Genuine relationships emerge after people experience the way we work. True partnerships
and lasting relationships are what matters most to Skender. Our clients enjoy partnering
with us because everyone at every level is invested in their success.
Headquarters
Chicago | 1330 West Fulton, Suite 200, Chicago, IL 60607
skender.com
Page 19 of 137Page 21 of 142
SP3.Page 43 of 173
skender.com
Joe Pecoraro
LEED AP BD+C
Project Executive & Partner
P: 708.516.2996
E: jpecoraro@skender.com
W: www.skender.com
A: 1330 W. Fulton, Suite 200
Chicago, IL 60607
Experience
14 years in the industry
14 years at Skender
Square Feet Experience
2.5 Million
Education
M.S., Project Management
Northwestern University
B.S., Civil Engineering
University of Illinois
Urbana-Champaign
References
Mr. Tim Hedges
DKI, Inc.
312.255.9986
Mr. Larry Pusateri
Grandbrier of Prospect Heights
312.848.9457
Mr. Nick Tufano
Preservation Partners
310.691.2300
As Project Executive, Joe Pecoraro leads the project management team and
oversees various projects. Joe is experienced in developing comprehensive
preconstruction plans that help clients maintain project budgets and ensures
that they get the most value for their dollar. He is also responsible for allocating
resources, managing risk, negotiating with subcontractors, providing quality
assurance and making sure the client is satisfied throughout the project.
Biography
Housing
+ The Residences of Lake in the Hills | Lake in the Hills, IL
90,000 SF new construction of 2-story, 92-unit affordable, independent senior
living facility.
+ The Villas of Lake in the Hills | Lake in the Hills, IL
75,550 SF, 60 unit new construction of 2 & 3 bedroom apartments in an affordable
independent senior living facility.
+ Lakefront Residences of Grayslake | Grayslake, IL
75,000 SF affordable independent senior living facility that includes 70 residential
units. Project features deep well geothermal heating with twenty-two 400’ vertical
wells, heat exchanging system and complete hydronic system appurtenances.
The site features a 3-acre retention pond, 50-car client parking area and a native
plant landscaping development.
+ J. Michael Fitzgerald Apartments | Chicago, IL
65,000 SF, five-floor, 63-unit new construction of affordable senior housing facility.
The project includes a precast concrete structure design, variable refrigerant flow
(VRF) HVAC system, double elevator shaft, ground floor multipurpose room, library,
computer room and fitness center.
+ Axley Place | Glenview, IL
11,000 SF, two-building, 13-unit affordable housing development. Buildings feature
one, two and three-bedroom apartments, including three ADA compliant units and
three adaptable units. Project included IHDA-funding.
+ Woodlawn Station | Chicago, IL
95,000 SF, 3-building new construction affordable housing unit in Chicago’s
Woodlawn neighborhood. Main building contains 55 units, additional buildings
contain 12 units and 3 units. Main building lot sits in very close proximity to elevated
train track and involved heavy utility logistics planning.
Project Experience
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SP3.Page 44 of 173
skender.com
Brian Ribordy
Director of Field Operations,
Multi-Unit
P: 815.403.1088
E: bribordy@skender.com
W: www.skender.com
A: 1330 W. Fulton, Suite 200
Chicago, IL 60607
Experience
20 years in the industry
10 Years with Skender
Square Feet Experience
1 Million+
Education
B.S., Construction Management
Illinois State University
References
Mr. Chris Rintz
Consultant
847.677.0645
Mr. Richard Koenig
Housing Opportunity Development
Corporation
847.564.2900
As Director of Field Operations, Multi-Unit, Brian Ribordy manages field
activities and operations of your project. Brian is responsible for promoting and
communicating safety to all subordinates and subcontractors. He also executes
construction and administrative activities so that your project is completed within
budget, on or before schedule and in accordance with the project specifications.
Biography
Housing
+ Axley Place | Glenview, IL
11,000 SF, two-building, 13-unit affordable housing development. Buildings feature
one, two and three-bedroom apartments, including three ADA compliant units
and three adaptable units. Project included IHDA-funding.
+ Woodlawn Station | Chicago, IL
95,000 SF, 3-building new construction affordable housing unit in Chicago’s
Woodlawn neighborhood. Main building contains 55 units, additional buildings
contain 12 units and 3 units. Main building lot sits in very close proximity to
elevated train track and involved heavy utility logistics planning.
+ Bryn Mawr Apartments | Chicago, IL
75,000 SF, 99-unit occupied affordable housing renovation in the Jackson Park
neighborhood of Chicago.
+ Conrad Apartments | Skokie, IL
25,000 SF 23-unit interior rehabilitation and structural additions to multiple
building locations to residential neighborhood.
+ The Residences of Lake in the Hills | Lake in the Hills, IL
90,000 SF new construction of a 2-story, 92-unit affordable, independent senior
living facility.
+ Safe Haven Veteran Village | Melrose Park, IL
55,000 SF affordable housing development. Includes 12 buildings making up 35
total units. Wood construction with cement board, brick and a cedar veneer.
+ Southland Village | Chicago, IL
295,000 SF, 220-unit remodel of a 24-floor high rise in Chicago‘s Woodlawn
neighborhood. Project includes a gut rehabilitation and window replacements.
Project Experience
Page 21 of 137Page 23 of 142
SP3.Page 45 of 173
skender.com
Brian Skender
Senior Project Manager
P: 708.476.2161
E: bskender@skender.com
W: www.skender.com
A: 1330 W. Fulton, Suite 200
Chicago, IL 60607
Experience
15 years in the industry
15 years at Skender
Square Feet Experience
2 Million
Education
M.B.A., Loyola University Chicago
Quinlan School of Business
B.A., University of Illinois
Urbana-Champaign
References
Mr. Adam Lester
Senior Lifestyle Corporation
312.523.5646
Mr. Cameron Abbott
Akerman LLP
407.254.3507
Mr. Steve Kiley
CBRE
312.935.1942
As Senior Project Manager, Brian Skender is responsible for delivering projects on
schedule and within your budget. Brian provides direction and maximizes productivity
and efficiency through constant communication. He provides scope reviews, prepares
detailed budgets and is also responsible for controlling cost throughout the project.
Biography
Housing
+MLK Jr. Plaza Apartment | Chicago, IL
115,000 SF, multi-phased interior and exterior rehabilitation and renovation of 138
occupied units in affordable housing complex. Exterior work included full lintel
replacement, window replacement, extensive masonry façade renovations,
parking lot sealant and re-roofing of all buildings. Interior work included full
replacement of all water piping and kitchen and bath renovations with extensive
abatement procedures required.
+Southwick Apartments | Matteson, IL
37,000 SF, 40-unit affordable housing development. All units are ADA accessible
and this development was designed specifically for those who use wheelchairs or
need other assistance with mobility.
+North Shore Place Memory Care | Northbrook, IL
40,000 SF construction of new, two-story, 40-unit memory care facility. Project
was an addition to existing facility to provide additional memory care support.
Cold-Formed structure with masonry exterior.
+North Shore Place Assisted Living Renovations | Northbrook, IL
35,000 SF occupied and phased renovations to existing memory care building,
converting to assisted living.
+Central Baptist Village Basement | Norridge, IL
35,000 SF flood restoration of fully-occupied assisted senior living facility’s lower
level concourse.
+Northwestern Memorial Hospital Worcester House | Chicago, IL
6,500 SF multi-phased renovation of 17-unit housing facility for Northwestern
students and families of hospital patients.
Project Experience
Page 22 of 137Page 24 of 142
SP3.Page 46 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
22
Development Team Overview
Aberdeen Associates
Aberdeen Associates provides business consulting focused
on strategic planning, financing, marketing and fund raising.
Page 23 of 137Page 25 of 142
SP3.Page 47 of 173
ROSEMARY MAUCK
124 Greenleaf Street Evanston, Illinois 60202 (312) 636-2541mauckrj@gmail.comwww.linkedin.com/in/rosemarymauck
SUMMARYA results-driven and customer-focused Financial Services Executive, with demonstrated expertise in sales management, business development, credit structuring, territory management, negotiations, risk analysis, change management, key account management, training and development. A proven aptitude in leading teams and initiatives in a variety of settings, developing and leveraging business and community relationships, and building strategic alliances with diverse stakeholders. A versatile, forward-thinking executive, who utilizes experience, leadership, and passion to maximize the potential of the organization and strengthen revenue streams.
Strategic Planning and Marketing
Sustainable Revenue Generation
Real Estate Development and Sales
Sales Management
Expense Control
Credit, Finance, Risk Analysis
Business Development
Team Development
Change Management
Relationship Management
Industry Expertise: Healthcare, C&I, Higher Education, Government, Non-Profit.
EXPERIENCEAberdeen Associates, Evanston, Illinois, Current
PrincipalPNC BANK, Chicago, Illinois
Managing Director, Senior Vice President, Healthcare Group, 2014-2018Directed firm’s efforts in the healthcare industry in Upper Midwest, including Illinois, Wisconsin, Minnesota, and Northern Indiana. Responsible for establishing relationships with the largest healthcare organizations and heading the team of PNC product areas, including capital markets, credit, treasury, and investment management with the clients. Provided customized financial solutions to this industry, while managing risk and bottom-line profitability.
Member of the PNC Chicago leadership team.
Member of the PNC Chicago Foundation and Grants Committee.
Member of the PNC Healthcare Branding Committee, with a focus on Healthcare website design and newsletter.
J.P. MORGAN, Chicago, Illinois
Senior Vice President, Relationship Executive, Government Group, 2012-2014Led firm’s efforts at state level for Midwest states and agencies. Implemented senior-level banker engagement in comprehensive marketing effort, including intensive calling effort, interfacing with Midwest states and agencies to understand needs, coordinating development of customized solutions, and ensuring continued delivery of excellence in product and
Page 24 of 137Page 26 of 142
SP3.Page 48 of 173
Rosemary Mauck, Page 2
service. Established strong relationships in seven states, with contacts developed from governors’ offices through all of agencies. Spearheaded asset management and custody, leasing, credit, EBT programs, and other treasury opportunities.
Customized and implemented relationship-based and proactive marketing program rather than RFP-based, enabling firm to have substantive consultative involvement with state clients prior to any RFP.
Positioned firm for 12 new clients and new revenue open pipeline of $5,500,000 from states of Iowa, Nebraska, Kansas, Minnesota, Wisconsin, and North and South Dakota.
Designed and executed marketing program for largest cities and counties in six footprint states, resulting in rapidly establishing presence in largest cities and counties, as well as with CIOs and financial professionals, and jump-starting specific government bankers into market and program.
Spearheaded credit deal flow, resulting in targeted locations of Kansas City, Overland Park, Omaha, Lincoln, Sioux Falls, Fargo, and Des Moines.
Selected as member of national government council and formulated new product ideas, instituted banker’s tool kit, developed brand awareness approach, and formalized state government strategy for national government line of business.
Coordinated monthly state banker national roundtable, moving group from pipeline discussion group to forum for new product ideas and knowledge vehicle to improve state offerings and broaden view of bankers.
Served as a J.P. Morgan ambassador, becoming active in civic engagement, bringing message of firm-wide initiatives, such as new skills at work, global cities, and veterans’ program to Midwest states.
Division Manager Roles Government, Non-Profit and Healthcare 1997-2012Responsible for leading various banking divisions focused on growing and maintaining a Midwest portfolio of government, Higher Education, non-profit and healthcare clients. This included all aspects of running the divisions from P&L and financial results to personnel selection.
Developed the group from an Illinois based division in 1997 of mid-sized organizations to a top banking group of premier Midwest clients in 2012. Production reached $100.0MM in annual sustainable revenue with $2 billion in deposits and $1 billion credit commitments.
Division Manager, Midwest Government Group, 2010-2012Spearheaded growth and retention of largest Midwest municipal and state relationships, including out-of-footprint market. Introduced credit and deal discussion group for government bankers.
Changed focus of group from general municipal entities to states and agencies, largest cities, counties, and public schools, resulting in success in large treasury, EBT, and credit products, with value to firm of $20,000,000 in revenue over three-year period.
Provided sophisticated credit products, enabling non-credit trained bankers to gain working knowledge of municipal credit, resulting in credit book growing by $450,000,000.
Developed a systematic business development program for municipal bankers to grow their client base.
Division Manager of Midwest Government, Higher Education, and Non-Profit Group, 2008-2010 Directed growth and retention of largest municipal, public, and private universities, non-profit, social service, senior living, and association relationships in Illinois, Wisconsin, Minnesota, Missouri, Iowa, Nebraska, and North and South Dakota. Led opening of St Louis and Twin Cities’ markets for these industry segments. Implemented cross-functional councils to focus on product needs and development, issues, competition, and pricing, enabling move from regional to national business.
Expanded higher-education client base in Wisconsin and Minnesota.
Instituted CIO calling program in Missouri and Minnesota, resulting in creating brand awareness and increased referral business.
Served as co-chair of J.P. Morgan’s National University Council.
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Rosemary Mauck, Page 3
ADDITIONAL EXPERIENCE
Division Manager of the Illinois Government, Higher Education, 1997-2008. Spearheaded growth and retention of municipal, public and private universities, non-profit, social service, senior living, healthcare, and association relationships in Illinois. Participated in firm mentoring program and served as instructor for credit analyst program, bank conversion teams, global trade task force, and diversity council. Added over 180 new and profitable higher-education, government, and not-for-profit clients to firm. Developed variety of sales management tools for profiling prospects, analyzing and assessing opportunities, screening risk, and assessing banker potential, resulting in efficient and effective sales team, whose members exceeded new client annual growth goals with over 20 new clients per year.
Vice President, Middle-Market Banking, 1992-1997. Oversaw and grew individual portfolio covering broad spectrum of manufacturing, service, and industrial clients, with emphasis on debt and treasury products. Maintained and developed large portfolio of complex clients, producing over $1,000,000 in new annual revenue.
Vice President, Business Development Officer, 1989-1992. Created sales culture and generated new commercial banking business. Introduced and sustained robust sales culture for rapidly-expanding NBD Bank in Evanston, Illinois, while adding many new top-level clients to portfolio. Transformed staid banking culture to business development and revenue-producing environment.
EDUCATION UNIVERSITY OF CHICAGO BOOTH SCHOOL, Chicago, Illinois
M.B.A., Finance and Marketing MANHATTANVILLE COLLEGE, Purchase, New York
B.A., Economics
LICENSURE
FINRA 52 and 63, 2015
CERTIFICATION
University of Chicago, Booth School, Advanced Sales Management, 1998
PROFESSIONAL DEVELOPMENT
Northwestern University, Kellogg School, Women’s Director Development Program, 2004
BOARD AND VOLUNTEER EXPERIENCEEvanston Inventure, Lekoteck, Evanston Cradle Society, Reba Day School, Elder and Trustee of The First Presbyterian Church, Women’s Club of Evanston, Junior League of Evanston-North Shore, Advisory Board of The Counseling Center
AWARDS
First Chicago Bank, Quality Leader Award
YMCA “Woman on the Move”
MEMBERSHIPS
Page 26 of 137Page 28 of 142
SP3.Page 50 of 173
Rosemary Mauck, Page 4
Private Directors Association WBL, Women Business Leaders: national organization of women senior executives in healthcare.
Rosemary Mauck, Page 3ADDITIONAL EXPERIENCEDivision Manager of the Illinois Government, Higher Education, 1997-2008. Spearheaded growth and retention of municipal, public and private universities, non-profit, social service, senior living, healthcare, and association relationships in Illinois. Participated in firm mentoring program and served as instructor for credit analyst program, bank conversion teams, global trade task force, and diversity council. Added over 180 new and profitable higher-education, government, and not-for-profit clients to firm. Developed variety of sales management tools for profiling prospects, analyzing and assessing opportunities, screening risk, and assessing banker potential, resulting in efficient and effective sales team, whose members exceeded new client annual growth goals with over 20 new clients per year.Vice President, Middle-Market Banking, 1992-1997. Oversaw and grew individual portfolio covering broad spectrum of manufacturing, service, and industrial clients, with emphasis on debt and treasury products. Maintained and developed large portfolio of complex clients, producing over $1,000,000 in new annual revenue.Vice President, Business Development Officer, 1989-1992. Created sales culture and generated new commercial banking business. Introduced and sustained robust sales culture for rapidly-expanding NBD Bank in Evanston, Illinois, while adding many new top-level clients to portfolio. Transformed staid banking culture to business development and revenue-producing environment.EDUCATION UNIVERSITY OF CHICAGO BOOTH SCHOOL, Chicago, IllinoisM.B.A., Finance and Marketing MANHATTANVILLE COLLEGE, Purchase, New York B.A., EconomicsLICENSUREFINRA 52 and 63, 2015CERTIFICATIONUniversity of Chicago, Booth School, Advanced Sales Management, 1998PROFESSIONAL DEVELOPMENTNorthwestern University, Kellogg School, Women’s Director Development Program, 2004BOARD AND VOLUNTEER EXPERIENCEEvanston Inventure, Lekoteck, Evanston Cradle Society, Reba Day School, Elder and Trustee of The First Presbyterian Church, Women’s Club of Evanston, Junior League of Evanston-North Shore, Advisory Board of The Counseling Center
AWARDS
First Chicago Bank, Quality Leader Award
YMCA “Woman on the Move”
MEMBERSHIPS
Page 27 of 137Page 29 of 142
SP3.Page 51 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
27
Development Team Overview
Plante Moran
Concept through completion, we provide unrivaled
advocacy and support to senior living operators, owners,
and developers. Our multidisciplinary team has extensive
experience working on billions of dollars’ worth of senior
living development projects.
The result: more cost-effective and successful projects with
less risk, time and time again.
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
28
Zack Otte
Plante Moran REIA
Senior Vice President
As a senior vice president, Zack leads the asset management
practice for Plante Moran Real Estate Investment Advisors
(PMREIA). He brings more than 18 years of real estate
experience, operating both in consulting and principal roles.
Zack has institutional expertise across property types and
markets as well as a broad range of industry connections.
With this background, Zack assists clients in their search
for optimal real estate investment returns and risk mitigation
through the disciplined development and implementation of
a portfolio strategy aligned with client objectives.
Zack started his career with Plante Moran’s Real Estate and
Construction Group, where he provided portfolio and asset
strategy, turnaround management, and tax credit consulting
for a broad client base representing various property types
and client needs. In addition to his consulting experience,
Zack has operated as a transaction officer for two public
shopping center REITs, bringing an institutional owner’s
perspective to acquisition, disposition, and portfolio strategy
decisions during the completion of more than $500 million in
transactions.
Zack graduated from Indiana University’s Kelley School
of Business as a finance major. He is an active speaker
at regional and national events for the real estate and
investment industries.
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SP3.Page 53 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
29
Jamie Timoteo
Plante Moran Living Forward
Senior Vice President
As senior vice president of Plante Moran Living Forward,
Jamie specializes in providing data-driven advice to senior
living communities as they plan for the future. Specifically,
Jamie’s focus is assisting clients through the predevelopment
process to confirm projects are right-sized, financially feasible,
and in line with market need and future resident preferences.
His clients range from existing standalone assisted living
facilities to multisite life plan communities (LPCs).
Jamie works closely with the entire development team,
including the architects and construction managers, to ensure
clients’ projects meet their financial expectations and overall
mission. To help drive a more operationally efficient building
while also delivering an attractive product, Jamie provides
insights that keep both the operator and the resident at the
forefront during design and construction.
As part of this work, Jamie developed proprietary industry
benchmarking tools to compare client operations,
construction costs, and industry trends. The benchmarks
help determine reasonableness of assumptions and project
feasibility. In combining a streamlined process with his
unbiased perspective, Jamie makes it possible for clients
to thoroughly understand the opportunities available to
them and confidently determine whether a project is worth
pursuing.
Jamie also oversees Plante Moran Living Forward’s thought
leadership initiatives. These efforts consistently question the
status quo while also identifying solutions to the constantly
changing senior living industry. Jamie presents his thought
leadership topics at conferences throughout the country.
Jamie earned a Bachelor of Science in finance from Miami
University and a Master of Business Administration (MBA)
from Franklin University.
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SP3.Page 54 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
30
Tori Manix
Plante Moran REIA
Senior Vice President
As a senior vice president of Plante Moran Real Estate
Investment Advisors (REIA), Tori specializes in development
strategy and real estate consulting throughout all stages of a
project’s life cycle.
Tori understands real estate from multiple perspectives,
adding significant value to a wide variety of client
engagements and complex transactions. Her experience
includes real estate financial feasibility and underwriting,
debt procurement, due diligence, and the formulation of
development and investment strategies for a comprehensive
range of ground-up and redevelopment projects.
Tori has assisted in the management of more than $500 million
in assets for high-net-worth and institutional investors, which
included day-to-day oversight and asset-level repositioning.
In addition, she was a key part of the Plante Moran REIA team
overseeing projects for The District Detroit, a progressive
development revitalizing downtown Detroit with 50 blocks
of mixed-use development centered around the new Little
Caesars Arena.
Tori is a licensed real estate broker in the state of Michigan.
She has a Masters of Real Estate from Georgetown
University and a Bachelors of Science degree in economics
from the University of Pennsylvania’s Wharton School of
Business. As an undergraduate, she was a senior captain
of the Women’s Varsity Volleyball Team, winning two Ivy
League championships in her four years of membership.
Tori is Impact Committee Board Liaison of CREW Detroit
and a member of the Urban Land Institute, where she is
graduate of the 2015-2016 Larson Leadership Program. In
2018, she was honored in Crain’s list of Twenty in Their 20s,
a prestigious group of young professionals who are making
a difference in the Detroit area.
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
31
Mt. Pisgah has acquired the committment of an architectural
design firm and contractor as development team members.
As team members, they will provide professional and
construction services for the development. Included are
examples of project experience by these members of the
Mt. Pisgah Ministry Development Team.
• Suzuki+Kidd
• Skender
• Risk Assessment
Project Experience
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
32
Project Experience
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WILLOW CREEK HUNTLEY
LOCATION: HUNTLEY IL
FIRM: SUZUKI + KIDD
PROJECT DATA: 45,000 SF
STATUS: CONCEPT
PROJECT DETAILS:
The form of the Willow Creek Huntley worship facility
is derived from a combination of environmental,
programmatic, and perspectival responses to the
context. Each facade tells a unique story. The northern
facade consists of a delicately detailed screen that
shields the back of house elements. The facade is
punctuated with a dynamic form of the youth space. the
intensity of the bright orange form is a symbol of truth
and hope in the midst of darkness. The main entrances
are located on the east facade allowing for optimal
daylight during morning hours when the facility will be
most populated. The southern facade is fully glazed
presenting the interior gathering space a panoramic
vista of the wetlands and farmland beyond.
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GOOD NEWS PARTNERS
LOCATION: CHICAGO, IL
FIRM: SUZUKI + KIDD
STATUS: FUNDRAISING
PROJECT DETAILS:
The good news partners homeless shelter is a stepping
stone for families that need temporary housing assistance.
The current conditions of the shelter are in desperate
need of renovation. Our focus was to elevate the current
conditions to align with the vision of bringing dignity to
those utilizing the facility. This is achieved by creating an
environment that incorporates natural daylight, diligent
organization of space, and indivudal sleeping pods. The
modern renovation is coupled with a training program
that equips individuals to be professional cleaners when
they leave the shelter.
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Yamato Transport USA
LOCATION: WOOD DALE, IL
FIRM: SUZUKI + KIDD
STATUS: CONSTRUCTION
ROLE: PRINCIPAL ARCHITECT
PROJECT DETAILS:
The Yamato Transport USA transport offi ces had not been
updated since the original construction in the 1980’s.
Our design recon gures the internal space to provide
uidity and openess. Additional meeting space as well as
exible workspace provide the client the opportunity to
utilize their building to a greater capacity.
Improvements to the exterior glazing, HVAC system,
restrooms and lighting improve the indoor quality of the
space for the occupants.
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
36
Ben Suzuki and Matt Kidd of Suzuki+Kidd led design
efforts at previous firms with a combined architectural
design experience of over 40 years. The following projects
are a compilation of projects completed as independent
practitioners and major contributions while at previous
architectural firms by either Ben Suzuki or Matt Kidd prior to
the formation of Suzuki+Kidd.
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SK TELECOM
LOCATION: TAEJON, SOUTH KOREA
LOCAL ARCHITECT IN RECORD: EUI KOO LEE, PRESIDENT,
CHANG-KUN CHOOK ARCHITECTURE & ENGINEERING
DESIGN CONSULTANT: BEN KIM SUZUKI, BSK DESIGN
STATUS: COMPLETE
ROLE ON PROJECT:
Leading the local architectural rm for an international
design competition for the rst design consulting
phase. After winning the competition, reassessment of
schematic and design development packages as well as
the exterior wall package were performed as the second
design consulting phase. For the third design consulting
service, conceptual / schematic design for the lobby-
interior design was rendered.
PROJECT DETAILS:
The concept of the tower orginates from a magnolia,
which is the offi cal ower of the city. The building was
designed to t into the natural, owering environment of
the downtown district. Taejon has a vey wide promenade
that is all natural and beautiful. This design takes that
into consideration and creates a humane quality. With it’s
circuit-board exterior on the lower levels, the building also
is a blend of ideas, shifting from utilitarian to conceptual -
emphasizing function, structure and aesthetic value.
Site Area: 1,600.77 Square meters
Above Grade: 28,788.36 Square meters
Below Grade: 15,740.97 Square meters
Total Built Area: 44,529.33 Square meters
Foot Print: 41.6% of the Site Area
FAR: 747.8%
Parking: On Grade Handicap: 10 cars
Underground Parking: 359 cars
Total Parking: 369 cars
Height: 101.3m
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SK TELECOM
Page 39 of 137Page 41 of 142
SP3.Page 63 of 173
GAE YANG
CLIENT: TAE DESIGN & ENGINEERING GROUP
LOCATION: INCHEON, SOUTH KOREA
DESIGN CONSULTANT: BEN KIM SUZUKI, BSK DESIGN
RESULT: 2ND PLACE
ROLE ON PROJECT:
DESIGN PRINCIPAL TO LEAD THE DESIGN COMPETITION
TEAM.
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SP3.Page 64 of 173
ULCHIRO 3-Ga Mixed-use Development
International Competition
RESULT: MENTIONED
LOCATION: SEOUL, SOUTH KOREA
LOCAL ARCHITECT: WOO SUNG KIM, ARCHIPLAN
DESIGN PRINCIPAL: BEN KIM SUZUKI
TOTAL SITE AREA: 12,098.4 SQ. METERS (130, 226.10 SF)
• 6 CITY BLOCKS COMBINED
• 50M (164 FT) WIDE STREET ON NORTH
• 15M (49 FT) WIDE STREET ON EAST AND WEST
• 6M (19.7 FT) WIDE STREET ON SOUTH
PROGRAM: MIXED-USE DEVELOPMENT FOR RESIDENTIAL, OFFICE,
AND COMMERCIAL
FOOTPRINT: 5,527.80 SQ. METERS (59,500.74 SF)
TOTAL OFFICE AREA: 110,414.0 SQ. METERS (1,188.49 SF)
TOTAL RESIDENTIAL AREA: 62,265.9 SQ. METERS (670,224.60 SF)
TOTAL COMMERCIAL / RETAIL AREA: 34,537.6 SQ. METERS
(371,759.60 SF)
TOTAL DEVELOPMENT AREA: 207,217.5 SQ. METERS
(2,230,471.00 SF)
RESIDENTIAL APARTMENTS:
62 UNITS: @59.4 SQ. METERS (639.38 SF)
96 UNITS: @82.5 SQ. METERS (888.02 SF)
124 UNITS: @118.8 SQ. METERS (1,278.75 SF)
32 UNITS: @148.5 SQ. METERS (1,598.44 SF)
TOTAL UNITS NUMBER: 314 UNITS (314 UNITS PROGRAM
REQUIREMENT)
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FUBON BANKING CENTER
LOCATION: TAIPEI, TAIWAN
FIRM: SOM
ARCHITECT IN RECORD : KRIS YAO ARTEC
ROLE ON PROJECT:
ARCHITECTURAL DESIGNER: BEN KIM SUZUKI
PROJECT DETAILS:
This project perhaps was a perfect example of how a
rock solid conceptual design, together with a tightly
developed architectural schematic design, could
in uence its outcome as well as the execution of
building without loosing its original design intention.
From its conception, the building was to withstand
eccentric load distribution due to its one-sided core
placement to accommodate a narrow site. A equalized/
unitized curtain-wall system was forseen to deal with
a local re code and Taipei’s infamously corrosive air,
wind, and water in ltration. An image of “aeroplane
wing” emerged.
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FUBON BANKING CENTER
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SP3.Page 67 of 173
BISHOPSGATE PROJECT
LOCATION: LONDON, UK
FIRM: SOM
ROLE ON PROJECT:
ARCHITECTURAL DESIGNER: BEN KIM SUZUKI
PROJECT DETAILS:
Ben was employed by Chicago SOM after his
apprenticeship period with Cesar Pelli. Bruce
Graham wanted him to stay with his rm to place
“Chicago Bay Window” as well as a “ unique facade”
directly facing the exchange square in the heart of
the nancial district of London.
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SNAM/ ENI Administration Commercial Center
LOCATION: SAN DONATO MILANESE, ITALY
FIRM: KENZO TANGE
ROLE ON PROJECT:
CHIEF-PRINCIPAL DESIGNER: BEN KIM SUZUKI
PROJECT DETAILS:
SITE AREA: 320,000.00 SQUARE METERS
TOTAL FLOOR AREA: 130,000.00 SQUARE METERS
NUMBER OF STORIES: 10 WITH 2 BASEMENT
HEIGHT: 40.00M
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CANON BUILDING PROJECT
LOCATION: BEVERLY HILLS, CALIFORNIA
FIRM: SOM LOS ANGELS, RICHARD KEATING PARTNER
ROLE ON PROJECT:
PROJECT DESIGNER: BEN KIM SUZUKI
PROJECT DETAILS:
The key issue was to deal with a simple 3-story 90,000
square feet of rectangular mass into an elegant well
detailed architectonic expression, corresponding to
the major traffi c corridor -- Wilshire Boulevard as well
as the fashionable retail corridor-- Canon Street, which
intersects diagonally with the Wilshire Boulevard in the
heart of Beverly Hills, California.
The design eff ort was made to create a highly
technological pro le in detail, with tranquility, balance,
and elegant proportion against the surrounding
context, where the precast and masonry buildings
were dominant.
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SHANGHAI COMPLEX DEVELOPMENT
ALT. TOWER-B
CLIENT: SHANGHAI CIRO’S REAL ESTATE CO., LTD.
LOCATION: SHANGHAI
FIRM: KENZO TANGE ASSOCIATES URBANISTS-ARCHITECTS
ROLE ON PROJECT:
PRINCIPAL ARCHITECT / CHIEF DESIGNER
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SOUTH PARK CHURCH
LOCATION: PARK RIDGE, IL
FIRM: CARLSON ARCHITECTURE
ROLE ON PROJECT:
Architect collaborating throughout design phase
through construction documents and construction.
PROJECT DETAILS:
The south park project converts a fragmented structure
into an open environment of clarity and connectedness.
The execution of the design is a picture of redemption. It
takes something that was broken and restores it through
transformational design into a facility with life and vitality.
AWARDS:
2016 SOLOMON AWARDS WINNER
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HARVEST BAPTIST CHURCH
LOCATION: OSWEGO, IL
FIRM: CARLSON ARCHITECTURE
ROLE ON PROJECT:
Matt Kidd - Architect collaborating with Principal
Architect throughout design phase through
construction documents and construction.
PROJECT DETAILS:
1,000+ Seat multi-purpose worship environment.
Clerestory windows in the sanctuary and lobby ll the
space with natural daylight. The combination of colors
and natural materials provides a warm and inviting
atmosphere.
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CHRIST COMMUNITY CHURCH
LOCATION: ST. CHARLES, IL
FIRM: CARLSON ARCHITECTURE
ROLE ON PROJECT:
Matt Kidd - Architectural intern assisting in the
preparation of working drawings for permit and
construction
PROJECT DETAILS:
Building features a youth gathering space along with black
box worship space environment. Project incorporates a
large glass atrium to bring natural daylight and create a
dynamic composition both on the exterior and interior.
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CHRIST COMMUNITY CHURCH
LOCATION: DEKALB, IL
FIRM: CARLSON ARCHITECTURE
ROLE ON PROJECT:
Matt Kidd -Lead designer of interior worship space
environment. Job architect throughout the working drawing phase.
PROJECT DETAILS:
500 Seat black box worship space environment. Facility
also includes children’s education classrooms, youth
gathering space, offi ces and a multipurpose space.
Faceted wall panels in the worship space both visually
and guratively wrap the congregation as a symbol of
togetherness. These panels also re ect sound from the
stage back into the congregation to create a rich and full
audio experience.
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
51
Project Experience
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J. Michael Fitzgerald Apartments
Chicago, IL
PROJECT DURATION
Project Data
CONTRACT DATA
CLIENT
PROJECT MANAGER
ARCHITECT
48 Weeks
May‘16 - Apr. ‘17
$13.9 Million | 62,000 SF
Elderly Housing Development &
Operations Corp. (EHDOC)
N/A
St. Louis Design Alliance, Inc.;
Harley Ellis Devereaux
Five-floor, 63-unit new construction of affordable senior housing facility in Chicago’s North Park Village neighborhood. The
independent living facility is located within an existing senior housing campus and was designed to match the surrounding
aesthetic. The project includes a precast concrete structure design, variable refrigerant flow (VRF) HVAC system, double
elevator shaft, ground floor multipurpose room, library, computer room and fitness center.
ENGINEER Harley Ellis Devereaux
skender.com
OVERVIEW
REFERENCE
Dan Charleton
(Formerly) Elderly Housing Development & Operations
954.835.9200
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Axley Place Apartments
Glenview, IL
PROJECT DURATION
Project Data
CONTRACT DATA
CLIENT
PROJECT MANAGER
ARCHITECT
57 Weeks*
Aug. ‘15 - Sep. ‘16
*phased
$2.75 Million | 11,000 SF
Housing Opportunity
Development Corporation
Chicago Realty Co.
Cordogan Clark & Associates
ENGINEER Cordogan Clark & Associates
skender.com
OVERVIEW
Two-building, 13-unit affordable housing development. The 11,000 SF buildings feature one-, two- and three-
bedroom apartments, including three ADA compliant units and three adaptable units. Project included IHDA-funding.
REFERENCE
Richard Koenig
Housing Opportunity Development Corporation
847.564.2900
skender.com
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Woodlawn Station
Chicago, IL
PROJECT DURATION
Project Data
CONTRACT DATA
CLIENT
PROJECT MANAGER
ARCHITECT
58 Weeks
May ‘17 - Jun. ‘18
$17.9 Million | 95,000 SF
Preservation of Affordable
Housing
N/A
Nia Architects
ENGINEER dbHMS
skender.com
OVERVIEW
95,000 SF, 3-building new construction of affordable housing in Chicago’s Woodlawn neighborhood. Main building contains
55-units, additional buildings contain 12- and 3-units, respectively. Main building lot sits in close proximity to elevated train
tracks and involved heavy utility logistics planning. Project received funding from Illinois Housing Development Authority
(IDHA), included community participation and involved 26% MBE and 6% WBE participation.
REFERENCE
Konrad Schlater
Preservation of Affordable Housing
312.281.0305
skender.com
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Conrad Apartments
Skokie, IL
PROJECT DURATION
Project Data
CONTRACT DATA
CLIENT
PROJECT MANAGER
ARCHITECT
20 Weeks
Feb. ‘11 - Jun. ‘11
$2.3 Million | 23,000 SF
Housing Opportunity
Development Corporation
(HODC)
N/A
Cordogan Clark & Associates
Interior rehabilitation of 23 existing apartments and common spaces. Includes new kitchens, bathrooms, flooring, paint,
roofing, HVAC and plumbing systems. Installed new stairwells and architectural elements to decorate the facades.
ENGINEER Cordogan Clark & Associates
skender.com
OVERVIEW
Housing Opportunity
Development
Corporation
(HODC)
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SP3.Page 80 of 173
Academy Square Apartments
Chicago, IL
PROJECT DURATION
Project Data
CONTRACT DATA
CLIENT
PROJECT MANAGER
ARCHITECT
30 Weeks
Mar. ‘15 - Oct. ‘15
$9 Million | 178,000 SF
Preservation Partners
Development, LLC
Preservation Partners
Development, LLC
FitzGerald Associates
Architects
ENGINEER N/A
OVERVIEW
178,000 SF occupied interior rehab of four affordable apartment/townhouse combos and a seven-story senior residence.
Project includes new roofs, windows and siding on all buildings, replacement of all sidewalks and resurfacing of all
parking lots as well as new interior finishes.
REFERENCE
Mr. Nick Tufano
Preservation Partners
310.691.2300
skender.com
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Cleland Place
Wilmette, IL
PROJECT DURATION
Project Data
CONTRACT DATA
CLIENT
PROJECT MANAGER
ARCHITECT
9 Months
Jun. ‘20 - Feb. ‘21 (projected)
$4.6 Million | 15,000 SF
Housing Opportunity
Development Corporation
Housing Opportunity
Development Corporation
Cordogan Clark & Associates
15,000 SF, three-story ground up construction of an affordable housing complex in Wilmette, IL.
ENGINEER N/A
skender.com
OVERVIEW
Housing Opportunity
Development
Corporation
(HODC)
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
58
Risk Assessment
The Eight-Stage Model Flowchar t
Mt. Pisgah Development Team will implement
this flowchart to check eight critical stages of the
development by utilizing the Mt. Pisgah Risk
Assessment Matrix on the following page.
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
59
Risk Assessment Matrix
Mt. Pisgah Development Excellent Development Criteria is Risk Criteria is
Team Component Where:When:
Mt. Pisgah Development A strong collaborative relationship between Mt. Pisgah Ministry (Development Leader Short-term vision and maximum profit return becomes main objectives.
Mt. Pisgah Ministry and Client), Aberdeen Associates (Finance), S+K Architect, and Skender Construction
Aberdeen Associates sustains a long-term vision for investors and their equity positions. Our “Team” will Operating as a "traditional" developer without flexibility and cooperative spirit.
S+K Architect maximize its flexibility and willing to work with regulators, COE, 5th Ward official,
Skender Construction neighbors, local community and beyond. This will generate a clear “Vision” to motivate a Practicality over creativity becomes the norm and a lack of cohesive vision prevails.
renewed sense of Community Economic Redevelopment. This “Team” configuration
empowers us to be in touch with other team members as well as any outside consultants Bureaucracy and politics often override a set of technical and analytical skills that is
to fulfill its mission. essential to support a unified vision.
S+K Architect S+K Architect works together with Mt. Pisgah Ministry as the “Client” and “Developer,”Not caring about the design appearance by simply focusing on the economic
Mt. Pisgah Ministry where there is a common vision supported by trust, mutual understanding, and respect.bottomline, which often leads to creating an antagonistic relationship between
Skender Construction S+K Architect clearly understands each other’s positions and concerns. The Team works developer’s financial transactions versus architect’s design and experiences.
Aberdeen Associates together to resolve any foreseeable issues during the design and architectural design
development process. From a preliminary programing to CD phase and beyond, we are
committed to support and encourage each other for creative solutions under a shared
goal and vision.
Engineer Skender Construction has in-house engineers with an excellent engineering technicality Underestimating Sitework related engineer’s role, such as Civil engineering,
Skender Construction of a “modular” construction. S+K, Mt. Pisgah, and Aberdeen Associates with other Geotechnical engineering, and Environmental engineering, before anything goes up
S+K Architect team members, we can envision an economical but aesthetically sound engineering above the ground, will undermine the overall integrity of the building and cost much
Mt. Pisgah Ministry solutions, which will meet all regulatory criteria as well as program requirements under more in the long run.
Aberdeen Associates budget. Skender has extensive experiences with EPA regulations regarding a
contaminated soil condition.
Landscape Architect / Land Planner S+K as a leader, our team will select the best suited Landscape Architect / Land Planner Underestimating a public gathering / outdoor space design solution unique to its site
S+K Architect to collaborate with marketing consultants and other team members to determine program with a contextual suitability and a sustainability may extrapolate site
Skender Construction suitability and sustainability of a given site for the proposed development. amenities from what could be an environmental problem area. .
Mt. Pisgah Ministry
Aberdeen Associates
Skender Construction Skender Construction has been known for their sets of skills and technicalities for Contractors often ignore or underestimate project scope and programs with respect to
S+K Architect innovative construction methods and satisfies the demands of various scheduling the vision and hope of the local community. An improper handling of time schedule and
Mt. Pisgah Ministry requirements not only in construction but also in payment handlings, where projects payoff schedule for their subcontractors cause a total failure of any project.
Aberdeen Associates involve complex flows of federal / local government grants, HUD, investors, lenders, and
other financial agencies. Skender will lead our team in construction by communicating
each other’s positions with a clear and unified vision of the project for the local
community and its neighbours.
Environmental Consultant Our team will select a consultant who understands and navigates the regulatory maze to Stormwater and sewage system management, or solid waste management tend to be
S+K Architect decide whether the site’s environmental issues are too complicated and costly to make underestimated often in an urban context.
Skender Construction land purchase of development worthwhile. Together with Skender’s knowhow, our team
Mt. Pisgah Ministry is committed to finding an environmentally sustainable design and development solution.
Aberdeen Associates
Traffic / Transportation Consultant Our team will select a consultant who will enhance the scope, program, and objectives of Often, the knowledge and expertise of a selected consultant does not match with the
S+K Architect the development, and lead us to a creative traffic pattern solution for pedestrians, public program objectives and the scope which are importantly linked to the social, cultural,
Skender Construction transportations, and vehicular approach to the site with a sustainable parking program.and economic context of the community.
Mt. Pisgah Ministry
Aberdeen Associates
Appraiser Our team will select the best suited appraiser among MAI, SRPA, SRA, and RM for a Appraisers valuation of properties are sometimes over inflated. The savings and loan
Mt. Pisgah Ministry sound valuation of the project.debacle of the 1980s was blamed in part on inflated valuation of properties.
Aberdeen Associates
S+K Architect
Skender Construction
Attorneys and Accountants By the leaderships of Aberdeen Associates and Skender Construction, our team will Growing complexity of governmental rules and regulations as well as mandatory
Aberdeen Associates team up with attorneys and accountants, who understand the complex legal interactions reporting requirements often mislead developers for a right selection of attorneys and
Skender Construction between lenders and borrowers, contractors and subcontractors as well as users in accountants team.
Mt. Pisgah Ministry order to anticipate problems and to avoid or minimize any unintended consequences.
S+K Architect
Real Estate Brokers / Leasing Agents With a collaborative leadership of Mt. Pisgah Ministry and Aberdeen Associates, our Leasing agents must balance all the various users’ individual needs against the
Mt. Pisgah Ministry team will select a real estate broker / leasing agent, who sets the long-term price per developer’s financial model. Leasing is a financial negotiation. A proper delineation of
Aberdeen Associates square foot and specifying who bears the various operating costs in order to contribute the user’s special needs, such as extra electrical, heating, ventilation, or air
S+K Architect to the marketing plan of the development project. conditioning capacity must indicate who bears the cost.
Skender Construction
Financial Players With the leadership of Aberdeen Associates, our team will seek desirable Joint Venture If covering the difference between cost and debt financing fails, the project fails.
Aberdeen Associates Partners, Construction Lender, Permanent Lenders, Long-Term Equity Investors,
Mt. Pisgah Ministry Federal / Local Government Grant Programs, HUD, and other financial agencies that
S+K Architect complies and enhances our vision for construction and financial sustainability.
Skender Construction
Property Manager As a team effort, we recruit a property manager who is willing to participate during the Whether in-house or outside management service, it is often considered as risk when
Mt. Pisgah Ministry design programming stage where we anticipate management-intensive areas of the the property shows a lack of maintenance or care. Don’t underestimate the importance
Aberdeen Associates project.of a property manager.
S+K Architect
Skender Construction
Market Researcher With leadership of Mt. Pisgah Ministry and Aberdeen Associates, we will select a market It becomes a revenue risk if the local market climate of supply and demand along with
Mt. Pisgah Ministry researcher, who can clearly define the revenue assumptions for the economic analysis size, functions, and amenity requirements are not properly evaluated.
Aberdeen Associates of the proposed project.
S+K Architect
Skender Construction
Marketing and Public Relations Consultant Our team will recruit a consultant, who Implements pertinent promotion and public When an appropriate project promotion and a public relation are absent toward the
Mt. Pisgah Ministry relations that satisfy the requirements and criteria of the local community and the neighbors, schools, businesses, and government agencies, the project is at risk of
Aberdeen Associates government agencies long before the ground is broken and continues throughout the failure.
S+K Architect construction, and the usage of the completed development.
Skender Construction
Regulators As a unified team, we will work with local and federal rule makers and regulators to The various regulations and rules often conflict against producing more harmonious,
COE and other implement regulations to protect the local public interest without erecting roadblocks to a well designed projects and result in a dull and mundane development, which
local and federal creative design solution, which will not only benefit the tenants and neighbors, but also manages to meet all codes and other regulations but neglects community's needs.
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MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
60
Risk Assessment Matrix cont.
Mt. Pisgah Development Excellent Development Criteria is Risk Criteria isTeam Component Where:When: Mt. Pisgah Development A strong collaborative relationship between Mt. Pisgah Ministry (Development Leader Short-term vision and maximum profit return becomes main objectives.Mt. Pisgah Ministry and Client), Aberdeen Associates (Finance), S+K Architect, and Skender ConstructionAberdeen Associates sustains a long-term vision for investors and their equity positions. Our “Team” will Operating as a "traditional" developer without flexibility and cooperative spirit.S+K Architect maximize its flexibility and willing to work with regulators, COE, 5th Ward official, Skender Construction neighbors, local community and beyond. This will generate a clear “Vision” to motivate a Practicality over creativity becomes the norm and a lack of cohesive vision prevails.renewed sense of Community Economic Redevelopment. This “Team” configuration empowers us to be in touch with other team members as well as any outside consultants Bureaucracy and politics often override a set of technical and analytical skills that isto fulfill its mission. essential to support a unified vision.S+K Architect S+K Architect works together with Mt. Pisgah Ministry as the “Client” and “Developer,”Not caring about the design appearance by simply focusing on the economic Mt. Pisgah Ministry where there is a common vision supported by trust, mutual understanding, and respect.bottomline, which often leads to creating an antagonistic relationship betweenSkender Construction S+K Architect clearly understands each other’s positions and concerns. The Team works developer’s financial transactions versus architect’s design and experiences. Aberdeen Associates together to resolve any foreseeable issues during the design and architectural designdevelopment process. From a preliminary programing to CD phase and beyond, we arecommitted to support and encourage each other for creative solutions under a sharedgoal and vision.Engineer Skender Construction has in-house engineers with an excellent engineering technicality Underestimating Sitework related engineer’s role, such as Civil engineering, Skender Construction of a “modular” construction. S+K, Mt. Pisgah, and Aberdeen Associates with other Geotechnical engineering, and Environmental engineering, before anything goes up S+K Architect team members, we can envision an economical but aesthetically sound engineering above the ground, will undermine the overall integrity of the building and cost much Mt. Pisgah Ministry solutions, which will meet all regulatory criteria as well as program requirements under more in the long run. Aberdeen Associates budget. Skender has extensive experiences with EPA regulations regarding a contaminated soil condition.Landscape Architect / Land Planner S+K as a leader, our team will select the best suited Landscape Architect / Land Planner Underestimating a public gathering / outdoor space design solution unique to its site S+K Architect to collaborate with marketing consultants and other team members to determine program with a contextual suitability and a sustainability may extrapolate site
Skender Construction suitability and sustainability of a given site for the proposed development. amenities from what could be an environmental problem area. .
Mt. Pisgah Ministry
Aberdeen Associates
Skender Construction Skender Construction has been known for their sets of skills and technicalities for Contractors often ignore or underestimate project scope and programs with respect to
S+K Architect innovative construction methods and satisfies the demands of various scheduling the vision and hope of the local community. An improper handling of time schedule and
Mt. Pisgah Ministry requirements not only in construction but also in payment handlings, where projects payoff schedule for their subcontractors cause a total failure of any project.
Aberdeen Associates involve complex flows of federal / local government grants, HUD, investors, lenders, and
other financial agencies. Skender will lead our team in construction by communicating
each other’s positions with a clear and unified vision of the project for the local
community and its neighbours.
Environmental Consultant Our team will select a consultant who understands and navigates the regulatory maze to Stormwater and sewage system management, or solid waste management tend to be
S+K Architect decide whether the site’s environmental issues are too complicated and costly to make underestimated often in an urban context.
Skender Construction land purchase of development worthwhile. Together with Skender’s knowhow, our team
Mt. Pisgah Ministry is committed to finding an environmentally sustainable design and development solution.
Aberdeen Associates
Traffic / Transportation Consultant Our team will select a consultant who will enhance the scope, program, and objectives of Often, the knowledge and expertise of a selected consultant does not match with the
S+K Architect the development, and lead us to a creative traffic pattern solution for pedestrians, public program objectives and the scope which are importantly linked to the social, cultural,
Skender Construction transportations, and vehicular approach to the site with a sustainable parking program.and economic context of the community.
Mt. Pisgah Ministry
Aberdeen Associates
Appraiser Our team will select the best suited appraiser among MAI, SRPA, SRA, and RM for a Appraisers valuation of properties are sometimes over inflated. The savings and loan
Mt. Pisgah Ministry sound valuation of the project.debacle of the 1980s was blamed in part on inflated valuation of properties.
Aberdeen Associates
S+K Architect
Skender Construction
Attorneys and Accountants By the leaderships of Aberdeen Associates and Skender Construction, our team will Growing complexity of governmental rules and regulations as well as mandatory
Aberdeen Associates team up with attorneys and accountants, who understand the complex legal interactions reporting requirements often mislead developers for a right selection of attorneys and
Skender Construction between lenders and borrowers, contractors and subcontractors as well as users in accountants team.
Mt. Pisgah Ministry order to anticipate problems and to avoid or minimize any unintended consequences.
S+K Architect
Real Estate Brokers / Leasing Agents With a collaborative leadership of Mt. Pisgah Ministry and Aberdeen Associates, our Leasing agents must balance all the various users’ individual needs against the
Mt. Pisgah Ministry team will select a real estate broker / leasing agent, who sets the long-term price per developer’s financial model. Leasing is a financial negotiation. A proper delineation of
Aberdeen Associates square foot and specifying who bears the various operating costs in order to contribute the user’s special needs, such as extra electrical, heating, ventilation, or air
S+K Architect to the marketing plan of the development project. conditioning capacity must indicate who bears the cost.
Skender Construction
Financial Players With the leadership of Aberdeen Associates, our team will seek desirable Joint Venture If covering the difference between cost and debt financing fails, the project fails.
Aberdeen Associates Partners, Construction Lender, Permanent Lenders, Long-Term Equity Investors,
Mt. Pisgah Ministry Federal / Local Government Grant Programs, HUD, and other financial agencies that
S+K Architect complies and enhances our vision for construction and financial sustainability.
Skender Construction
Property Manager As a team effort, we recruit a property manager who is willing to participate during the Whether in-house or outside management service, it is often considered as risk when
Mt. Pisgah Ministry design programming stage where we anticipate management-intensive areas of the the property shows a lack of maintenance or care. Don’t underestimate the importance
Aberdeen Associates project.of a property manager.
S+K Architect
Skender Construction
Market Researcher With leadership of Mt. Pisgah Ministry and Aberdeen Associates, we will select a market It becomes a revenue risk if the local market climate of supply and demand along with
Mt. Pisgah Ministry researcher, who can clearly define the revenue assumptions for the economic analysis size, functions, and amenity requirements are not properly evaluated.
Aberdeen Associates of the proposed project.
S+K Architect
Skender Construction
Marketing and Public Relations Consultant Our team will recruit a consultant, who Implements pertinent promotion and public When an appropriate project promotion and a public relation are absent toward the
Mt. Pisgah Ministry relations that satisfy the requirements and criteria of the local community and the neighbors, schools, businesses, and government agencies, the project is at risk of
Aberdeen Associates government agencies long before the ground is broken and continues throughout the failure.
S+K Architect construction, and the usage of the completed development.
Skender Construction
Regulators As a unified team, we will work with local and federal rule makers and regulators to The various regulations and rules often conflict against producing more harmonious,
COE and other implement regulations to protect the local public interest without erecting roadblocks to a well designed projects and result in a dull and mundane development, which
local and federal creative design solution, which will not only benefit the tenants and neighbors, but also manages to meet all codes and other regulations but neglects community's needs.
agencies enhance the greater West Evanston community.
Final users Mt. Pisgah Development envisions multifaceted outreach services to the surrounding Ultimately, the final users determine the success of the project by accepting or
Tenants neighborhood and the development of the project demonstrates the continued and rejecting the finished products as it is delivered to the marketplace.
Neighbors focused effort to develop 1805 Church Street for the citizens of the 5th Ward and in line
West Evanston with the City of Evanston Master Plan for business development and affordable housing,
COE which may enhance the Greater Evanston's Economic Redevelopment Plan.
Page 61 of 137Page 63 of 142
SP3.Page 85 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
61
The following outlines the current projects underway by
members of the Mt. Pisgah Ministry Development Team.
Suzuki + Kidd
Project Name: Yamato Transport USA
Market: Office
Square Fee: 6,000
Substantial Completion: June 2020
Project Name: Mt. Pisgah Ministry
Market: Church
Square Feet: 15,000
Substantial Completion: TBD
Skender
Project Name: Bryan Mawer Apartments
Market: Affordable
Square Feet: 500,000
Substantial Completion: June 2020
Project Name: Cleland Place
Market: Affordable
Square Feet: 15,084
Substaintial Completion: October 2020
Project Name: Sarah’s Circle
Market: Affordable
Current Projects
Page 62 of 137Page 64 of 142
SP3.Page 86 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
62
The team is researching the full spectrum of financing options
for affordable housing projects in Illinois. The proportions of
each type of capital utilized will depend on the total cost of
the project, availability of funding, etc.
1. Low income housing tax credits (Federal Program,
via the competitive process of Illinois Housing and
Development Authority (9% program for 2021 and 4%
Program for 2020) Discussion with firms like Boston
Capital and Redstone to take place.
2. IHDA: Potential Tax exempt Bond Financing or
conventional mortgage financing.
3. Illinois Finance Authority: Multi Family housing revenue
bonds (tax exempt).
4. Grants and or financing via the Federal Home Loan
Bank of Chicago and a member bank.
5. Conventional Bank financing: to enter into discussions
with Chase Bank, Wintrust Community Bank Evanston,
Byline Bank (member of FHLBC), Harris Bank (member
of FHLBC).
6. Community Block Grant.
7. Soft funds to fill the gap: Federal HOME Program and or
the Illinois Housing Trust Fund.
Financial Information
Page 63 of 137Page 65 of 142
SP3.Page 87 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
63
Suzuki+Kidd
Project: Yamato Transport USA
Susan Friend
201.783.3510
sfriend@yamatoamerica.com
Suzuki+Kidd
Project: Good News Partners
Rene Alvarado
ralvarado036@gmail.com
Skender
Project: J. Michael Fitzgerald Apartments
Dan Charleton
(Formerly) Elderly Housing Development & Operations
954.835.9200
Skender
Project: Axley Place Apartments
Richard Koenig
Housing Opportunity Development Corporation
847.564.2900
Skender
Project: Woodlawn Station
Konrad Schlater
Preservation of Affordable Housing
312.281.0305
Skender
Project: Academy Square Apartments
Nick Tufano
Preservation Partners
310.691.2300
References
Page 64 of 137Page 66 of 142
SP3.Page 88 of 173
MT. PISGAH MINISTRY DEVELOPMENT TEAM
RFQ RESPONSE 1805 CHURCH STREET, CITY OF EVANSTON
DEVELOPMENT TEAM
64
Eric Blakely - Project Manager
Mt. Pisgah Ministry
708.620.4867
EBlakely@mtpisgahministry.org
Point of Contact for Project
Page 65 of 137Page 67 of 142
SP3.Page 89 of 173
MT. PISGAH MINISTRY
DEVELOPMENT TEAM
RFQ RESPONSE
REDEVELOPMENT OF 1805 CHURCH STREET
CITY OF EVANSTON
1805
Page 66 of 137Page 68 of 142
SP3.Page 90 of 173
Redevelopment of 1805 Church St.
Request for Qualifications/Request for Proposals
Submitted to City of Evanston
March 2, 2020
Applicant:
Housing Opportunity Development Corporation
2001 Waukegan Rd, PO Box 480
Techny IL 60082
847-564-2900
Richard Koenig, Executive Director
rkoenig@hodc.org
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SP3.Page 91 of 173
Redevelopment of 1805 Church St.
Request for Qualifications/Request for Proposals
I. Qualifications Summary
Statement summarizing the development team’s qualifications for completing a project as
outlined in this document.
Housing Opportunity Development Corporation (HODC) is a community-based nonprofit
developer of affordable housing founded in 1983. HODC’s mission is to develop, manage and
preserve housing that is affordable to low- and moderate-income households primarily in
Chicago’s northern suburbs. We serve families, seniors, persons with disabilities, individuals and
local workers. HODC is a Community Housing Development Organization (CHDO) as well as a
HUD-certified housing counseling agency. Our Board of Directors includes local citizens, real
estate professionals, tenants, and community leaders.
To date, HODC has completed 24 affordable housing projects with over 400 units throughout
suburban Chicagoland. This includes the following 5 developments in Evanston: the acquisition
and rehabilitation of 743 Brummel in 1998, the acquisition and rehabilitation of 131 Callan in
2000, the acquisition and rehabilitation of 319 Dempster in 2002, the acquisition and rehab of
1929 Jackson in 2005, and the acquisition and rehab of 1930 Jackson in 2006.
Other affordable housing developments were completed in the nearby suburbs of Skokie, Niles,
Glenview, Morton Grove, Northbrook, Northfield, Deerfield and Highland Park as well as
Arlington Heights, Cary, McHenry, Woodstock, Streamwood, and Hanover Park. We currently
have five more developments in the pipeline in Wilmette, Palatine, Broadview, and Deerfield.
HODC’s developments have involved both rehabilitation and new construction. Project sizes
range from 1 unit to 70 units and all sizes in between. Total development costs range from a few
hundred thousand dollars to over $15,000,000. Populations targeted have included low income
families, seniors and persons with disabilities.
HODC has acted as sole developer but also works in partnership with other for-profit and
nonprofit organizations. Partners have included Brinshore Development, UP Holdings, Impact
Behavioral Health (formerly Housing Options) in Evanston, Center for Independent Futures in
Evanston, Thresholds, and Connections for the Homeless in Evanston.
In addition to development, HODC manages almost 300 affordable apartments in 8 different
suburbs. These include developments owned by HODC, projects developed by HODC but not
owned, and third-party owned housing. About one-third of units are for families, one-third for
seniors over 62 and one-third persons will a disability. To operate these properties HODC has
five full-time property managers and five full-time maintenance staff. In addition, HODC has
two full-time Service Coordinators who help link residents with needed supportive services.
As a HUD-certified housing counseling agency, HODC provides first-time homebuyer trainings
as well as foreclosure counseling and reverse mortgage counseling. Our foreclosure prevention
program generated over $2 million in assistance to help families keep their homes.
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SP3.Page 92 of 173
II. Development Team Overview
Housing Opportunity Development Corporation will lead the development team as owner,
developer, and property manager. HODC will be responsible for getting project approvals,
securing development financing, assembling the development team, and overseeing building
construction. HODC will create a single purpose entity to own the development and will be the
managing partner throughout the compliance period. Upon construction completion HODC will
be the property manager, offer service coordination, and provide homebuyer counseling. The
proposed development team for 1805 Church Street is as follows:
Role Member Principals
Owner Housing Opportunity Development
Corporation
Richard Koenig, Executive
Director
Developer Housing Opportunity Development
Corporation
Richard Koenig, Executive
Director
Architect Cordogan Clark & Associates John Clark, Principal
Contractor Skender Construction Mark Skender, President
Engineer Haeger Engineering Michael E. Turner, PE
Property Manager Housing Opportunity Development
Corporation
Richard Koenig, Executive
Director
Attorney Applegate & Thorne Thomsen Warren Wenzloff, Principle
Contractor: Since 2001 Skender Construction has completed 2643 units in 33 affordable
developments across Illinois. Affordable projects include: The Villas of Lake in the Hills a
75,550-square-foot new construction of a 60-unit affordable and independent senior living
facility made up of two- and three-bedroom apartments completed March 2015; Lakefront
Residences of Grayslake a 75,000-square-foot affordable independent senior living facility that
includes 70 residential units featuring deep-well geothermal heating with twenty-two 400-foot
vertical wells, heat exchanging system, and complete hydronic system appurtenances, a three-
acre detention pond, 50-car client parking area, and native planting landscaping development
completed October 2012; and Axley Place a two-building, 13-unit affordable housing
development with 11,200-square-foot apartments featuring one-, two-, and three-bedroom
apartments, including three ADA-compliant units and three adaptable units completed
September 2016. HODC has completed three recent affordable housing projects with Skender
similar to this project including McHenry NSP in McHenry, Conrad Apts in Skokie, and is
currently working on Cleland Place in Wilmette.
Architect: Since 1995 Cordogan Clark has completed 5364 units of affordable housing in 27
developments across Illinois. A recent project is Axley Place for HODC. The project consists of
two buildings, one with 5 units and one with 8 units. The buildings are two stories with the first
floor built at-grade for accessibility. On-site amenities include a management office with
meeting rooms for case management, a laundry room and storage. The site is fully landscaped
with garden plots for residents to use. The development is energy-efficient and certified green by
Enterprise Community Foundation. HODC is working on or has completed other recent recent
similar affordable housing projects with Cordogan Clark including Conrad Apts in Skokie,
Page 69 of 137Page 71 of 142
SP3.Page 93 of 173
Heart’s Place in Arlington Heights and currently Spruce Village in Palatine and Cleland Place in
Wilmette.
Attorney: Applegate & Thorne Thomsen is the preeminent law firm working on affordable
housing in the Chicago metropolitan area and A&TT’s practice is nationwide. A&TT closes
hundreds of affordable housing projects every year and HODC has worked with A&TT on over
20 developments.
Page 70 of 137Page 72 of 142
SP3.Page 94 of 173
III. Representative Projects and/or Experience
This section should include all projects that principals of the development team or operator have
completed within the past 10 years.
As a professional affordable housing developer, HODC’s ongoing goal is to purchase, develop,
and rehabilitate or construct both rental and owner-occupied affordable housing. So far HODC
has developed 24 affordable properties with over 400 units valued almost $100 million. This
includes 13 projects in just the past ten years as detailed below.
HODC specializes in multi-layered financing structures using a variety of public and private
financing including Low Income Housing Tax Credits. HODC develops property on our own and
through partnerships with other nonprofit and for-profit organizations. We have properties
located throughout Chicagoland of all sizes from single-family homes to small apartment
buildings to large multifamily properties. Apartment sizes range from studios to four-bedroom
units. Completed developments have targeted families, seniors and supportive housing for those
who are homeless or disabled.
HODC Family Housing Projects since 2010:
Units are only restricted by income. Helps families live near jobs. Includes larger bedroom sizes.
Name/Location Units Status Type Role
Conrad Apts,
Skokie
23 Completed 2010 Rehab Develop, Own, Manage
Deerfield
Affordable Housing,
Deerfield
2 Completed 2013 Acquisition,
Rehab
Develop, Manage
Claridge Apts
48 units rehabilitated in Evanston completed 2002
Page 71 of 137Page 73 of 142
SP3.Page 95 of 173
HODC Senior Housing Projects since 2010:
For persons 62 and older. Supportive services provided by staff Service Coordinators.
Name/Location Units Status Type Role
One Deerfield
Place, Deerfield
98 Completed 2016 Refinance Manage
Cary Senior Living,
Cary
62 Completed 2020 New
Construction
Co-Develop, Own
Cary Senior Living
62 new units in Cary completed 2020
HODC Supportive Housing Projects since 2010:
For persons with disabilities. Partner with service agencies maintain resident independence.
Name/Location Units Status Type Role
Cook County NSP,
Streamwood, Hanover
Park
2 Completed 2011 Acquisition,
Rehab
Develop, Donated
McHenry County NSP,
Woodstock & Fox
River Grove
5 Completed 2012 Rehab Develop, Donated
McHenry County NSP,
Woodstock
6 Completed 2012 New
construction
Develop, Donated
N Suburban Supportive
Housing, Skokie
18 Completed 2015 Acquisition,
Rehab
Develop, Own, Manage
Prospect Townhomes,
Niles
12 Acquired 2016 Acquisition Develop, Own, Manage
Axley Place,
Glenview
13 Completed 2016 New
construction
Develop, Own, Manage
Thresholds RAD,
Chicago
144 Closed 2017 Acquisition Donation
Page 72 of 137Page 74 of 142
SP3.Page 96 of 173
Towerview Apts,
McHenry
44 Acquired 2018 Acquisition Own, Manage
Heart’s Place,
Arlington Heights
18 Completed 2019 New
Construction
Develop, Own, Manage
Axley Place
13 new units in Glenview completed 2018
Heart’s Place
18 new units in Arlington Heights completed 2019
Page 73 of 137Page 75 of 142
SP3.Page 97 of 173
Property Management
HODC manages almost 300 units throughout the suburbs including properties in Deerfield,
Evanston, Glenview, Highland Park, Niles, Northbrook, Northfield, Skokie, Arlington Heights
and soon Palatine as well as previously in Morton Grove. HODC’s property management
department provides flexible and efficient property management services for our low income
tenants. We manage rental units that HODC owns, units that we developed as well as third-party
properties. Developments range in size from 1 house to 100 units. HODC accepts rental
assistance vouchers (Section 8) and has many units that are handicapped accessible. Tenants
served include families, seniors, persons with disabilities, individuals, homeless households and
local workers.
HODC Managed Properties
Name/Location Units Status Type Status
743 Brummel Apts, Evanston 13 Managed since 1998 Family Open
131 Callan Apts, Evanston 4 Managed since 2000 Family Open
Evanston Duplexes, Evanston 7 Managed since 2004 Family Open
Hyacinth Place, Highland Park 14 Managed since 2009 Family Open
Conrad Apts, Skokie 23 Managed since 2010 Family Open
Deerfield Affordable Housing 2 Managed since 2013 Family Open
Sunset Woods, Highland Park 60 Managed since 2002 Senior Open
One Deerfield Place, Deerfield 98 Managed since 2015 Senior Open
Claridge Apts, Evanston 48 Managed since 2002 Supportive Open
Permanent Housing for Homeless
Households, Northbrook, Northfield
2 Managed since 2006 Supportive Open
North Suburban Supportive Housing,
Skokie
18 Managed since 2015 Supportive Open
Prospect Townhomes, Niles 12 Managed since 2016 Supportive Open
Axley Place, Glenview 13 Managed since 2016 Supportive Open
Towerview Apts, McHenry 44 Managed since 2018 Supportive Open
Heart’s Place, Arlington Heights 18 Managed since 2019 Supportive Open
One Deerfield Place
98 senior units managed in Deerfield
Page 74 of 137Page 76 of 142
SP3.Page 98 of 173
IV. Current Projects
This section should include all projects the operator or development team contemplates
participating in between 2012 and 2023.
HODC has a robust pipeline of affordable housing projects currently under development. This
includes projects under construction, those with funding approval, projects with zoning approval
and those just being conceptualized. The following affordable housing projects have zoning and
funding approvals and will be completed over the next three years.
HODC Current Projects
Project Units Status Type Role
Spruce Village,
Palatine
44
Disabled
Under construction.
To be completed late
2020.
New
Construction
Develop, Own,
Manage
Cleland Place,
Wilmette
16
Family
Funding approved.
Start construction
summer 2020. To be
completed 2021.
New
Construction
Develop, Own,
Manage
Broadview Senior
Living, Broadview
70
Senior
Funding approved.
Start construction
spring 2020. To be
completed 2021.
New
Construction
Co-Develop, Own
Zion Woods,
Deerfield
25
Family/
Disabled
Funding approved.
Start construction fall
2020. To be
completed 2022.
New
Construction
Co-Develop, Own,
Manage
Spruce Village
44 unit new construction in Palatine to be completed 2020
Page 75 of 137Page 77 of 142
SP3.Page 99 of 173
Cleland Place
16 unit new construction in Wilmette to be completed 2021
Broadview Senior Housing
72 unit new construction in Broadview to be completed 2021
Page 76 of 137Page 78 of 142
SP3.Page 100 of 173
V. Financial Information
Information documenting the development team’s ability to participate financially in this project
is a key component of the evaluation. At this stage, the following information is requested:
a. Sources of financing and preliminary evidence of interest from financial institutions or
partners.
Potential sources of financing may include: Low Income Housing Tax Credits, HOME Program,
Illinois Affordable Housing Trust Fund, Illinois Affordable Housing Tax Credit, Federal Home
Loan Bank Affordable Housing Program, ComEd energy program and Tax Increment Financing.
The final approved project size, income mix, and development type will determine funding
sources.
Letters of interest from potential funders are currently not available for financing a project at this
site without knowing the final project scope, having preliminary site control, or being able to
provide evidence of selection as developer.
As proof that HODC can secure funding approvals once the project scope is finalized, recent
funding letters that HODC was able to secure for similar project development sites in nearby
Wilmette and Palatine are available on a confidential basis.
As further proof, previously in 2006 HODC secured over $9 million in development financing to
develop an affordable rental project on this site.
HODC has over thirty years of experience securing funding for affordable housing projects of
this type including funding sources such as Low Income Housing Tax Credits, HOME funds,
Illinois Affordable Housing Trust Funds, and Illinois Affordable Housing Tax Credits. HODC
has secured grants from the Federal Home Loan Bank Affordable Housing Program and energy
grants from ComEd. Bank loans have been secured from lenders such as Chase Bank, BMO
Harris Bank, Northbrook Bank & Trust, North Shore Community Bank and others.
b. Information about pending litigation or other disputes associated with the operator and
development team.
None.
Page 77 of 137Page 79 of 142
SP3.Page 101 of 173
VI. References
References for similar projects is required. References should include contacts for current City
staff that are familiar with work completed.
David Brint, Principal
Brinshore Development, LLC
666 Dundee Road, Suite 1102
Northbrook, Illinois 60062
O: (224) 927-5052
DavidB@brinshore.com
Jessica Berzak, President
UPholdings
900 W Jackson Blvd
Chicago, IL 60607
O: 559-554-9621
jessica@updevelopers.com
Sarah Flax
City of Evanston
847-448-8684
sflax@cityofevanston.org
VII. Point of Contact for Project
Clearly identify the person who should receive correspondence from the City regarding this
project.
Richard Koenig, Executive Director
Housing Opportunity Development Corporation
rkoenig@hodc.org
M: 847-508-0418
O: 847-564-2900
Page 78 of 137Page 80 of 142
SP3.Page 102 of 173
Project Proposal
HODC proposes the new construction of approximately 20-25 affordable rental units at 1805
Church Street. The goals of the project are to improve the physical appearance of the corner,
build community wealth through home ownership, and provide decent affordable housing for
Evanston residents and workers.
The development will be a 3-4 story brick building that will include a mix of 1, 2, and 3 bedroom
units on the upper floors. The first floor will include office and retail space. There will be on-site
management office and a community room for residents. There will be 20-25 parking spaces
behind and under the building at-grade for residents and guests. The design will have a human
scale to match the fabric of the surrounding traditional neighborhood business district.
The interiors of the units will be comfortable and each unit will have a “great room” feel with a
work island dividing the connected living room and kitchen. Each kitchen will have standard
amenities including a stove and refrigerator. The building will include energy efficient measures
to obtain National Green Building Standards certification and Energy Star rating.
Rents will be affordable to households earning approximately $20,000-$40,000 per year. This
development will provide opportunities for local residents and workers an alternative to other
new more expensive housing in the city that will serve higher income households. All monthly
rents will be below market rates and the population to be served will be restricted to tenants with
incomes less than 60% of the area median income. Anticipated rental rates for 1 bedrooms will
be approximately $500-$700; for 2 bedrooms approximately $600-$800; and 3 bedrooms
approximately $800-$1000.
The deal will be structured as a Lease Purchase Program meaning that in fifteen years the
building will be converted into affordable condominiums. The units will be sold to then current
occupants at set affordable prices. The purpose of the Lease Purchase Program is to build
household wealth through home ownership. Potential tenants will be thoroughly screened prior
to occupancy and will be required to save funds for down payment and participate in home
ownership classes. During the first fifteen years after the building is built, tenants will have no
ownership interest; they will pay rents that will increase each year to cover operating expenses.
Tenants could come and go but will lose their purchase option upon moving out. After the 15th
year, the entire building will be converted into condominiums. Households who live in the units
at that time will be given the opportunity to purchase their unit at a predetermined below-market
price. Households who have lived in the building longer will receive a discounted price
compared to newer occupants. In order to maintain affordability, resale prices will be restricted
for at least 40 years.
Housing Opportunity Development Corporation will be the developer, property manager, service
coordinator and homebuyer counselor. HODC will provide quality property management as done
with our other rental buildings in Evanston. As a HUD-certified housing counseling agency,
HODC will conduct homebuyer counseling classes to prepare tenants for eventual ownership.
Workshops will teach the basics of homeownership, credit counseling, budgeting and
maintenance.
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SP3.Page 103 of 173
The proposed project meets many goals of the Neighborhood Planning Report for Canal-Green
Bay Road/Ridge Avenue-Church Street Study Area. In the Action Plan under Economic
Development the project helps achieve action step 10 “Provide affordable rental housing for
locally employed Evanston residents”. The proposal will also provide job opportunities during
construction and will provide space for job training programs after completion. The project will
also address Urban Design goals by adding, replacing and maintaining street trees. It will address
Goal 2, Action 1 “Utilize neighborhood housing center” to promote homeownership by
providing space for HODC’s housing counseling program which will teach residents about home
ownership. The project will also work towards Goal 5 to preserve the “essential character of the
neighborhood” through Action 3: Encourage succeeding generations to buy homes in the
neighborhood by providing a long-term homeownership component. Once units are sold as
condos, their affordability will be maintained through resale restrictions so that future residents
will be able to afford units.
In order to be financially feasible the project may necessitate zoning allowances to the existing
zoning overlay. However, additional financial assistance from the City may make the
development possible with fewer variances required.
Project Description
Intended use(s) of the property and compatibility with uses adjacent to the property: The
intended use is multifamily residential housing with first floor office/commercial use which is
compatible with the surrounding residential neighborhood and business district.
Rough site plans and renderings of proposed development: Suggested draft plans are attached.
Building use program: HODC proposes multifamily residential with first floor
office/commercial.
Proposed number of parking spaces: There will be about 20-25 parking spaces depending on
final design parameters.
Anticipated development schedule with key milestone dates and projected occupancy date: Based
on the calendar provided, the following are key project development dates:
Step Est. Date
Zoning October 2020
Financing Apps due March 2021
Closing November 2021
Start Construction January 2022
Occupancy January 2023
Developer experience with development projects in municipalities of similar scale to Evanston:
As described above, HODC has developed five properties in Evanston and another nineteen
comparable projects in similar suburban communities like Skokie, Glenview, Morton Grove,
Highland Park, Deerfield, Arlington Heights and others.
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SP3.Page 104 of 173
Finances
Indication of ability to purchase the property from the City of Evanston: HODC will purchase
the property from the City of Evanston using development proceeds at financial closing or
acquire the property through contribution using the state donation tax credit as negotiated.
Estimated total investment to be made for the development of the property: The total investment
will be approximately $6,000,000-$10,000,000 depending on final project size.
Estimated property and sales taxes projected to be generated by the development: Total
projected real estate taxes are about $40,000-$80,000 depending on final project size.
Financial assistance being sought from: The total amount of financial assistance will be
determined based on the project size allowed and required amenities but estimated amounts by
source could be:
City of Evanston: $1,000,000-$2,000,000
Cook County: none
State of Illinois: $5,000,000-$8,000,000
Federal Home Loan Bank: $500,000
The financial strategy of the project, and its ability to secure necessary private funds and be
started and completed in a timely manner: HODC will finance the project primarily using Low
Income Housing Tax Credits and low interest loans and grants from the HOME Program, Trust
Fund, Affordable Housing Program and ComEd. Depending on final project size approved by
the City Council, TIF assistance may be needed to make the project financially feasible.
Evidence of financial capacity of the developer to complete the development of the property:
HODC has the financial ability to complete this development based on recently completed
similar affordable housing projects including Cary Senior Living with total development costs
over $17,500,000 and Heart’s Place which cost over $7,300,000. Also, as shown in the attached
financial statements, HODC has assets of over $30,000,000 and net worth of almost $13,000,000
so has adequate financial capacity.
Demonstrated economic benefit to cities where projects were previously located:
In 2005, HODC acquired a four flat in Skokie that was in disrepair. There had been a fire and the
occupant was a hoarder who filled the building with trash. HODC spent two years acquiring the
property and over half a million dollars rehabilitating the building. We gave it to the nonprofit
WINGS Program who houses homeless women and children including victims of domestic
violence. This effort increased the property value and kept homeless families off the streets.
HODC has owned the duplexes at 1929 Jackson and 1930 Jackson since the mid-2000s and has
been a stable anchor on the block for fifteen years. During that time there was a financial crisis
which resulted in many homes on that block going into foreclosure yet HODC maintained the
homes as stable rental housing. Also during this period the City of Evanston Police Department
won an International Association of Chiefs of Police award for fighting crime and increasing
public safety on the 1900 block of Jackson; HODC was a stable owner throughout that time.
Page 81 of 137Page 83 of 142
SP3.Page 105 of 173
Exhibit A
Development Team Resumes
Page 82 of 137Page 84 of 142
SP3.Page 106 of 173
1
HOUSING OPPORTUNITY DEVELOPMENT CORPORATION
Experience
Housing Opportunity Development Corporation (HODC) is a community-based nonprofit
developer of affordable housing founded in 1983. HODC’s mission is to develop, manage and
preserve housing that is affordable to low- and moderate-income households primarily in
Chicago’s northern suburbs. We serve families, seniors, persons with disabilities, individuals and
local workers in north suburban Cook, Lake and McHenry Counties. HODC is a Community
Housing Development Organization (CHDO) as well as a HUD-certified housing counseling
agency. Our Board of Directors includes local citizens, real estate professionals, tenants, and
community leaders.
To date, HODC has completed 24 affordable housing projects with over 400 units and manages
275 affordable apartments with more developments in the pipeline. HODC works to achieve our
mission through four primary programs: Housing Development, Property Management,
Homebuyer Counseling and Community Education.
Housing Development
As a professional affordable housing developer, HODC’s ongoing goal is to purchase, develop,
and rehabilitate or construct both rental and owner-occupied affordable housing. So far HODC
has developed 22 affordable properties with over 400 units valued over $50 million. We
specialize multi-layered financing structures using a variety of public and private financing
including Low Income Housing Tax Credits. HODC develops property on our own and through
partnerships with other nonprofit and for-profit organizations. We have properties located
throughout Chicagoland of all sizes from single-family homes to small apartment buildings to
large multifamily properties. Apartment sizes range from studios to four-bedroom units.
Completed developments have targeted families, seniors and supportive housing for those who
are homeless or disabled.
Family Housing Projects:
Units are only restricted by income. Helps families live near jobs. Includes larger bedroom sizes.
Name/Location Units Status Type Role
4831 Conrad Apts,
Skokie
12 Completed 1987 Acquisition,
Rehab
Develop, Own, Manage
Martha Drake Apts,
Skokie
11 Completed 1994 Acquisition,
Rehab
Develop, Own, Manage
743 Brummel Apts,
Evanston
13 Completed 1998 Acquisition,
Rehab
Develop, Own, Manage
131 Callan Apts,
Evanston
4 Completed 2000,
Redeveloped 2012
Acquisition,
Rehab
Develop, Own, Manage
Evanston Duplexes,
Evanston
7 Acquired 2004,
Redeveloped 2010
Acquisition,
Rehab
Develop, Own, Manage
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SP3.Page 107 of 173
2
Hyacinth Place,
Highland Park
14 Completed 2009 New
Construction
Co-Develop, Manage
Conrad Apts,
Skokie
23 Completed 2010 Rehab Develop, Own, Manage
Deerfield
Affordable Housing,
Deerfield
2 Completed 2013 Acquisition,
Rehab
Develop, Manage
Cleland Place,
Wilmette
16 To be completed
2021
New
Construction
Develop, Own, Manage
Senior Housing Projects:
For persons 62 and older.
Name/Location Units Status Type Role
Sunset Woods,
Highland Park
60 Completed 2002 New
Construction
Co-Develop, Manage
Morton Grove
Senior Housing,
Morton Grove
56 Completed 2004 Acquisition,
Rehab
Co-Develop, Own,
Managed
One Deerfield
Place, Deerfield
98 Occupied Management
only
Manage
Cary Senior Living,
Cary
62 To be completed
2019
New
Construction
Co-Develop, Own
Broadview Senior
Living, Broadview
70 To be completed
2021
New
Construction
Co-Develop, Own
Supportive Housing Projects:
For persons with disabilities. Partnerships with social service agencies help residents maintain
independence.
Name/Location Units Status Type Role
Claridge Apts,
Evanston
48 Completed 2002 Acquisition,
Rehab
Develop, Own, Manage
New Foundation
House, Skokie
2 Completed 2003 Acquisition,
Rehab
Develop
WINGS House, Skokie 4 Completed 2003 Acquisition,
Rehab
Develop
Permanent Housing for
Homeless Households,
Northbrook, Northfield
2 Completed 2006 Acquisition,
Rehab
Develop, Own, Manage
Cook County NSP,
Streamwood, Hanover
Park
2 Completed 2011 Acquisition,
Rehab
Develop, Donated
McHenry County NSP, 5 Completed 2012 Rehab Develop, Donated
Page 84 of 137Page 86 of 142
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3
Woodstock & Fox
River Grove
McHenry County NSP,
Woodstock
6 Completed 2012 New
construction
Develop, Donated
N Suburban Supportive
Housing, Skokie
18 Completed 2015 Acquisition,
Rehab
Develop, Own, Manage
Prospect Townhomes,
Niles
12 Acquired 2016 Acquisition Develop, Own, Manage
Axley Place,
Glenview
13 Completed 2016 New
construction
Develop, Own, Manage
Thresholds RAD,
Chicago
144 Closed 2017 Acquisition Donation
Towerview Apts,
McHenry
44 Acquired 2018 Acquisition Own, Manage
Heart’s Place,
Arlington Heights
18 To be completed
2019
New
Construction
Develop, Own, Manage
Spruce Village,
Palatine
44 To be completed
2020
New
Construction
Develop, Own, Manage
Property Management
HODC manages almost 300 units throughout the suburbs including properties in Deerfield,
Evanston, Glenview, Highland Park, Niles, Northbrook, Northfield, Skokie, Arlington Heights
and soon Palatine as well as previously in Morton Grove. HODC’s property management
department provides flexible and efficient property management services for our low income
tenants. We manage rental units that HODC owns, units that we developed as well as third-party
properties. Developments range in size from 1 house to 100 units. HODC accepts rental
assistance vouchers (Section 8) and has many units that are handicapped accessible. Tenants
served include families, seniors, persons with disabilities, individuals, homeless households and
local workers.
Housing Counseling
As a HUD-certified housing counseling agency, HODC provides homebuyer counseling to
people interested in purchasing their first home. HODC has counseled over 3000 households and
helped over 50 families purchase homes. Homebuyer group workshops cover all aspects of
ownership while one-on-one meetings help potential buyers create a plan for purchasing their
own home. We partner with local real estate professionals and loan officers to provide
consultations for first-time buyers. HODC works with local employers on employer-assisted
housing programs that help workers live near their jobs and help employers retain workers.
HODC also administers foreclosure assistance programs through the state of Illinois to help
owners from losing their homes.
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4
Outreach
HODC staff actively participate in local, regional and statewide coalitions and campaigns that
promote expansion of affordable housing options. Partners have included the Alliance to End
Homelessness in Suburban Cook County, Metropolitan Planning Commission, Housing Action
Illinois, Chicago Rehab Network and Illinois Housing Council. HODC’s outreach and education
program advocates for affordable housing in the region and provides technical assistance and
advice on affordable housing issues to local communities such as the Evanston Inclusionary
Zoning Task Force, Glencoe Senior Housing Task Force, Morton Grove Senior Housing Task
Force, ULI Technical Assistance Panel for Highwood, and Highland Park Housing Commission.
HODC also seeks to build stronger communities through collaborations with municipalities and
local employers and by strengthening relationships with neighbors and tenants.
Awards, Honors, Certifications
Housing Opportunity Development Corporation
• Community Housing Development Organization (CHDO)
• HUD-certified Housing Counseling Agency
• Chicago Association of Realtors, (2002) Good Neighbor Award
• Manning Silverman & Co., (2004) Community Service Award
Claridge Apartments, Evanston, IL
• Housing Action Illinois, (2002) Golden Trowel Award
Hyacinth Place Townhomes, Highland Park, IL
• Lake County Stormwater Management Commission, (2008) Development of the Year
Award
• Urban Land Institute Terwiller Center for Workforce Housing, (2010) Jack Kemp
Workforce Housing Models of Excellence Award
• Chicago Association of Realtors, (2010) Good Neighbor Award
HODC’s mission is predicated on creating diverse communities: that making additional,
affordable housing available, even in small increments, is significant and a step closer to an
inclusive community. We take a holistic approach to development that includes building
welcoming communities and creating opportunities for collaboration with municipalities,
employers, tenants and neighbors.
Richard Koenig, PhD, Executive Director, 2001 Waukegan Rd, PO Box 480, Techny, IL 60082
847-564-2900, fax 847-564-2992, e-mail rkoenig@hodc.org, www.hodc.org
Page 86 of 137Page 88 of 142
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The Skender
Approach
It should be smooth and simple. It
should be efficiently managed to
meet time and cost goals. But most
importantly, it should be an exciting
collaboration.
Our team of more than 300 industry
experts has been delivering on these
promises for more than 60
years—combining invaluable
Forging a new path,
creating a single source
of truth.
Page 87 of 137Page 89 of 142
SP3.Page 111 of 173
experience with a commitment to
industry advancements. Through our
Lean approach, comprehensive
project management and innovative
spirit, we have what it takes to
establish true partnerships with our
clients. Across every level of our
company, we know what it means to
roll up our sleeves and get things
done.
That focus on people and experiences
is what makes us different—and
makes the work we deliver
exceptional. Learn more about our
capabilities.
At Skender, we have the experience and collaborative spirit necessary to
create extraordinary results in any industry. We understand the nuances
of each market and bring the same streamlined process to every project
we undertake.
NO
Top Hotel Construction
Firms in the U.S.
88NO
Top Multifamily
Construction
67NO80
Top U.S. Building
Contractors
Page 88 of 137Page 90 of 142
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Firms in the U.S.
Top Healthcare
Construction
Firms in the U.S.
55NO
Top Office Construction
Firms in the U.S.
35NO
Top Reconstruction
(Renovation)
Firms in the U.S.
27NO
Recognition and Honors
Skender is a market leader and strong supporter of the local
community. We’re proud to be the recipient of a number of
prestigious honors, and strive to continue our high-caliber work
for all those we serve.
Most Innovative
Companies in the
World 2019
– Fast Company
101 Best & Brightest
Companies to Work
For – Chicago, 11
years in a row since
2008
– National Association
Interior Contractor of
the Year Winner, 2018,
2016, 2015
– Greater Chicago
Food Depository CRE
Awards
Special Achievement
of the Year, 2013
– Greater Chicago
Food Depository CRE
Awards (1871 Chicago)
Family Business of
the Year, 2005
– Loyola University
Community Service
Award
– Loyola University
Safety Award, 2018,
2017 and 2016
– Great Lakes
Construction
Association
Page 89 of 137Page 91 of 142
SP3.Page 113 of 173
for Business
Resources
Best Places to Work in
Illinois, 10 years in a
row since 2009
– Daily Herald
Business Ledger
Best Places to Work in
Chicago, 2018, 2013
– Crain’s Chicago
Business
Giants 300 Largest
U.S. Building
Contractors
– Building
Design+Construction
ENR 400 Largest U.S.
Contractors
– Engineering News-
Record
Fast 50 Company,
2011, 2009, 2007
– Crain’s Chicago
Business
Interior Merit Award
Winner, 2016
– Chicago Building
Congress (confidential
tech project)
ENR Midwest Best
Project of the Year,
2014
– Engineering News-
Record (Motorola
Mobility HQ)
10 years in a row,
voted Top Illinois
Contractor
–Midwest
Construction
Contractor of the
Year, The Coalition for
United Community
Action, 2008
– ORTC, Inc.
Top Interior
Contractor
– Midwest
Construction
Fleet Safety Award,
2014
– Raffles Insurance
Gold Safety Award,
2017 and 2014
– Raffles Insurance
Safety Award, 2013
– Lake County
Contractors
Association
Largest Privately-
Held Firm
– Crain’s Chicago
Business
Page 90 of 137Page 92 of 142
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Cordogan, Clark & Associates is a full service architectural, planning and engineering firm with broad experience in academic, commercial, institutional,
and residential projects. We have extensive experience in the design and technical development of building systems and the management of complex
projects. We provide advance value planning and accurate research to develop projects of high design quality, functional efficiency, and cost effectiveness.
By completing innovative projects within budget and schedule, we have earned a reputation as effective professionals.
Cordogan, Clark & Associates : Architecture, Planning and Engineering
Page 91 of 137Page 93 of 142
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profile portfolio news careers contact
JOHN W. CLARK,
AIA, APA, LEED AP
PRINCIPAL
Education
• Master of Urban Planning and Policy
Curriculum, University of Illinois,
1978-1979
• Ecole des Beaux Arts, Versailles,
1976; studied under Felix Candela
• Bachelor of Science in Architecture,
University of Illinois, 1977, Highest
Honors, Bronze Tablet Award
• Northwestern University
Infrastructure Technology Institute
• Faculty, The Art Institute of Chicago
Certification
• Registered Architect - Illinois,
Arizona, Wisconsin, Kentucky
• NCARB Registration: licensed for
reciprocal registration throughout
the U.S.
• LEED Certified Professional
• Registered Self Certification City of
Chicago
• Registered Energy Professional City
of Chicago
Professional Activities
• American Institute of Architects
•American Planning Association
• USGBC LEED AP
• Chicago Architectural Club
• Chicago Architecture Foundation
• Chicago Council on Global Affairs
• Illinois Housing Council
• Metropolitan Planning Council
• Urban Land Institute
• USGBC United States Green Building
Council
• Fulbright Specialist Award 2012
• Society for College and University
Planning
• Low Carbon Earth Summit – 2014,
Qingdao, China
(Speaker: "Green Action for
Sustainability: Low Carbon
Architecture, Recent Trends")
Management Profile
A founding principal of Cordogan, Clark & Associates, John Clark manages the firm's Chicago office.
Together with his partner, John Cordogan, John Clark is responsible for the architecture, design, and
construction quality of the firm's projects.
Cordogan, Clark & Associates is one of the Chicago area's largest architectural firms. The firm has an
extensive portfolio of work including institutional, residential and commercial projects. John maintains an
active, daily involvement in the development of the firm's projects, focusing on architectural design,
planning and construction technology.
John Clark has won national and international design and design/ build competitions for a variety of
projects, including the new bridge-based Pavilions for the Illinois State Toll Highway Authority; for the
41st and 43rd street bridges of the City of Chicago; and for the Florida Oasis redevelopment.
John has designed a broad range of projects in the Chicago area, throughout the Midwest, and
internationally. These have ranged from large-scale municipal, institutional and educational facilities to
high-rise, multi-use office and hotel complexes. John has completed a wide variety of significant projects
involving urban planning, municipal design, and historic and contextual design. Recent designs include
the downtown planning projects in China.
John has served on design award juries for The American Institute of Architects and has been a visiting
design juror at the University of Illinois, Illinois Institute of Technology, and at the Art Institute of Chicago,
where he has also served on the design faculty.
His architectural work has been widely published and exhibited and is included in the permanent
collection of the Art Institute of Chicago, the Chicago Historical Society, and the Chicago Athenaeum
Museum of Architecture and Design. His work has received awards from The National Society of Arts and
Letters, the American Institute of Architects, the Precast Concrete Institute; and has received Community
Beautification Awards.
In 2012 John has been selected for service as a Fulbright Specialist by the J. William Fulbright Foreign
Scholarship Board, on behalf of the Bureau of Education and Cultural Affairs of the U.S. Department of
State, and the Council for International Exchange of Scholars.
The Fulbright Specialists Program is the flagship international educational exchange program sponsored
by the U.S. government. It promotes linkages between United States academics and professionals and
their counterparts at universities around the world. The program is designed to support qualified U.S.
faculty and professionals, in select disciplines, to engage in collaborative projects at higher education
institutions in over 100 countries. Project activities focus on the strengthening and development needs of
higher education institutions. The program sends U.S. faculty and professionals abroad to serve as
expert consultants on curriculum, faculty development and institutional planning at overseas academic
institutions.
•
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CORDOGAN CLARK & ASSOCIATES
RESIDENTIAL PROJECTS
Multifamily Projects
31st and Indiana (http://www.cordoganclark.com/residential/projects_residential_31st_indiana.html)
Alder Place (http://www.cordoganclark.com/residential/projects_residential_alder_place.html)
Aurora Apartments (http://www.cordoganclark.com/residential/projects_residential_aurora_apartments.html)
Axley Place (http://www.cordoganclark.com/residential/projects_residential_axley_place.html)
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CITIC Retirement Community
(http://www.cordoganclark.com/residential/projects_residential_CITIC_retirement_community.html)
Clark's Landing (http://www.cordoganclark.com/residential/projects_residential_clarks_landing.html)
Creekview (http://www.cordoganclark.com/residential/projects_residential_creekview.html)
Evergreen Place (http://www.cordoganclark.com/residential/projects_residential_evergreen_place.html)
Franklin Point (http://www.cordoganclark.com/residential/projects_residential_franklin_point.html)
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Glenshore (http://www.cordoganclark.com/residential/projects_residential_glenshore.html)
Greenleaf Manor (http://www.cordoganclark.com/residential/projects_residential_greenleaf_manor.html)
Heritage Place (http://www.cordoganclark.com/residential/projects_residential_heritage_place.html)
Jade Garden (http://www.cordoganclark.com/residential/projects_residential_jade_garden.html)
Jefferson Park (http://www.cordoganclark.com/residential/projects_residential_jefferson_park.html)
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Larkin Place (http://www.cordoganclark.com/residential/projects_residential_larkin_place.html)
Melrose Park (http://www.cordoganclark.com/residential/projects_residential_melrose_park.html)
Milwaukee Avenue (http://www.cordoganclark.com/residential/projects_residential_milwaukee_avenue.html)
Myers Place (http://www.cordoganclark.com/residential/projects_residential_myers_place.html)
Park Works (http://www.cordoganclark.com/residential/projects_residential_parkworks.html)
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PMG X Chicago (http://www.cordoganclark.com/residential/projects_residential_PMG_X_chicago.html)
Residences at the Grove (http://www.cordoganclark.com/residential/projects_residential_grove.html)
Suburban Development (http://www.cordoganclark.com/residential/projects_residential_suburban_development.html)
Suzhou Villas (http://www.cordoganclark.com/residential/projects_residential_suzhou_villas.html)
The Haven (http://www.cordoganclark.com/residential/projects_residential_the_haven.html)
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Student Residences
The U (http://www.cordoganclark.com/residential/projects_residential_the_u.html)
Westhaven Park (http://www.cordoganclark.com/residential/projects_residential_westhaven_park.html)
Wuxi Mixed Use Complex (http://www.cordoganclark.com/residential/projects_residential_wuxi_mixed_use.html)
Centennial Hall (http://www.cordoganclark.com/residential/projects_residential_centennial_hall.html)
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Singlefamily Projects
Gilbert Hall (http://www.cordoganclark.com/residential/projects_residential_gilbert_hall.html)
NIU Student Residence (http://www.cordoganclark.com/residential/projects_residential_NIU_student_residence.html)
Watterson Towers (http://www.cordoganclark.com/residential/projects_residential_watterson_towers.html)
Conservation Housing (http://www.cordoganclark.com/residential/projects_residential_conservation housing.html)
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Eco House (http://www.cordoganclark.com/residential/projects_residential_eco_house.html)
Robinson - Fujisawa Residence
(http://www.cordoganclark.com/residential/projects_residential_robinson_fujisawa_residence.html)
Zhou B House Museum (http://www.cordoganclark.com/residential/projects_residential_zhou_b_house_museum.html)
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Exhibit B
Proposed Development Plans
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Exhibit C
HODC Consolidated Financial Statements
Page 105 of 137Page 107 of 142
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
CONSOLIDATED FINANCIAL STATEMENTS
JUNE 30, 2019
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Contents
Page
Independent Auditors’ Report ..................................................................... 1 - 3
Consolidated Financial Statements
Consolidated Statement Of Financial Position ............................................. 4 - 5
Consolidated Statement Of Activities And
Changes In Net Assets .................................................................................. 6
Consolidated Statement Of Functional Expenses ............................................. 7
Consolidated Statement Of Cash Flows ............................................................. 8
Notes To Consolidated Financial Statements ............................................. 9 - 26
Supplementary Information
Related Entities - Consolidating Statement
Of Financial Position ............................................................................ 27 - 28
Related Entities - Consolidating Statement
Of Activities And Changes In Net Assets ................................................... 29
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Independent Auditors’ Report
Board of Directors
Housing Opportunity Development
Corporation and Related Entities
Report On The Consolidated Financial Statements
We have audited the accompanying consolidated financial statements of Housing
Opportunity Development Corporation and Related Entities, which comprise the
consolidated statement of financial position as of June 30, 2019, and the related
consolidated statements of activities and changes in net assets, functional expenses and
cash flows for the year then ended, and the related notes to the consolidated financial
statements.
Managements’ Responsibility For The Consolidated Financial Statements
Management is responsible for the preparation and fair presentation of these
consolidated financial statements in accordance with accounting principles generally
accepted in the United States of America; this includes the design, implementation,
and maintenance of internal control relevant to the preparation and fair presentation
of consolidated financial statements that are free from material misstatement, whether
due to fraud or error.
Auditors’ Responsibility
Our responsibility is to express an opinion on these consolidated financial statements
based on our audit. We conducted our audit in accordance with auditing standards
generally accepted in the United States of America Those standards require that we
plan and perform the audit to obtain reasonable assurance about whether the
consolidated financial statements are free of material misstatement.
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Board of Directors
Housing Opportunity Development
Corporation and Related Entities
Page 2
An audit involves performing procedures to obtain audit evidence about the amounts
and disclosures in the consolidated financial statements. The procedures selected
depend on the auditors' judgment, including the assessment of the risks of material
misstatement of the consolidated financial statements, whether due to fraud or error.
In making those risk assessments, the auditors consider internal control relevant to
Housing Opportunity Development Corporation and Related Entities preparation and
fair presentation of the consolidated financial statements in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of Housing Opportunity Development
Corporation and Related Entities internal control. Accordingly, we express no such
opinion. An audit also includes evaluating the appropriateness of accounting policies
used and the reasonableness of significant accounting estimates made by management,
as well as evaluating the overall presentation of the consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to
provide a basis for our audit opinion.
Opinion
In our opinion, the consolidated financial statements referred to above present fairly,
in all material respects, the financial position of Housing Opportunity Development
Corporation and Related Entities as of June 30, 2019, and the changes in their net
assets and their cash flows for the year then ended in accordance with accounting
principles generally accepted in the United States of America.
Other Matter
Our audit was conducted for the purpose of forming an opinion on the consolidated
financial statements as a whole. The accompanying Related Entities - Consolidating
Statement of Financial Position and Related Entities - Consolidating Statement of
Activities and Changes in Net Assets are presented for purposes of additional analysis
and are not a required part of the consolidated financial statements. Such information is
the responsibility of management and was derived from and relates directly to the
underlying accounting and other records used to prepare the consolidated financial
statements.
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Board of Directors
Housing Opportunity Development
Corporation and Related Entities
Page 3
The information has been subjected to the auditing procedures applied in the audit of the
consolidated financial statements and certain additional procedures, including
comparing and reconciling such information directly to the underlying accounting and
other records used to prepare the consolidated financial statements or to the consolidated
financial statements themselves, and other additional procedures in accordance with
auditing standards generally accepted in the United States of America. In our opinion,
the supplementary information is fairly stated, in all material respects, in relation to the
consolidated financial statements as a whole.
December 4, 2019
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
See the notes to consolidated financial statements. Page 4
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
PAGE 1 OF 2
June 30, 2019
Related Eliminating Consolidated
HODC Entities Total Entries Total
Current Assets
Cash 171,276$ 408,070$ 579,346$ —$ 579,346$
Due from related parties 2,967,637 295,394 3,263,031 (2,763,673) 499,358
Tenant and subsidy receivables 10,540 38,785 49,325 — 49,325
Prepaid expenses — 38,230 38,230 — 38,230
Total Current Assets 3,149,453 780,479 3,929,932 (2,763,673) 1,166,259
Restricted Cash
Real estate tax and insurance escrows — 131,673 131,673 — 131,673
Replacement reserves — 503,421 503,421 — 503,421
Operating reserves — 63,566 63,566 — 63,566
Tenant security deposits 2,000 114,860 116,860 — 116,860
Other reserves — 20,979 20,979 — 20,979
Total Restricted Cash 2,000 834,499 836,499 — 836,499
Property And Equipment
Land — 3,065,640 3,065,640 — 3,065,640
Buildings and improvements — 23,096,892 23,096,892 — 23,096,892
Furniture and equipment 42,430 382,669 425,099 — 425,099
Land improvements — 5,062 5,062 — 5,062
Total Property And Equipment 42,430 26,550,263 26,592,693 — 26,592,693
Less: Accumulated Depreciation (42,430) (9,173,304) (9,215,734) (9,215,734)
Net Property And Equipment — 17,376,959 17,376,959 — 17,376,959
Other Assets
Investments in LLCs and LPs 735,723 — 735,723 (439,169) 296,554
Deferred fees, net of amortization — 486,676 486,676 — 486,676
Predevelopment costs — 10,563,054 10,563,054 — 10,563,054
Total Other Assets 735,723 11,049,730 11,785,453 (439,169) 11,346,284
Total Assets 3,887,176$ 30,041,667$ 33,928,843$ (3,202,842)$ 30,726,001$
Assets
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CORPORATION AND RELATED ENTITIES
See the notes to consolidated financial statements. Page 5
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
PAGE 2 OF 2
June 30, 2019
Related Eliminating Consolidated
HODC Entities Total Entries Total
Current Liabilities
Current portion of long-term debt —$ 183,156$ 183,156$ —$ 183,156$
Accounts payable 21,339 14,310 35,649 — 35,649
Prepaid rent — 32,669 32,669 — 32,669
Accrued interest — 570,591 570,591 (523,060) 47,531
Accrued real estate taxes — 206,522 206,522 — 206,522
Other payables 1,000 — 1,000 — 1,000
Due to related parties 472,684 1,959,423 2,432,107 (1,970,613) 461,494
Tenant security deposits — 97,327 97,327 — 97,327
Total Current Liabilities 495,023 3,063,998 3,559,021 (2,493,673) 1,065,348
Long-Term Liabilities
Long-term debt, net of current portion — 17,652,567 17,652,567 (270,000) 17,382,567
Less: Debt issuance costs — (589,452) (589,452) — (589,452)
Total Long-Term Liabilities — 17,063,115 17,063,115 (270,000) 16,793,115
Total Liabilities 495,023 20,127,113 20,622,136 (2,763,673) 17,858,463
Net Assets
Without donor restrictions:
Controlling interests 3,392,153 7,046,653 10,438,806 (439,169) 9,999,637
Non-controlling interests in related entities — 2,867,901 2,867,901 — 2,867,901
Total Net Assets 3,392,153 9,914,554 13,306,707 (439,169) 12,867,538
Total Liabilities And Net Assets 3,887,176$ 30,041,667$ 33,928,843$ (3,202,842)$ 30,726,001$
Liabilities And Net Assets
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CORPORATION AND RELATED ENTITIES
See the notes to consolidated financial statements. Page 6
CONSOLIDATED STATEMENT OF ACTIVITIES AND CHANGES IN NET
ASSETS
For The Year Ended June 30, 2019
Related Eliminating Consolidated
Entities Total Entries Total
Net Assets Without Donor Restrictions
Revenue
Contributions 75,167$ —$ 75,167$ —$ 75,167$
Interest income 63,817 13,549 77,366 (63,768) 13,598
Management fees 161,270 — 161,270 (69,276) 91,994
Partnership management fee 98,299 — 98,299 (12,299) 86,000
Net rental revenue — 1,508,414 1,508,414 — 1,508,414
Salary and office expense reimbursement 537,760 — 537,760 — 537,760
Developer fee income 254,107 — 254,107 — 254,107
Grant income 270,000 — 270,000 — 270,000
Miscellaneous income 51,342 38,033 89,375 — 89,375
Total Support And Revenue 1,511,762 1,559,996 3,071,758 (145,343) 2,926,415
Expenses
Program services 875,442 1,382,800 2,258,242 (115,343) 2,142,899
Management and general 149,463 — 149,463 — 149,463
Fundraising 12,855 — 12,855 — 12,855
Depreciation 2,199 843,710 845,909 — 845,909
Amortization — 22,624 22,624 — 22,624
Total Expenses 1,039,959 2,249,134 3,289,093 (115,343) 3,173,750
Other Expense
Investment Loss 41,946 — 41,946 — 41,946
Total Other Expense 41,946 — 41,946 — 41,946
Without
Donor Restrictions 429,857 (689,138) (259,281) (30,000) (289,281)
Net Assets At Beginning Of Year 2,962,296 7,022,057 9,984,353 (439,169) 9,545,184
Syndication costs — (52,000) (52,000) — (52,000)
Contributions To Partnerships — 3,664,368 3,664,368 — 3,664,368
Distributions — (30,733) (30,733) 30,000 (733)
Net Assets At End Of Year 3,392,153$ 9,914,554$ 13,306,707$ (439,169)$ 12,867,538$
HODC
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
See the notes to consolidated financial statements. Page 7
CONSOLIDATED STATEMENT OF FUNCTIONAL EXPENSES
For The Year Ended June 30, 2019
Program Management
Services And General Fundraising Total
Salaries and employee benefits 930,909$ 104,597$ 10,460$ 1,045,966$
Office expenses 213,122 23,946 2,395 239,463
Utilities 206,495 — — 206,495
Property management fees 52,474 — — 52,474
Real estate taxes 208,989 — — 208,989
Payroll taxes 67,611 — — 67,611
Property insurance 81,708 — — 81,708
Other insurance 66,978 — — 66,978
Interest expense 72,104 — — 72,104
Entity expenses 77,347 20,920 — 98,267
Bad debt 340 — — 340
Miscellaneous operating expenses 164,822 — — 164,822
Depreciation 845,909 — — 845,909
Amorization 22,624 — — 22,624
Total Functional Expenses 3,011,432$ 149,463$ 12,855$ 3,173,750$
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CORPORATION AND RELATED ENTITIES
See the notes to consolidated financial statements. Page 8
CONSOLIDATED STATEMENT OF CASH FLOWS
For The Year Ended June 30, 2019
Cash Flows From Operating Activities
Decrease in net assets (289,281)$
Adjustments to reconcile decrease in net assets
to net cash provided by operating activities:
Depreciation 845,909
Amortization 22,624
Amortization of debt issuance costs 1,574
Loss on investments 39,446
Changes in assets and liabilities:
Due from related parties (35,880)
Tenant and subsidy receivables (22,283)
Prepaid expenses (19,115)
Accounts payable (1,813)
Prepaid rent 8,271
Accrued interest 12,005
Accrued real estate taxes (1,902)
Tenant security deposits, net (5,483)
Net Cash Provided By Operating Activities 554,072
Cash Flows From Investing Activities
Net withdrawals from real estate tax and insurance escrows 2,291
Net deposits to replacement reserves (18,514)
Net deposits to other reserves (11,457)
Acquisition of property and equipment (939,915)
Predevelopment costs (10,483,814)
Net Cash Used In Investing Activities (11,451,409)
Cash Flows From Financing Activities
Principal payments of long-term debt (102,693)
Proceeds from long-term debt 7,447,167
Distributions to noncontrolling interests (733)
Contributions 3,664,368
Debt issuance costs paid (201,617)
Syndication costs paid (52,000)
Net Cash Provided By Financing Activities 10,754,492
Net Decrease In Cash (142,845)
Cash, Beginning Of Year 722,191
Cash, End Of Year 579,346$
Supplemental Disclosure Of Cash Flow Information:
Cash paid for interest 60,099$
Cash paid for real estate taxes 210,891$
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Page 9
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
June 30, 2019
1.Organization And Nature Of Operations
Organization
Housing Opportunity Development Corporation (HODC) is a Not-for-Profit organization
established to develop, manage and preserve affordable housing, primarily in the
northern and northwestern suburbs of the Chicago, Illinois metropolitan area. Such
operations are conducted by it as well as wholly- or partially-owned subsidiaries and/or
independent related organizations, for which it has control, known as “Related Entities
or Variable Interest Entities”.
The accompanying consolidated financial statements include the accounts of
HODC and the following related entities (collectively, the Organization).
Related Entity Ownership
GSV Corporation HODC owns 100%
HODC - 743 Brummel Apartments HODC owns 100%
HODC - Jackson Duplexes HODC owns 100%
PHHH, LLC HODC owns 100%
131 Callan, LLC HODC owns 80%
IHDC II Limited Partnership HODC owns 100%
HODC Skokie, LLC HODC owns 100%
HODC Glenview, LLC HODC owns 100%
HODC Wilmette, LLC HODC owns 100%
Friends of Builders of Skills, Inc.NFP controlled by HODC
McHenry County Community Homes, Inc.NFP controlled by HODC
Heart's Place GP, LLC HODC owns 100%
Cary Senior Living GP, LLC HODC owns 100%
Variable-Interest Entity Ownership
Conrad, LP GSV Corporation owns 0.01%
Cary Senior Living LP Cary Senior Living GP, LLC owns .01%
Heart's Place, LP Heart's Place GP, LLC owns .01%
On April 15, 2019, HODC purchased the Limited Partner Interest and Special
Limited Partner Interest in IHDC II Limited Partnership giving HODC 100%
ownership in IHDC II Limited Partnership.
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CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 10
Unconsolidated Interests In Other Entities
As of June 30, 2019, HODC has ownership in certain other various entities but
does not exercise significant control over their operations. These unconsolidated
entities are:
Entity Ownership
Morton Grove Senior Housing, L.P. Morton Grove Development
Corporation owns 0.01%
Morton Grove Development Corporation HODC owns 40%
2. Summary Of Significant Accounting Policies
Basis Of Accounting
The accompanying consolidated financial statements of the Organization have
been prepared on the accrual basis of accounting in accordance with generally
accepted accounting principles (GAAP).
Basis Of Presentation
Financial statement presentation follows the requirements of the Financial
Accounting Standards Board (FASB) defined under Accounting Standards
Codification (ASC) 958-205. Under GAAP, the Organization is required to report
information regarding its financial position and activities according to two classes
of net assets: net assets without donor restrictions and net assets with donor
restrictions. The Organization does not have any net assets with donor restrictions
at June 30, 2019.
All material inter-entity transactions have been eliminated. Noncontrolling
interests in related entities that are not owned 100% are reported as a component
of net assets without donor restrictions on the consolidated statement of financial
position.
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CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 11
Variable Interest Entities
Generally, a VIE is an entity with at least one of the following conditions: (1) the
total equity investment at risk is sufficient to allow the entity to finance its
activities without additional subordinated financial support; or (2) the holders of
the equity investment at risk, as a group, lack any one of the following three
characteristics: (i) the power to direct the entity’s activities that most significantly
impact its economic performance, (ii) the obligation to absorb the expected losses
of the entity or (iii) the right to receive the expected residual returns of the entity.
The primary beneficiary of a VIE is an entity that has a variable interest or a
combination of variable interests that provide that entity with a controlling
financial interest in the VIE.
An entity is deemed to have a controlling financial interest in a VIE, if it has both
of the following characteristics: (1) the power to direct the activities of the VIE that
most significantly impact the VIE’s economic performance and (2) the obligation to
absorb losses of the VIE that could potentially be significant to the VIE or the right
to receive benefits from the VIE that could potentially be significant to the VIE.
In accordance with FASB ASC 810, Consolidation, HODC has three VIEs which it
was required to consolidate.
Estimates And Assumptions
The preparation of financial statements in conformity with GAAP requires
management to make estimates and assumptions that affect the reported
amounts of assets and liabilities and disclosure of contingent assets and liabilities
at the date of the financial statements and the reported amounts of activities
during the reporting period. Actual results could differ from those estimates.
Cash
The Organization maintains cash in bank accounts, which sometimes exceed
federally insured limits. Losses have not been experienced in these accounts and
management believes that it is not exposed to significant credit risk on cash.
Revenue Recognition
Rental Revenue
Rental income is recognized as it becomes due and is earned. Rental
payments received in advance are deferred until earned. All leases with the
tenants of the properties are operating leases.
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CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 12
Donations, Grants, Contributions And Contracts
Donations are recognized as revenue upon receipt of donors’ commitments.
Unconditional promises to give, which do not state a due date or use restriction,
are presumed to be net assets without donor restrictions.
Grants, contracts and contributions received are recorded as net assets
without donor restrictions or net assets with donor restrictions, depending on
the existence of any donor restrictions. Grant income is recognized in the
period in which the grant is received.
Grant Concentrations
HODC receives most of its development funding primarily from federal, state
and local government agencies. In light of current economic conditions at all
levels of government, continuation of all of these programs in their pre-
existing forms cannot be assured. Major reductions in the level of funding
could have a material adverse effect on the consolidated financial statements.
Developer Fees
HODC receives fees from developing affordable housing projects on its own
or in partnership with others. During the project development process these
fees are recognized as revenue based upon specific milestones in the
respective development agreement or the percentage of completion method, as
applicable. Fees earned but not collected before construction completion are
recorded as receivables.
Some projects, including those undertaken with other investors or co-
developers, may require HODC to provide guarantees to fund development
period deficits and/or operating deficits. Developer fee revenue that has been
previously recognized may be reduced if HODC is required to fulfill any such
guarantees
Tenant And Subsidy Receivables And Bad Debts
Tenant and subsidy receivables are charged to bad debt expense when they are
determined to be uncollectible based upon a periodic review of the accounts by
management. GAAP requires that the allowance method be used to recognize bad
debts; however, the effect of using the direct write-off method is not materially
different from the results that would have been obtained under the allowance
method.
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 13
Property And Equipment
Land, buildings and improvements, furniture and equipment and land
improvements are recorded at cost. Improvements are capitalized, while
expenditures for maintenance and repairs are charged to expense as incurred.
Upon disposal of depreciable property, the appropriate property accounts are
reduced by the related costs and accumulated depreciation or amortization.
The assets are depreciated and amortized using the straight-line method over their
estimated service lives, which for depreciation purposes may be different than
their actual useful economic lives.
Estimated
Method Useful Lives
Buildings and improvements Straight-line 27.5 years
Furniture and equipment Straight-line 5 years
Land improvements Straight-line 10 years
Impairment Of Long-Lived Assets
Management reviews its properties for impairment whenever events or changes
in circumstances indicate that the carrying value of an asset may not be
recoverable. If the fair value of an asset is less than its carrying amount an
impairment loss is recognized for the difference. No long-lived asset impairment
losses have been recognized during the year ended June 30, 2019.
Investments In Limited Liability Companies (LLCs) And Limited
Partnerships (LPs)
The Organization uses the equity method of accounting for various equity
investments in its subsidiaries and VIEs, which means that investments are
carried at cost and increased or decreased by HODC’s pro-rata share of earnings
or losses. The carrying costs of these investments are also increased or decreased
to reflect additional contributions or withdrawals of capital.
Deferred Fees And Amortization
Deferred fees, including tax credit fees are amortized over 15 - 27.5 years using the
straight-line method.
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 14
Predevelopment Costs
HODC incurs costs in connection with properties in the initial stages of
development. These costs include such items as market studies, purchase options,
environmental studies and legal and accounting fees. Such predevelopment
project costs that are associated with a specific project are capitalized until such
time as the project is either abandoned or becomes an approved project with
independent funding sources.
Predevelopment costs are charged to operations at either the time a potential
project is no longer considered desirable, feasible or the project has incurred
excess development costs, which are to be absorbed by HODC. Predevelopment
costs related to projects that are ultimately developed are recorded as
receivables. Management believes predevelopment costs are collectible from
future developments.
Debt Issuance Costs
Debt issuance costs are amortized over the terms of their respective mortgage
loans using the straight-line method, and are presented as a reduction of long-
term debt. GAAP requires that the effective yield method be used to amortize
debt issuance costs; however, the effect of using the straight-line method is not
materially different from the results that would have been obtained under the
effective yield method.
Tax Status
HODC, Friends of Builders of Skills, Inc. (Friends) and MCCH are exempt from
income tax under Section 501(c)(3) of the Internal Revenue Code and comparable
state law, and are not considered to be private foundations. Contributions to
them are tax deductible within the limitations prescribed by the Internal
Revenue Code. Neither HODC, Friends nor MCCH has any unrelated business
income for the year ended June 30, 2019.
All of the subsidiaries and VIEs have elected to be treated as pass-through entities
for income tax purposes. Accordingly, all items of taxable income, deductions and
tax credits are passed through to and are reported by their owners on their
respective income tax returns.
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 15
Non-controlling Interests In Related Entities
The Organization records the non-controlling interests in the consolidated net
assets of related entities as a separate component of the appropriate class of net
assets in the consolidated statement of financial position. Distributions to and
contributions from non-controlling owners are reported in the consolidated
statement of activities and changes in net assets and cash flows from financing
activities.
Advertising Costs
Advertising costs are expensed when incurred.
Real Estate Taxes
Properties owned by the various entities are subject to property taxes and
appropriate provisions are made in the consolidated financial statements. Friends
and MCCH were previously granted exemptions from real property taxes.
Accordingly, no provision for property taxes has been recognized for property
owned by Friends or MCCH.
Functional Expenses
The costs of providing the various programs and other activities have been
summarized on a functional basis in the consolidated statement of activities and
changes in net assets and consolidated statement of functional expenses.
Expenses that are easily and directly associated with a particular program or
supporting service are allocated directly to that functional category. Expenses
such as salaries and employee benefits, office and entity expenses are charged to
program services, management and general and fundraising on the basis of time
and effort.
Subsequent Events
Management evaluates subsequent events through the date of the Independent
Auditors’ Report, which is the date the consolidated financial statements are
available to be issued.
Subsequent to June 30, 2019, Morton Grove Senior Housing, L.P. was sold to an
unrelated entity.
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 16
3. Tenant Security Deposits
U.S. Department of Housing and Urban Development (HUD) and IHDA regulations
require that security deposits be deposited into separate interest-bearing accounts
in the name of the respective owning entity.
4. Escrow Deposits And Restricted Reserves
According to the various Amended and Restated Partnership, Loan, and
Regulatory Agreements, the Related Entities and VIEs are required to maintain
certain escrow deposits and reserves. As of June 30, 2019, the Related Entities and
VIEs are in compliance with the various escrow and reserve requirements.
5. Deferred Fees
The costs incurred to obtain tax credit fees have been capitalized and are being
amortized as described below:
Amortization
Period Amount
IHDA asset management fees 15 years 191,000$
Tax credit fees 15 years 209,064
Deferred legal fees 27.5 years 234,809
634,873
Less: Accumulated amortization (148,197)
Deferred fees, net 486,676$
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 17
Amortization expense for the year ended June 30, 2019, was $22,624. Estimated
amortization expense for each of the ensuing five years and thereafter, is as
follows:
Year Amount
2020 22,072$
2021 22,072
2022 22,072
2023 22,072
2024 22,072
Thereafter 376,316
486,676$
6.Operating Lease
HODC occupies office space under a License Agreement that calls for monthly base
rent payments of $1,426. Rental expense for the year ended June 30, 2019, was
$18,159 and is included in office expenses on the accompanying consolidated
statement of functional expenses.
7. Long-Term Debt
The following is a summary of the Organization’s debt obligations before
eliminations as of June 30, 2019:
Conrad, LP (a)835,000$
131 Callan, LLC (b)491,915
HODC - 743 Brummel Apartments (c)577,021
IHDC II Limited Partnership (d)1,197,964
HODC - Jackson Duplexes (e)338,716
PHHH, LLC (f)335,100
HODC Skokie, LLC (g)—
HODC Glenview, LLC (h)2,150,000
HODC Wilmette, LLC (i)371,200
Friends of Builders of Skills, Inc. (j)496,026
McHenry County Community Homes, Inc. (k)2,245,569
Heart's Place, LP (l)3,040,490
Cary Senior Living LP (m)5,756,722
Total 17,835,723$
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 18
D Conrad, LP
Conrad, LP owns the properties at 4831 and 4845 Conrad in Skokie, Illinois
which are collateral for two non-interest bearing mortgages from IHDA:
xOne mortgage was issued under the HOME Investment Partnership
Program in the original amount of $1,000,000. The loan bears 0%
interest. Monthly installments of principal are due in the amount of
$1,833. All unpaid principal is due upon maturity in November 2031. The
outstanding loan balance as of June 30, 2019 was $835,000.
xAn additional mortgage was issued under Section 1602 of the American
Recovery and Reinvestment Act of 2009 in the original grant amount of
$4,000,000. Under this program, the grant is not reflected as a liability
in the consolidated statement of financial position as of June 30, 2019.
Provided the property remains compliant with IHDA requirements as to
tenant qualifications and rentals through December 31, 2031, the entire
loan will be forgiven. The grant is for the benefit of and allocated to the
Limited Partner capital account in Conrad, LP, and therefore is included
in the consolidated statement of financial position as a component of
noncontrolling interests.
E 131 Callan, LLC
131 Callan, LLC owns the property at 131 Callan in Evanston, Illinois which
is collateral for two loans:
xA mortgage from Wintrust Bank was issued in the original amount of
$230,000. The interest rate is 5.25% per annum with monthly
installments of principal and interest of $1,318. All unpaid principal and
interest are due upon maturity in September 2020. The outstanding loan
balance as of June 30, 2019 was $201,415.
xA subordinated, non-recourse mortgage loan from the City of Evanston
under the HOME Investment Partnership Program was issued in the
original amount of $290,500. The loan bears no interest and has no
monthly payments. The balance will be forgiven in July 2026, provided the
project remains in compliance with all regulatory provisions of the
agreement regarding affordability of rentals, tenant compliance with
income limitations, and other matters. The outstanding loan balance as of
June 30, 2019 was $290,500.
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HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 19
F HODC-743 Brummel Apartments
HODC owns the property at 743 Brummel in Evanston, Illinois which is
collateral for mortgages with balances as of June 30, 2019, as follows:
xAn IHDA Trust Fund mortgage was issued in the original amount of
$440,311. The loan bears simple interest at 1% per annum. Monthly
installments of principal and interest are due in the amount of $1,083
through February 2019, and $1,667 thereafter through maturity, March
2029. All unpaid principal and interest are due upon maturity. The
outstanding loan balance as of June 30, 2019 was $306,546.
xTwo mortgages made by the City of Evanston, the terms of which are as
follows:
oA second mortgage granted under the HOME Investment
Partnership Program in the original amount of $232,458, with
$30,000 being granted to the borrower, has no monthly payments of
principal and interest (0% per annum). The remaining balance will
be forgiven when the property is sold to a qualified buyer. The
outstanding loan balance as of June 30, 2019 was $165,725.
oA third mortgage from the Affordable Housing Fund in the original
amount of $77,486 has no monthly payments of principal and
interest (0% per annum). The remaining balance will be forgiven
when the property is sold to a qualified buyer. The outstanding loan
balance as of June 30, 2019 was $77,486.
xTwo loans made by the City of Evanston under the Community
Development Block Grant Program are as follows:
oOne loan has monthly payments of principal and interest (3.05%
per annum) of $147 until April 1, 2020. The outstanding loan
balance as of June 30, 2019 was $1,520.
oA second loan is in the original amount of $50,000 with monthly
payments of principal and interest (1.53% per annum) due in the
amount of $242 until maturity, May 1, 2029. All unpaid principal
and interest are due at maturity. The outstanding loan balance as of
June 30, 2019 was $25,744.
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CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 20
G IHDC II Limited Partnership
IHDC II Limited Partnership owns the property at 319 Dempster Street in
Evanston, Illinois which is collateral for the following loans as of June 30,
2019:
xThe first mortgage note from IHDA is in the original amount of $1,250,000.
Monthly installments of principal and interest (1% per annum) are due in
the amount of $3,216 until the loan matures on June 1, 2032. All unpaid
principal and interest are due at maturity. The outstanding loan balance
as of June 30, 2019 was $787,172.
xThe second mortgage is held by BMO Harris Bank, N.A. is in the original
amount of $250,000. Monthly installments of principal and interest (7.9%
per annum) are due in the amount of $1,817. The loan matures June 1,
2022, at which point all unpaid principal and interest are due. The
outstanding loan balance as of June 30, 2019 was $186,417.
xThe third mortgage held by the City of Evanston is in the original amount
of $250,000. Monthly installments of principal and interest (0% per annum)
were due in the amount of $125 originally through June 30, 2007, with
increases every 5 years thereafter to $166, $250, $333 and $411 per month,
respectively. However, HODC has continued to pay $125 as invoiced by the
City of Evanston. The City of Evanston has not considered this loan to be
in default. All unpaid principal is due upon maturity at June 30, 2032. The
outstanding loan balance as of June 30, 2019 was $224,375.
H HODC-Jackson Duplexes
HODC owns two properties located at 1929 Jackson and 1930 Jackson in
Evanston, Illinois. The property at 1929 Jackson is collateral for the following
mortgages:
xA bank first mortgage held by North Shore Community Bank & Trust is in
the original amount of $131,251 with monthly principal and interest in the
amount of $711. The maturity was extended to November 5, 2022, bearing
interest at 5.0% per annum. The outstanding loan balance as of June 30,
2019 was $108,366.
Page 127 of 137Page 129 of 142
SP3.Page 151 of 173
HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 21
xA subordinate mortgage from the City of Evanston Affordable Housing
Fund is in the original amount of $299,000, of which $274,000 is forgivable
in July 2024, and was recognized as income in prior years. The remaining
$25,000 balance is payable in annual installments of principal-only in the
amount of $2,500 beginning in July 2020. The outstanding loan balance
as of June 30, 2019 was $25,000.
The property at 1930 Jackson is collateral for the following mortgages:
xA bank first mortgage held by North Shore Community Bank & Trust is in
the original amount of $94,500 with monthly principal and interest in the
amount of $597. The maturity was extended to December 29, 2021, bearing
interest at 5.50% per annum. The outstanding loan balance as of June 30,
2019 was $79,887.
xTwo subordinate mortgages made by the City of Evanston have been
renegotiated and the terms are as follows:
oA loan from the HOME Investment Partnership Program in the
original amount of $44,000 has no monthly payments of principal
and interest (0% per annum). The remaining balance will be forgiven
when the property is sold to a qualified buyer. The outstanding loan
balance as of June 30, 2019 was $40,703.
oA loan from the Affordable Housing Fund in the original amount of
$84,760 has no monthly payments of principal and interest (0% per
annum). The remaining balance will be forgiven when the property is
sold to a qualified buyer. The outstanding loan balance as of June 30,
2019 was $84,760.
I PHHH, LLC
PHHH, LLC owns two properties located at 784 Greenwood in Northbrook,
Illinois and 1715 Harding in Northfield, Illinois which, combined, are
collateral for a first mortgage from IHDA, without interest, that is due in
monthly payments of $100. Unpaid principal is due in February 2027. The
outstanding loan balance as of June 30, 2019 was $335,100.
Page 128 of 137Page 130 of 142
SP3.Page 152 of 173
HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 22
J HODC Skokie, LLC
HODC Skokie, LLC owns four properties in Skokie, Illinois which are
collateral for a mortgage with IHDA (reflected in the consolidated financial
statements in prior years as a grant from BIBP Funds) in an amount not to
exceed $4,054,580. As of June 30, 2019, the cumulative income recognized
and received amounted to $4,042,780. The grant bears no interest. The grant
can be recovered should HODC not comply with the terms in the mortgage
note until maturity on December 31, 2045.
K HODC Glenview, LLC
HODC Glenview, LLC owns a property in Glenview, Illinois that is collateral
for the following two loans and a grant:
xOne mortgage note from IHDA in the original amount of $1,900,000
bears no interest. Annual installments of principal are due in the
amount of $9,692 until the loan matures on April 1, 2036. All unpaid
principal and interest are due at maturity. The outstanding loan balance
as of June 30, 2019 was $1,900,000.
xA junior mortgage is held by the County of Cook in the original amount
of $250,000. No monthly installments of principal and interest (0% per
annum) are due. All unpaid principal and interest are forgiven upon
maturity at January 1, 2036. The outstanding loan balance as of June
30, 2019 was $250,000.
xA grant (reflected as income in the financial statements in prior years
as a grant from BIBP Funds) was issued from IHDA in the amount of
$1,647,937. The grant can be recovered should HODC Glenview, LLC
not comply with terms in the mortgage note until maturity on
December 31, 2046.
L HODC Wilmette, LLC
HODC Wilmette, LLC owns a property in Wilmette, Illinois which is collateral
for a loan with North Suburban Housing Corporation in the original amount
of $371,200. The loan bears interest at 3% simple interest per annum. On July
10, 2019, the loan was extended and is now due June 30, 2020. The
outstanding loan balance as of June 30, 2019 was $371,200, all of which is
current.
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SP3.Page 153 of 173
HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 23
M Friends of Builders of Skills, Inc.
Friends owns a property in Niles, Illinois which is collateral for a loan with
HUD in the original amount of $618,300 with a maturity of April 1, 2042,
and interest at 4.25% per annum through April 30, 2029, increasing to
8.375%. Principal and interest are payable in monthly installments of $2,832
through May 1, 2029, increasing to $3,568 thereafter. The outstanding loan
balance as of June 30, 2019 was $496,026.
N McHenry County Community Homes, Inc.
MCCH owns a property in McHenry, Illinois which is collateral for a loan with
IHDA in the amount of $2,539,737 at 0% interest with a maturity of October
16, 2035 and monthly principal installments of $427. The outstanding loan
balance as of June 30, 2019 was $2,245,569.
O Heart’s Place LP
Heart’s Place, LP owns a tax credit project that is located in Arlington Heights,
Illinois. Heart’s Place, LP closed on the project on September 13, 2018 and is
under construction for a housing development as of June 30, 2019. The project
is collateral for three loans:
xOne construction loan is held by Village Bank & Trust in the original
amount of $5,000,000 bears interest at the Prime Rate which was 5.50%
during the fiscal year ended June 30, 2019. Payments of interest only
are due monthly. All unpaid principal and interest are due at maturity
which is 24 months from the closing date. As of June 30, 2019,
$2,399,482 was drawn on the loan and remains due.
xOne sponsor loan is held by Column Financial, Inc. in the original
amount of $371,008. The loan bears no interest. Principal is due at
maturity which is September 13, 2058. As of June 30, 2019, $371,008
was drawn on the loan and remains due.
xOne sponsor loan is held by HODC in the original amount of $270,000.
HODC received an affordable housing program grant from the Federal
Home Loan Bank which created this sponsor loan. The loan bears no
interest. Principal is due at maturity which is May 15, 2049. As of June
30, 2019, $270,000 was drawn on the loan and remains due.
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SP3.Page 154 of 173
HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 24
P Cary Senior Living LP
Cary Senior Living LP owns a tax credit project that is located in Cary,
Illinois. Cary Senior Living LP closed on the project on August 1, 2018 and is
under construction for a housing development as of June 30, 2019. The project
is collateral for two loans and two promissory notes:
xOne construction loan from Citibank, N.A. in the original amount of
$11,000,000 bears interest at a rate of 5.55% per annum. All unpaid
principal and interest are due at maturity. As of June 30, 2019,
$2,588,544 has been drawn on this note and remains due.
xA HOME mortgage is held by IHDA in the original amount of
$2,954,119, and bears no interest. All unpaid principal is due at
maturity which is September 1, 2060. As of June 30, 2019, $2,944,119
has been drawn on this note and remains due.
xA promissory note is held by HODC in the original amount of $129,000.
HODC received a grant from the County of McHenry, Illinois which
created this note. The grant can be recovered should Cary Senior Living
LP not comply with terms in the grant agreement until maturity. As of
June 30, 2019, $116,100 has been drawn and remains due.
xA promissory note is held by HODC in the original amount of $215,917.
HODC received a grant from ComEd which created this promissory note.
The note bears interest at a rate of 1% per annum, compounding
annually. There are no payments of principal or interest until maturity
which is December 31, 2060. As of June 30, 2019, $107,959 has been
drawn and remains due.
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SP3.Page 155 of 173
HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 25
Aggregate maturities of long-term debt for the ensuing five years and thereafter, are
as follows:
Year Total
2020 183,156$
2021 3,020,886
2022 161,001
2023 159,815
2024 161,653
Thereafter 14,149,212
17,835,723$
8. Liquidity And Availability Of Financial Assets
At June 30, 2019, the Organization’s financial assets available within one year of
the statement of financial position date for general expenditure are as follows:
Related Consolidated
HODC Entities Total
Cash - operations 171,276$ 408,070$ 579,346$
Tenant accounts receivable 10,540 38,785 49,325
Tenant deposits held in trust 2,000 114,860 116,860
Escrow deposits — 131,673 131,673
Replacement reserves — 503,421 503,421
Operating reserves — 63,566 63,566
Other reserves — 20,979 20,979
Total Financial Assets At Year-End 183,816 1,281,354 1,465,170
Less Amounts Not Available To Be Used Within One Year
Net assets with contractual obligations 2,000 813,520 815,520
Financial Assets Available To Meet General
Expenditures Over The Next Twelve Months 181,816$ 467,834$ 649,650$
The Organization regularly monitors liquidity required to meet its operating needs.
Replacement reserve funds are restricted by IHDA and HUD for the purpose of
meeting the facility's capital needs when approved by IHDA and HUD. These funds
are reviewed on a quarterly basis in light of anticipated and planned for capital and
other needs; and are invested in short term, easily accessible, government insured
investments to ensure adequate liquidity to meet assessed needs.
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SP3.Page 156 of 173
HOUSING OPPORTUNITY DEVELOPMENT
CORPORATION AND RELATED ENTITIES
Notes To Financial Statements (Continued)
Page 26
9. Current Vulnerability Due To Certain Regulations
Friends, Conrad, LP and IHDC II Limited Partnership operations are heavily
regulated, as they are subject to the administrative directives, rules and
regulations of federal and state agencies, including, but not limited to HUD or
IHDA. Any such administrative directives, rules and regulations are subject to
change by an act of U.S. Congress or an administrative change mandated by
HUD or IHDA and those changes may occur with little notice or inadequate
funding to pay for the related cost, including the additional administrative burden,
to comply with such a change.
10. Contingencies
Various grant and loan agreements with HUD and IHDA require properties to be
maintained and operated according to the terms of those Agreements for periods
up to 40 years. Violation of such agreements may require HODC and/or its
Subsidiaries to repay such Grants and/or loans, with the amounts to be repaid
based on the length of time the properties have been covered by such agreements.
11. Economic Dependency
The Organization operates various low-income housing tax credit projects located
throughout Northern Illinois. Future operations could be affected by changes in
the economic or other conditions in that geographical area or by changes in
federal low-income housing subsidies or the demand for such housing.
Page 133 of 137Page 135 of 142
SP3.Page 157 of 173
HOUSING OPPORTUNITY DEVELOPMENT CORPORATION AND RELATED ENTITIES Page 27 RELATED ENTITIES - CONSOLIDATING STATEMENT OF FINANCIAL POSITION Page 1 Of 2 June 30, 2019 McHenryHODC - 743131 IHDC II HODC -HODC HODC HODCFriends of CountyCary TotalBrummel Callan, Limited Jackson PHHH, Skokie, Glenview, Wilmette, Heart's Builders of Community Senior RelatedConrad, LP Apartments LLC Partnership DuplexesLLCLLCLLC LLC Place, LP Skills, Inc. Homes, Inc. Living LP EntitiesCurrent AssetsCash 12,715$ 39,645$ 7,956$ 24,551$ 20,479$ 40,716$ 45,306$ 23,075$ —$ — —$ 193,627$ — 408,070$ Due from related parties— — — — — 295,394 — — — — — — — 295,394 Tenant and subsidy receivables4,437 169 1,993 3,732 3,084 (2) 1,422 (2,210) — — 403 25,757 — 38,785 Prepaid expenses9,857 — — 9,258 — — — — — — — 19,115 — 38,230 Total Current Assets27,009 39,814 9,949 37,541 23,563 336,108 46,728 20,865 — — 403 238,499 — 780,479 Restricted CashReal estate tax and insurance escrows51,106 — — 25,808 — 7,914 37,224 9,621 — — — — — 131,673 Replacement reserves76,004 17,652 — 199,040 — 3,596 85,658 32,829 — — 19,625 69,017 — 503,421 Operating reserves17,434 — — — — — — — — — — 46,132 — 63,566 Tenant security deposits15,986 7,929 3,208 21,662 4,769 — 19,842 11,601 — — 3,923 25,940 — 114,860 Other reserves6,187 — — — — — 454 — — — 14,338 — — 20,979 Total Restricted Cash166,717 25,581 3,208 246,510 4,769 11,510 143,178 54,051 — — 37,886 141,089 — 834,499 Property And EquipmentLand140,650 62,500 32,000 246,750 167,535 137,200 377,000 295,000 47,474 334,273 67,920 238,470 918,868 3,065,640 Buildings and improvements4,635,819 810,499 503,564 4,505,853 981,081 644,810 3,018,188 3,517,628 634,781 — 680,764 3,163,905 — 23,096,892 Furniture and equipment98,134 2,878 2,087 147,625 6,269 8,933 — 10,944 — — 1,136 104,663 — 382,669 Land improvements— — — — — — — — — — 5,062 — — 5,062 Total Property And Equipment4,874,603 875,877 537,651 4,900,228 1,154,885 790,943 3,395,188 3,823,572 682,255 334,273 754,882 3,507,038 918,868 26,550,263 Less: Accumulated depreciation(1,340,321) (618,268) (204,455) (2,888,942) (495,412) (321,311) (756,710) (325,971) — — (468,342) (1,753,572) — (9,173,304) Net Property And Equipment3,534,282 257,609 333,196 2,011,286 659,473 469,632 2,638,478 3,497,601 682,255 334,273 286,540 1,753,466 918,868 17,376,959 Other AssetsDeferred fees, net 99,758 — — — — — 185,854 — — 66,220— — 134,844 486,676 Predevelopment costs— — — — — — — — — 3,602,731— — 6,960,323 10,563,054 Total Other Assets99,758 — — — — — 185,854 — — 3,668,951 — — 7,095,167 11,049,730 Total Assets3,827,766$ 323,004$ 346,353$ 2,295,337$ 687,805$ 817,250$ 3,014,238$ 3,572,517$ 682,255$ 4,003,224$ 324,829$ 2,133,054$ 8,014,035$ 30,041,667$ AssetsPage 134 of 137Page 136 of 142
SP3.Page 158 of 173
HOUSING OPPORTUNITY DEVELOPMENT CORPORATION AND RELATED ENTITIES Page 28 RELATED ENTITIES - CONSOLIDATING STATEMENT OF FINANCIAL POSITION Page 2 Of 2 June 30, 2019 McHenryHODC - 743131 IHDC II HODC -HODC HODC HODCFriends of CountyCary TotalBrummel Callan, Limited Jackson PHHH, Skokie, Glenview, Wilmette, Heart's Builders of Community Senior RelatedConrad, LP Apartments LLC Partnership DuplexesLLCLLCLLC LLC Place, LP Skills, Inc. Homes, Inc. Living LP EntitiesCurrent LiabilitiesCurrent portion of long-term debt22,000$ 17,083$ 5,425$ 40,094$ 22,680$ 1,200$ —$ —$ —$ —$ 13,152$ 61,522$ —$ 183,156$ Accounts payable— — — — — — — — — — 478 13,832 — 14,310 Prepaid rent— — — 3,899 — — 2,157 — — — 639 25,974 — 32,669 Accrued interest— — 146 525,185 972 — — — 42,532 — 1,756 — — 570,591 Accrued real estate taxes48,084 14,900 9,500 27,000 11,600 10,883 63,800 17,398 3,357 — — — — 206,522 Due to related parties7,645 99,609 8,900 585,188 224,255 638,514 — — 265,166 35,123— — 95,023 1,959,423 Tenant security deposits11,637 6,163 2,864 18,436 4,310 — 17,208 9,729 — — 3,108 23,872 — 97,327 Total Current Liabilities89,366 137,755 26,835 1,199,802 263,817 650,597 83,165 27,127 311,055 35,123 19,133 125,200 95,023 3,063,998 Long-Term LiabilitiesLong-term debt, net of current portion813,000 559,938 486,490 1,157,870 316,036 333,900 — 2,150,000 371,200 3,040,490 482,874 2,184,047 5,756,722 17,652,567 Less: Debt issuance costs(1,864) (40,910) (867) (13,946) — — — (9,398) — (184,957) — — (337,510) (589,452) Total Long-Term Liabilities811,136 519,028 485,623 1,143,924 316,036 333,900 — 2,140,602 371,200 2,855,533 482,874 2,184,047 5,419,212 17,063,115 Total Liabilities900,502 656,783 512,458 2,343,726 579,853 984,497 83,165 2,167,729 682,255 2,890,656 502,007 2,309,247 5,514,235 20,127,113 Net AssetsWithout donor restrictionsControlling interests(18,959) (333,779) (135,678) (494) 107,952 (167,247) 2,931,073 1,404,788 — 1,112,568 (177,178) (176,193) 2,499,800 7,046,653 Non-controlling interests2,946,223 — (30,427) (47,895) — — — — — — — — — 2,867,901 Total Net Assets2,927,264 (333,779) (166,105) (48,389) 107,952 (167,247) 2,931,073 1,404,788 — 1,112,568 (177,178) (176,193) 2,499,800 9,914,554 Total Liabilities And Net Assets3,827,766$ 323,004$ 346,353$ 2,295,337$ 687,805$ 817,250$ 3,014,238$ 3,572,517$ 682,255$ 4,003,224$ 324,829$ 2,133,054$ 8,014,035$ 30,041,667$ Liabilities And Net AssetsPage 135 of 137Page 137 of 142
SP3.Page 159 of 173
HOUSING OPPORTUNITY DEVELOPMENT CORPORATION AND RELATED ENTITIES Page 29 RELATED ENTITIES - CONSOLIDATING STATEMENT OF ACTIVITIES AND CHANGES IN NET ASSETS June 30, 2019 McHenryHODC - 743131 IHDC II HODC -HODC HODC HODCFriends of CountyCary TotalBrummel Callan, Limited Jackson PHHH, Skokie, Glenview, Wilmette, Heart's Builders of Community Senior RelatedConrad, LP Apartments LLC Partnership DuplexesLLCLLCLLC LLC Place, LP Skills, Inc. Homes, Inc. Living LP EntitiesNet Assets Without Donor RestrictionsRevenueInterest income3,485$ 441$ 2$ 5,334$ 2$ 199$ 2,278$ 559$ —$ —$ 42$ 1,207$ —$ 13,549$ Net rental revenue196,840 110,412 39,449 265,263 54,685 51,465 205,913 118,391 — — 96,453 369,543 — 1,508,414 Miscellaneous income6,207 3,730 3,990 9,432 129 114 (224) 1,970 — — 2,156 10,529 — 38,033 Total Unrestricted Support And Revenue206,532 114,583 43,441 280,029 54,816 51,778 207,967 120,920 — — 98,651 381,279 — 1,559,996 ExpensesProgram services184,004 110,327 32,671 283,711 41,583 51,367 178,441 135,365 — — 80,383 284,948 — 1,382,800 Depreciation168,790 28,927 18,386 167,991 35,514 24,078 155,465 129,225 — — 24,209 91,125 — 843,710 Amortization13,533 — — — — — 8,538 553 — — — — — 22,624 Total Expenses366,327 139,254 51,057 451,702 77,097 75,445 342,444 265,143 — — 104,592 376,073 — 2,249,134 Increase (Decrease) In Net Assets Without Donor Restrictions(159,795) (24,671) (7,616) (171,673) (22,281) (23,667) (134,477) (144,223) — — (5,941) 5,206 — (689,138) Net Assets At Beginning Of Year3,087,792 (309,108) (158,489) 123,284 130,233 (143,580) 3,095,550 1,549,011 — — (171,237) (181,399) — 7,022,057 Contributions— — — — — — — — — 1,164,568— — 2,499,800 3,664,368 Syndication Costs— — — — — — — — — (52,000)— — — (52,000) Distributions(733) — — — — — (30,000) — — — — — — (30,733) Net Assets At End Of Year2,927,264$ (333,779)$ (166,105)$ (48,389)$ 107,952$ (167,247)$ 2,931,073$ 1,404,788$ —$ 1,112,568$ (177,178)$ (176,193)$ 2,499,800$ 9,914,554$ Page 136 of 137Page 138 of 142
SP3.Page 160 of 173
1805 Church Street RFP Evaluation Scoresheet
Firm Staff
Complete
Submission
Experience in
Similar
Communities
Capacity of
operator or team
to
complete the
project
Demonstrated
financial
capacity to
complete the
project
Portfolio of
Work
Environmental
practices and
demonstration
of
sustainability
commitment
Resumes and
Experience of
Firm
Principals Total
Total Points Available 15 10 15 20 20 10 10 100
Mount Pisgah Zalmezak 12 8 10 10 18 5 8 71
Martinez 10 7 10 10 20 5 9 71
Mangum 12 8 10 10 15 5 8 68
Average 11.3 7.7 10.0 10.0 17.7 5.0 8.3 70
HDOC Zalmezak 15 10 15 20 20 5 10 95
Martinez 15 10 15 20 20 0 10 90
Mangum 15 10 15 15 20 0 10 85
Average 15.0 10.0 15.0 18.3 20.0 1.7 10.0 90Page 137 of 137Page 139 of 142SP3.Page 161 of 173
MEMORANDUM OF UNDERSTANDING
THIS NIEMORANDUM OF UNDERSTANDING (“MOU”)is made as of December 1,2020
by and between Mt.Pisgah Ministry Inc.(Mt.Pisgah)and Housing Opportunity Development
Corporation (HODC).
WHEREAS,Mt.Pisgah’s mission is to faithfully proclaim and purposely share God’s love and
compassion with everyone;Declaring that God seeks to intentionally enhance and enrich lives
through the knowledge,understanding and adherence of His word;
WHEREAS,Mt.Pisgah has received the vision for present and future ministry,God has
instructed them to build a building that will re?ect His glory,power and majesty alone.With
wisdom and direction from God and in obedience to His instructions,Mt.Pisgah has started on
the path to complete the vision at 1811 and 1813-15 Church Street,Evanston and to acquire the
property at 1805 Church St and the two adjacent Darrow Ave lots extending to the alley (the
“Sites”)to develop and build affordable housing for seniors and families (“the Project”);
WHEREAS,HODC’s mission is to develop,preserve,and manage housing that is affordable to
low and moderate income households throughout the northern suburbs and has experience
developing,?nancing,and operating affordable housing;and
WHEREAS Mt.Pisgah and HODC desire to work together to develop the Project;
NOW THEREFORE,it is agreed between the parties hereto that;
I.GENERAL DESCRIPTION
The purpose for Mt.Pisgah and HODC is to partner to develop the Project.The building will
include space for first ?oor retail and higher ?oors living space units for seniors and families.
This MOU is a preliminary account of the parties’expectations of each other for this Project.A
partnership agreement,operating agreement,and/or formal contract(s)will be prepared and
executed when the Project progresses.
II.SCOPE OF SERVICES
A.Mt.Pisgah will hold decision making authority on approved costs and agrees to:
1.Work exclusively with HODC to pursue developing the property.
2.Participate actively in the site design and development process.
3.Conduct fundraising activities to cover Project costs related to Mt.Pisgah’s
ownership in the building.
4.Secure predevelopment funding for the Project which will be considered part of the
fundraising requirements for the project.
Work with the City of Evanston to obtain zoning approval.
Lead community support efforts with Evanston and neighbors.
Contribute the Sites (1805 Church St and the two adjacent Darrow Ave lots extending
to the alley)to the Project.
.\‘.°‘.V'
Page 140 of 142
SP3.Page 162 of 173
IV.
HODC agrees to:
1.Upon the City of Evanston selling or granting the Sites to Mt.Pisgah,HODC will
work with Mt.Pisgah to determine the capital investment into the project for
predevelopment costs.
Implement the Project as lead developer.
Conduct project ?nancial feasibility analyses,order studies and prepare Project
funding applications including HODC’s investment position in the predevelopment
costs of the Project.
4.Provide information for the zoning and site approval process with Evanston.
Retain and oversee professionals needed to complete the Project including attorneys,
architects,engineers,lenders,consultants,and contractor fees per negotiated payment
schedules and project funding.
Work to ensure Project completion.
Provide property management for the housing units upon Project completion.Terms
to be de?ned in management contract during the predevelopment process.
.‘-“N5">
19
7‘
TIME OF PERFORMANCE
This MOU shall be contingent upon the City of Evanston selling or granting the Sites at
1805 Church Street solely to Mt.Pisgah.All parties shall work as necessary to execute
the Scope of Services but it is recognized that many Project approvals are beyond the
control of the team.This MOU may be extended for additional services or time upon
mutual agreement.
PAYMENT FOR SERVICES
It is expressly agreed and understood that HODC and Mt.Pisgah will be paid from
Project proceeds.No payment shall be due prior to Project completion.It is expressly
agreed and understood that HODC will receive a developer fee from total development
costs.HODC must provide a general fee range expectation within the MOU prior to
beginning the Project.Termination or expiration of this agreement would not cancel or
negate payments due under this section for work performed that leads to a Project
closing.
GENERAL CONDITIONS
.Contingency of HODC and MT.PISGAH
This MOU is contingent on Mt Pisgah Ministry securing the Sites at 1805 Church St and
the two adjacent Darrow Ave lots extending to the alley from the City of Evanston.If the
City of Evanston does not sell or grant the said properties to Mt Pisgah as legal and sole
owner,Mt Pisgah and HODC will terminate this relationship.
.Independent Contractor
Nothing contained in this MOU is intended to,or shall be construed in any manner,as_
creating or establishing the relationship of employer/employee between the parties which
shall at all times remain an "independent contractor"with respect to the services to be
perfonned under this MOU.
Page 141 of 142
SP3.Page 163 of 173
C.Indemnity
Each party shall indemnify and hold the other harmless,to the fullest extent allowed by
law,against any and all claims,actions,demands,obligations,damages,injuries and
liabilities,including without limitation of the foregoing,all reasonable attorney fees and
legal expenses,arising from such party’s obligations to the other party under this MOU.
D.Amendments
The parties may amend this MOU at any time provided that such amendments make
speci?c reference to this MOU,and are executed in writing,signed by a duly authorized
representative of all parties.
E.Termination
This MOU may be terminated by either party giving to the other a minimum of thirty (30)
days prior written notice.Termination shall not cancel or negate payment due for work
performed that leads to a Project closing.
In witness wh e f,the parties hereto have entered into this MOU as of the date above written.
Cli ind .<I."Wilson Richard Koenig
Senior Pastor Executive Director
Mt.Pisgah Ministry Inc.Housing Opportunity Development Corporation
D
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SP3.Page 164 of 173
Memorandum
To: Honorable Mayor and Members of the City Council
From: Paul Zalmezak, Economic Development Manager
CC: Erika Storlie, City Manager Sarah Flax, Housing & Grants Manager
Subject: Approval of Resolution 8-R-21 Authorizing the City Manager to Initiate
a Request for Proposal Process for the repurposing of City-Owned
Real Property Located at 506 South Boulevard
Date: January 19, 2021
Recommended Action:
Staff recommends City Council approval of Resolution 8-R-21 Authorizing the City Manager
to Initiate a Request for Proposal Process for the repurposing of City-Owned Real Property
Located at 506 South Boulevard.
Council Action:
For Action
Summary:
Staff is seeking City Council's authorization to initiate a Request for Proposals (RFP) for the
redevelopment of 506 South Boulevard, commonly known as “Lot 1,” as a mixed income
residential development. The redevelopment area consists of the City -owned property along
with Hoadjacent the is Staff townhomes. (HACC) County Authority of using Cook
recommending that a RFP be issued with specific requirements in order to help the City
achieve its affordable housing goals including:
1. Desire for larger (2- and 3- bedroom) family units to be included in the development
2. Specific Area Median Income (AMI) affordability tiers
3. Retention of community permit parking spaces to relieve on street parking congestion
4. Clear Planned Development (PD) guidelines with a stated underlying zoning of R5 or R6
5. High quality design with setbacks and massing respecting existing neighborhood scale
6. Stated Housing Authority of Cook County partnership goals
Proposed Development Unit / Income Mix
The development will include a mix of public housing units for low income households who
would pay 30% of their income toward rent with the remainder subsidized, units restricted for
moderate and middle income households with incomes between 50% and 80% of the area
median income, and market rate units. Unit sizes would range from studios to three
SP4.Page 165 of 173
bedrooms to address the need for housing for a range of household sizes, including families
with children.
Disposition of Property
Staff obtained an appraisal of the property in December of 2018. If directed to proceed with
the RFP, staff will seek an updated appraisal. It is highly likely that a developer of mixed
income residential will seek donation tax credits and therefore, the City will need to determine
if a donation of the property is preferred over a land sale to accommodate the largest number
of affordable units.
Tax Credits
As summarized on the Illinois Housing Development Authority (IDHA) website, tax credits
allow the taxpayer to subtract the amount of the tax credit from the total tax owed. It directly
reduces tax bills. Almost all investors in Low Income Housing Tac Credit (LIHTC) projects are
corporations. IHDA administers two tax credit programs that incentivize developers to build
affordable rental housing:
1. LIHTC
Incentivizes investment of private equity in the development of affordable housing
aimed at low-income Americans. LIHTC accounts for the majority (approximately
90%) of all affordable rental housing created in the United States. According to the the
Congressional Research Office, "two types of LIHTCs are available depending on the
nature of the construction project. The so called 9% credit is generally reserved for
new construction, while the so-called 4% credit is typically used for rehabilitation
projects and new construction that is financed with tax-exempt bonds. Each year, for
10 years, a tax credit equal to roughly 4% or 9% of a project’s qualified basis (cost of
construction) is claimed."
The maximum rent that can be charged is based upon the Area Median Income
(“AMI”) and is capped at 80% of AMI. Rents must be kept affordable for a 15 -year
initial “compliance period” and a subsequent 15-year “extended use period”. Each
state receives a fixed allocation of credits based on its population. In Illinois,
applications due October 2021.
2. Illinois Affordable Housing Tax Credit (IAHTC)
The IAHTC encourages private investment in affordable housing by providing donors
of qualified donations with a one-time tax credit on their Illinois state income tax equal
to 50 percent of the value of the donation.
The proposed RFP timeline will allow for developers to apply and be cons idered for these tax
credits.
Zoning
It is anticipated that the building, to be economically feasible, will need to be taller than the
single family housing to the east or the two to three story buildings across South Boulevard to
the north. The current zoning of the property, R-4, severely limits the number of units that
could be developed and therefore will limit the City's ability to meet the needs of lower income
households. Furthermore, the site is within approximately 275 feet of the CTA South
Boulevard Purple Line station providing the benefits of transit-oriented development (TOD).
Therefore, staff recommends the City Council consider rezoning the property to R -5 or R-6.
Page 2 of 9
SP4.Page 166 of 173
Rezoning the property would have minimal impact on the adjacent cemetery p roperty to the
south and commercial development to the west. There is an 80 foot distance between the
closest residential properties across South Boulevard to the north. To the east are two
residential properties approximately 60 feet from where a new deve lopment would likely rise.
Staff will guide developers to use setbacks, ziggurats and other design elements to ensure
appropriate development scale and appearance. The redevelopment would be reviewed via
the City's Planned Development process due to the size of the development parcel (i.e.
36,000 sq ft +/-)
The following is a summary of the zoning classifications from the Evanston Municipal Code.
More detail can be reviewed at the link that follows:
https://www.cityofevanston.org/home/showpublisheddocument?id=14940
R4 General Residential District
Provide for a mix of residential types at a moderate density including multiple -family
dwellings, two-family dwellings, townhouses, and single-family attached and detached
dwellings. Maximum building height is 35 feet / 2.5 stories.
R5 General Residential District
Provide for the infill development of mix of multi-family residential structures at a medium
density, including townhouses, two-family dwellings, three-story walk-ups and courtyard
apartment buildings that characterize the traditional multiple-family housing development
found in this district. Maximum building height is 50 feet / 5 stories.
R6 General Residential District
Provide for high density residential development of primarily multiple-family dwellings
particularly in and around the downtown area. Maximum building height is 85 feet / 8
stories.
Parking
The retention of off street parking spaces will accommodate existing permit holders. As of
October 2020, the City had issued 22 permits for Lot 1, which has 66 total spaces; 33% of
spaces are leased.A new residential development would likely have a similar total number of
parking spaces. resulting in minimal changes to traffic than if all existing spaces were leased.
Housing Authority of Cook County
The City of Evanston and the Housing Authority of Cook County will enter into a
Memorandum of Understanding prior to the issuance of the RFP. The MOU will be
incorporated into the final RFP document.
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SP4.Page 167 of 173
RFP and Redevelopment Timeline
Draft-Proposed Schedule Lot 1 RFP Process
January 19, 2021 Staff seeking authority to issue a RFP
January 26, 2021 Staff issues RFP
April 26, 2021 RFP’s Due
April 27, 2021 - May 11, 202 RFP response review, analysis, and interviews
May 24, 2021 Staff presents recommendation for finalist for
RFP and requests authority to negotiate sale of
city owned property to preferred developer
May 25, 2021 Zoning Process Begins
Spring 2022 Construction Begins
Background:
Staff first sought approval to initiate an RFQ/P process on February 4, 2019. However,
based on community feedback, the City Council agreed with Third Ward Alderman Melissa
Wynne's recommendation to implement a stronger public process before issuing the RFP.
The following is a summary of that process that has led to staff's current recommendation:
• Spring 2019 - public meeting
• 5/9/19 - participants completed a visual preference study, summarized here:
https://docs.google.com/spreadsheets/d/1JZgXvW-XaD9gWyvyCa4yfJr7Aldtdej56W-
yW3c4yoU/edit?usp=sharing
• 7/30/20 - a virtual meeting with the Courts of Evanston Board sketchup model
• 8/26/20 - virtual meeting with a larger group of residents from the Courts of Evanston
The city-owned 506 at located is property South Avenue Hinman Boulevard, where
terminates into South Boulevard. The property serves as Lot 1, an off street parking lot for up
to 66 permit holders. In practice, the city issues permits for an estimated 50% of the spaces.
Occasionally, foused is lot the for parking street off parking and snow r emergency
the within managed be can city’s periodic uses vacationing Both of these residents.
downtown parking garages. It is approximately 25,000 sq ft with approximately 20,000 sq ft
available for development after providing proper setback from two adjacent residential
properties to the east.
The Housing Authority of Cook County (HACC) property adjacent to the west of Lot 1
features four public housing units, two 2-bedroom and two 3-bedroom family units. The
property is approximately 15,500 square feet. Staff has been in communication with HACC
and has verbal agreement to proceed with the request to authorize an RFQ/P. HACC has
already indicated its willingness to redevelop the property as long as the existing units are
replaced new the in included are additional of undetermined an and units number
development.
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SP4.Page 168 of 173
As illustrated in the map below, the properties are adjacent to the Cavalry Cemetery, located
to the south, residential to the east, and the Cavalry Cemetery maintenance garage adjacent
to the west of the Housing Authority parcel. St. Francis Hospital (in the lower left of the aerial
below) is a ten minute walk (.5 miles) from the site.
Context Aerial
At the Transportation and Parking Committee meeting on July 25, 2018, staff summarized the
potential partnership with Housing Authority of Cook County (HACC) to redevelop the
estimated 35,500 square foot properties as a denser mixed -income residential development
taking advantage of the area’s existing relative density (condos, courtyard buildings, etc.). Its
proximity to the purple line station and retail amenities makes it a desirable location, and its
proximity to St. Francis Hospital could provide an additional source of potential tenants.
In December 2018, staff engaged Gremley & Biederman to complete a Legal Description and
Land Survey of the city-owned property (does not include the HAAC property) The surveyed
property is highlighted in red below. With the completed land survey, staff engaged
appraiser, Second City Appraisal. Two appraisals were completed, one for the city parking lot
only, and the other for the combined City and HAAC lots. The appraised value of the property
will remain confidential until future land sale negotiations are completed, if authorized by City
Council.
Page 5 of 9
SP4.Page 169 of 173
Survey of “Lot 1” (506 South Boulevard)
Upon examination of the survey, aerial maps and site visits, it became apparent that two
residential property owners to the east of the site, 424 South Boulevard and 505 Hinman are
using the city owned property for personal use. City legal staff will be consulted to address
this matter.
Aerial View of “Lot 1” (506 South Boulevard)
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SP4.Page 170 of 173
Considerations for the development of the site include determining the appropriate setback
from South Blvd. In addition, staff will determine whether extending Hinman Avenue south of
South Boulevard with similar parkway, trees, and sidewalk right of way or if terminating
Hinman into South Boulevard with a narrower alley providing access to the two properties is
more appropriate. The latter choice would provide more land fo r development. Public Works
Agency staff will need to be consulted.
Legislative History:
City Council considered but recommended delaying Resolution 10 -R-19 issuing an RFQ/P on
February 4, 2019 due to the City Council's desire to improve the community process prior to
issuing the RFQ/P.
Attachments:
IHDA-Low-Income-Tax-Credit
Plat of Survey
Page 7 of 9
SP4.Page 171 of 173
11 22 33
44 55 66
77
Developers apply
for tax credits with
IHDA and get
selected based
upon competitive
application criteria
TAXCREDIT
TAXCREDIT
Illinois is allocated Low
Income Housing Tax
Credits (LIHTC) based
on population
Developers convert
LIHTC into equity
by selling them to
investors who utilize
the credits to oset
tax liability
Developer builds
housing in Illinois
FOR MORE INFORMATION VISIT: IHDA .org
Equity generated
allows developer to
rent units at below
market rates for a
minimum of 15 years
Developers need
subsidy funds because
costs to build aordable
housing are the same as
market-rate housing
IHDA selects
developments to
receive LIHTC awards
How Does the Low Income Housing Tax Credit Work?
The Low Income Housing Tax Credit (LIHTC, Housing Credit) is a
dollar-for-dollar federal tax credit for aordable housing investments.
It was created under the Tax Reform Act of 1986 and gives incentives for
the utilization of private equity in the development of aordable housing
aimed at low-income Americans. The program is administered at the
state level by State housing finance agencies (I.e., IHDA) with each state
getting a fixed allocation of credits based on its population. IHDA
evaluates applications against our “Qualified Allocation Plan” (QAP).
Page 8 of 9
SP4.Page 172 of 173
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